Effective leadership is essential in the workplace. Building a firmly founded leadership and staffing structure is aimed at maximizing effectiveness and enhancing the productivity of the employees. Research indicates that leaders or managers are agreeable to dynamism in behaviors as a result of the feedback given. It is fundamental to understand the behavior of employees in order to enhance leadership skills, facilitate communication and improve the general understanding in the enterprise. The leaders of Morse Life organization has always believed that motivation among individuals and teams is vital for sustaining success in an organization. In Morse Life, a combination of involvement and consultation processes alongside communication techniques have resulted in the organization acquiring an ‘energetic’ and enthusiastic team of staff entrusted with guaranteeing better health care. Through strategic management, the leaders have developed deliberate ideas and made effective decisions towards the achievement of proper goals and plans for the betterment of the Morse Life’s future. Since July 2014, Keith Myers became Morse Life’s CEO and exemplified numerous leadership styles. Moreover, he is responsible for the organizational success of the company. Through Keith Myer’s leadership, Morse Life is destined to scale to greater heights in guaranteeing effective and efficient health care.
Morse Life is an organization based in Palm Beach with national recognition for healthcare and support service provision for families. In striving to become the best leader, Keith ought to bear characteristics such as adaptability, awareness, and tolerance as well as emotional resilience. Equally important is self-assessment and reflection that are critical elements in human resource development. As part of human resource advancement programs, a researcher Leanne Atwater developed the 3600 feedback method as means for self-assessment (Atwater & Waldman, 2006). The methodology is applied towards the development of human resource in the effective improvement of performance leading to the advancement of the organization. It is considered the primary step in the journey of own discovery and assessment. Indeed, an individual is more empowered when exposed to either negative or positive feedback. In scenarios where a feedback is different from the proposed thoughts by an individual, the gap provides a platform for guidance on account of their behaviors and that of other individuals.
Keith Myers considers transformation as the critical variable in ensuring that leadership makes a difference. Therefore, he regards Morse Life transformation as leadership more than management. Indeed, he considers both the customers and employees to be essential components of running Morse Life. The ideology of different organizational landscape at Morse Life is in line with Benni’s argument that management is doing things the right way, but leadership is about doing the right things. Effective leadership is transformational and adopts the principles of participative ruling. According to Trevor and Hill (2012), Keith Myers is in search for leadership guidance from Morse Life’s employees as well as clients. Bass (1990) gives a succinct definition on leadership as being a process where a person influences other people towards the achievement of a common goal.
Therefore, leadership is mostly about the ability of a leader to offer direction in a clear manner that enables subordinates to adhere to the targets and objectives. A leader’s behavior is well defined and, in essence, helps people to understand various methods necessary for finding solutions to the problems. If a solution is found, there are more benefits realized as well as encompassed diversity in the leaders’ fraternity in order to allow subordinates make useful decisions (Bass, 1990). Integration and interactive challenges provide a ground for the team comprising leaders and employees in generating insights for initiation of development. In addition, the approach finds solutions to conflicts facing organizations by impacting the concerned stakeholders. Thus, it becomes a beneficial measure to aid persons towards understanding themselves better irrespective of personal traits. The aforementioned are the elements of effective leadership in Morse Life with the sole need of managing change or meeting the goals. Transformations in leadership bestowed with ontological distinctiveness are founded on allowing alternative models and styles of leadership.
The transformational form of leadership is attributed to variations in productivity and performance, hence causing a break from normal operations and also from leadership structures. Moreover, it is a source of motivation for the stakeholders in ways that bring leadership by consent instead of coercion. According to Kotter and Cohen (2010), the style of leadership is perceived as an ‘energy surge’ whereby leaders and their employees work in collaboration to promote each other to advanced levels of morality. A fundamental need for business organization alongside strategic leadership is the desire to remain competitive in healthcare provision, which has motivated research in leadership matters (Trevor & Hill, 2012). Morse Life is in a constant flux of change. The company operates on a correlation of performance with regard to growth and advancement where the leader is responsible for driving the change and upholding vision to ensure the organization remains within the set strategic leadership ethos. Therefore, the leader creates high-level commitment by facilitating effective communication and supporting a vision that appeals to ideas of organizational development.
