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Personal leadership challenge

If today there are more important concepts or practices that are relevant to the
organization's goals, leadership is one. Indeed, this concept presents itself as a non-negligible need
for organizational change. Because it involves the three key factors within an organization: man,
influence and exercise of power and achievement of goals. The question of leadership, its
orientation, its styles, its presuppositions and its forms. Suitable for the requirements of today's
increasingly interconnected world, is receiving more and more attention worldwide and almost at
all levels.

In transnational corporations, in international institutions, in national political institutions,


in educational institutions, and so on, there is a strong question of leadership. Literature on this
issue is vast. It is practiced on men; its influence is exerted for the achievement of the objectives.
Influence and the exercise of power mean that the interpersonal relationship is not passive and
unilateral but active and reciprocal. The very notion of leadership is not easy to grasp. Unanimous
agreement is hard to find on its definition, although most people think they know how to define it
by seeing it in action. In other words, there is not an absolute definition of leadership but we will
give the common features that characterize its definition.

According to Hadley (2017), Leadership is the ability of an individual to influence,


motivate, and empower others to contribute to the effectiveness and success of the organization.

According to House (2015), leadership is the ability, the talent, the art of influencing people
towards the achievement of their goals. He is the activity of men.

Leadership goes beyond traditional management and positions the man at the center, so
that once motivated and listened that he puts his hand in the dough to achieve the objectives.
Leadership is ultimately the exercise of power and influence by applying appropriate
communication and motivation to the men being led. Of all the goods that mankind possesses,
leadership is certainly the rarest and most valuable.

It is enough to think of all the companies engaged on a bad slope in spite of a succession
of consultants called to their rescue, new plans and new policies it is enough that one names
someone who is in the listening of the personnel, which has a vision, which motivates a leader to
get right as if by magic. Leadership imposes a sufficiently human moral philosophy at a time
dominated by technical progress. He has a homocentric vision that is to say centered on the man.

It should also be noted that the crises of civilization succeed each other almost everywhere,
from the level of an acute allergy to the conservative manifestations of an archaic authority and
the resistance to change that accompanies it. It is not a question of substituting anarchy or
demagogy for traditional authority, for discipline remains the rule that guides everyone to the
fulfillment of a duty. It is therefore in recognizing the crisis of authority born of human,
psychological and social upheaval, scientific and technological changes and the important place
occupied by man in the organization to meet and exceed them in developing a new style of
leadership and command that is more responsive to the complexity of requirements and the
difficulty of human relationships in today's environment (House, 2015).

Societal and cultural evolutions, digital revolution, internationalization, environmental


constraints, tyranny of the markets ... In a constantly moving environment, leadership is the master
asset for management in keeping with the times.

Leaders must first be leaders capable of understanding the global changes in their
company's ecosystem and identifying the strategic lines of future action. Convinced that it is not
enough to decree change for it to happen, they must above all show leadership and convince their
troops of the need to evolve.

Faced with this observation, leaders of today and tomorrow must ask themselves essential
questions: do they govern for the short, the medium or the long term? Are they prepared for the
future of their business? Have they thought about what they can do and who they want to do
tomorrow? Are their strategy and objectives known and shared by all of their employees? It is up
to the leader to understand these issues (among others) and to put the company in a position to
control its future. Provoking change to prepare for the future is the essence of its action (House,
1996). The challenge of the leader is to federate the entire company in a coherent manner in a
controlled movement.

Good "leadership" requires specific, innate and natural abilities in some, dormant and
affirm in others. In both cases, far from being obtained through theoretical and calculated learning,
leadership reveals itself and develops in the light of experience, and requires five essential
qualities:

The ability to express a vision: to detect heavy trends by a successful apprehension of weak
signals, and engage, in time, the necessary changes, showing the way, that is to say, giving
meaning. For example, if the computer sector changes every six months, the heavy industry renews
itself every five years or so. Without a medium / long-term business plan, essential to a group's
long-term trajectory, the consequences of a lack of reflection on the evolution of one's own
environment are not slow to be felt.

An ability to turn the vision into collective action of the entire company, which induces the
realization that nothing is done without the support of the men and women of the company, and
that the social acceptability of any change (confidence, quality of life at work, ...) is the keystone
of any transformation process.

The maturation of a natural authority and the ability to delegate and encourage initiative,
are essential to create the dynamics of training that will move the lines. A company is a team, if
the captain is essential, every player even the most modest, has his role to play. He must understand
the meaning of his action and feel recognized in what he does. A carefully implemented
subsidiarity is indeed always productive of efficiency.

Personal commitment, exemplary value for the whole company, based on enthusiasm,
determination and strong convictions, is also fundamental. The leader federates around his values.
And if the leader can have in addition to the charisma, this indefinable zest that naturally calls for
respect and support, then the setting in motion of the teams will be facilitated.

Ability to communicate externally and internally, to explain by simplifying the complex,


and to federate around gathering symbols.

Finally, and most importantly, the leaders of tomorrow will have to consider the risks of
the generational conflict. Generations Y and Z are not managed, in fact, in the same way as those
who precede them: The more marked individualism of the younger generations makes it more
difficult to carry out business projects and achieve collective objectives. The ability of managers
to create a team spirit and an associated dynamic becomes crucial. Their motivation lies more in
their well-being at work than in their career prospects. Their commitment is measured by the
confidence, autonomy and delegation of responsibilities actually granted. The deployment of
social networks creates an increased porosity between work and private life. Rather than fight
against this phenomenon, leaders must take ownership and make it an asset to develop
transversality.
References

Hadley, C. (2017) "Effective democratic leadership: a psychological interpretation", Journal of


Individual Psychology 14: 128–38.

House, Robert J. (2015). "A path-goal theory of leader effectiveness". Administrative Science
Quarterly. Johnson Graduate School of Management, Cornell University. 16 (3): 321–339.

House, Robert J. (1996). "Path-goal theory of leadership: Lessons, legacy, and a reformulated
theory". Leadership Quarterly.

Lewin, Kurt; Lippitt, Ronald; White, Ralph (1939). "Patterns of aggressive behavior in
experimentally created social climates". The Journal of Social Psychology: 271–301.