Leadership Learning Journal
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Leadership Learning Journal
The aspect of leadership revolves around the senior position focusing on the needs of the junior individuals. It is about using skills and knowledge development to promote efficiency in the professional environment (Lang, 1999). For the discussion, two areas of leadership styles are the main discussed issues. Transformational and transactional leadership are the areas of discussion important. When it comes to the leadership that I have possessed in the past and current background, I have been able to make mistakes while at the same time ensuring strength in the delivery of the right leadership outcomes. With this, I am presenting a reflection of my leadership goals and path in relating to my colleagues in the professional environment.
Throughout my life, I have always believed in the power as significant in influencing the required development. People are the right machinery in introducing change in the professional environment. For starters, I have always had much respect for those around me. The main reason is that I believe that everyone has an opportunity in influencing development. For example, I always like to ensure that my subordinates can know their expectations in the professional environment. Relationship development is important when it comes to working with different subordinates.
I have always preferred respecting the personal feelings of my subordinates, eliminating doubts in them having to meet their objectives, and providing them with significant explanations regarding what is expected about them. I always put the personal needs of my subordinates ahead of mine when they are troubled in the workplace environment. I rarely set challenging goals for my employees in the professional environment. My subordinates try as much as possible to carry out assignments by providing suggestions on the type of ideas that need to be implemented in their workplace. Another significant factor associated with my type of leadership looks into appreciating their position and recognizing their hard work in delivering the best in their work environments.
As reiterated in the above segment, my leadership is more focused on providing a change in my environment by banking on the employees. The type of leadership includes transformational leadership. When it comes to my evaluation of transformational leadership as my style, it means that I hold my subordinates valuable in my communication and undertaking of different tasks. Transformational leadership is about encouraging continual improvement relating to the performance of employees. They should have the right communication about the areas that need improvements and how they should promote improvement. From time to time, I have always consulted my subordinates to understand their opinion and how it influences their work. I have always worked to ensure that my subordinates have goals already established that focus on the development of the organization. For them, it is important to communicate their importance in introducing change to enable them to become motivated. Unlike transformational leadership, some part of my life has also looked into the relationship between employees and the position of leadership.
For this, I focus on the transactional form of leadership. Transaction means having to undertake something for a person to be validated. Transactional leadership as my understanding of the relationship I have with my subordinates is about focusing on the aspect of hurting the feelings of my employees. It focuses on stating negative things to hurt my subordinates. It is also about having vague explanations of their expectations while working with them (Lang, 1999). Employees can experience difficulties in undertaking different tasks and responsibilities in the professional environment without proper communication. Transactional leadership style demands a lot from subordinates but provides less to them. With this, I believe in undertaking the role of becoming a mentor and a guide when it comes to ensuring that my subordinates have a brighter path in their interactions with tasks in the professional environment.
References
Lang, R. (1999). Peter G. Northouse: Leadership-Theory and Practice. Organization Studies, 20(2), 354-354.