According to Kotter and Cohen (2008), several assumptions were made in finding a meaningful Human Resource Management (HRM) system. The system was defined as an intervention geared towards linking HRM and strategic plans as well as changes in cultural behaviors. Generally, the marriage among three aspects of self-leadership, creativity, and human resource becomes very realistic when done under effective self-leadership encompassed by motivation and nurturing a learning culture that is the backbone of an organization’s culture (Trevor & Hill, 2012). It is evident that in order to empower workers’ motivation and ensure job satisfaction, organizations ought to bear positive leadership attitudes and supportive cultures. Through the support process, human resource is the ultimate beneficiary that allows participation of other employees in the organization. For instance, Federal Express Organization adopted the support system in a bid to evaluate their managers. On the same note, Feedback Action Program (SFA) prioritizes the employees’ philosophy, since they give a feedback account for both their leaders and managers. Thus, there is an enhanced communication between the two, which creates a culture for holding irresponsible members accountable.
Several leadership theories have been developed to provide directional guidance for leaders. Moreover, theories aim at adopting and exercising authority at workplaces as well as directing staff towards the realization of the organization’s mandate (Bass, 1990). A Harvard Business Review journal summarized four leadership theories that are common among modern leaders. First is the Autocratic style, which is an approach by managers to maintain and run an organization with strictness on exercising or unleashing the power. They expect total submissiveness upon their directive, while employees have little or no platforms to present suggestions as their duty is to listen and take instructions as they are. Schmidt and Tannenbaum (2009) point out that motivation is minimal, and techniques for providing motivation are inclusive of threats and promises of benefits and retributions.
Another theory is bureaucratic where the management requires clearly stipulated procedures outlined in a set of policies or a manual. Bureaucratic leaders always insist on doing things the same old way despite dynamic situations that might be unique in some way. The leaders discourage creativity of the working staff and may give rise to work burn out. At the same time, the style could be beneficial in laboratories research since the variables are controlled to attain desirable results (Trevor & Hill, 2012). Third style is democratic leadership also commonly known as participative. It strives to engage all stakeholders in management and decision-making processes. For instance, managers in Morse Life uphold the need for participation of employees by providing insights for contributions to the decisions at the management level. Morse Life offers its employees an opportunity for advancing long-term careers coupled with proper training to keep people committed to the organization.
In addition, Morse Life leadership academy develops its workforce and shapes them into leaders by teaching leadership, management, and technical skills. Employees get the feeling of appreciation and, therefore, develop new techniques that can be evaluated and adopted by the management (Bass, 1990). However, it is very effective in organizations, whereby employees are skilled in areas of specialty. Finally, there is the Leissez-Faire leadership style whereby a leader lacks interest and almost detaches from management duties. Making a judgment on requirements necessary for attaining individual or teamwork objectives and targets is left to employees.
Situational Leadership Styles
Paul Hersey and Kenneth Blanchard are the pioneers of situational leadership in the argument that diverse styles of leadership are applied depending on the situation at hand. It is required that the individual affected analyzes the needs as per the situation and must adapt to the circumstances by adopting the best leadership styles. Key components for leaders using situational leadership are adaptability and versatility since leadership styles are different depending on the scenario (Kotter & Cohen, 2010). There are four behaviors governing leadership with regard to situational style. The first is telling and directing, whereby the leader outlines the responsibilities of the subordinates and is involved in close supervision of the same. It is most applicable in cases of new employees who must remain under close supervision, as the newcomers may lack competence but have dedicated desire for the achievement of goals. Second is selling or coaching, whereby the Morse Life CEO not only assigns and defines duties, but also is ideally receptive in obtaining suggestions from his employees.
Thus, the communication process is not a one-way traffic, despite the CEO being the lead in decision making. The style of leadership helps to develop subordinates who are experienced but have low self-esteem in the execution of duties. The leader follows up to accord the necessary remarks in order to develop self-esteem (Trevor & Hill, 2012). The participating or supporting style is the third method of situational leadership where the supervising body accord minimal supervision on the employee fraternity. After receiving instructions from the supervisor, the employees with sufficient control and freedom proceed to work on the tasks. The setup is ideal in cases of experienced employees who lack motivation and self-esteem (Kotter & Cohen, 2010). Finally, delegating style implies that the CEO is fully engaged in decision making but has delegated the diverse processes to subordinates. The style best fits scenarios where there are experienced employees with high levels of competence.
Good leaders are not born, but rather are willing to become an effective leader. Leadership skills are developed through processes of education, training, and actual experiences. According to Morse Life’s case, leadership is primarily a function of knowing oneself, characterized by giving directions, applications of plans and providing motivation to people while cultivating trust. Various leaders adopt diverse styles of leadership. Morse Life’s transformational leadership facilitates redefinition of individuals’ mission and vision, renewing their commitment and restructuring various systems to accomplish the organization’s objectives.