LEADERSHIP PARTICIPATION INVENTOR

James Kouze and Barry Posner 

This theory focuses on the productivity and satisfaction rates of leaders who possess key characteristics. If a leader embraces the five traits that define The Leadership Participation Inventory, he/she will be more successful in leadership as a whole. In The Leadership Challenge (Jossey Bass Publishers, 2002), a survey was developed that asked what characteristics they feel an admirable and great leader would possess. Thus, originated the Leadership Participation Inventory.

The traits that derive from that study are as follows:

• Role Model

• Inspiration

• Facing Adversity

• Empowerment

• Generates Enthusiasm

Limitations

The subjectivity of the terms can lead to assessment issues and implementation. This list of characteristics lacks the depth of leadership that involves inconsistent factors such as environmental influences and emotions.

Implementation

While these traits may appear to be intuitively obvious, it is the simplicity that attracted me. Leadership should be a natural process. As one aims to better themselves, they naturally attract followers. These five characteristics are what I aim to define myself by. I try to live them out with authenticity and transparency.

TRANSCENDENT LEADERSHIP THEORY 

James MacGregor Burns  

Transcendent Leadership is the greatest of all leadership theories. The Transformational approach does not merely impact productivity within a group but it completely changes the members. The defining characteristic of Transcendent Leadership is the evolution it invokes within leaders and followers. It drives those involved in the process to be people-centric and purpose driven individuals.

Burns illustrates the most optimal leadership progression:

Transactional to Transformational to Transcendent

Transactional is the simple process of giving information and receiving actions. It is task focused and lacks emotional connection and purpose. Transformational Leadership goes beyond this stage by connecting the follower with the leader. Both parties involved raise one another to higher levels of motivation and ethos. Finally, Transformational Leadership is evident when values and goals are not only acted upon but becomes a part of the follower. The values are internalized and the followers then become leaders themselves.

The qualities that define a Transcendent Leadership are as follows:

• Followers demonstrate leadership traits.

• A vision is established through inspiration and encouragement.

• Moral and job-performance improve.

• Followers take ownership for their work.

• Followers have a new sense of identity .

Limitations

This theory does not account for populations who are unwilling to grow or move beyond the status quo. These groups may need more motivation and encouragement than most groups.

Implementation

I stand firmly behind sharing the vision and empowering others so as to encourage the adoption of the objectives at hand. I have come to find that when those involved are placed at highest priority, the goals and objectives of the project are met more effectively and sustainability comes natural. I place a strong emphasis on purpose driven and people-centric service.

SITUATIONAL LEADERSHIP THEORY

Paul Hersey and Ken Blanchard

Situational Leadership Theory states that if a leader expects to be successful, he/she must be flexible with styles and techniques. Leadership should differ depending on task, environment, and the people involved. There are two fundamental principles supporting Situational Leadership Theory: leadership technique and participant maturity level. The balance of these two concepts is necessary to producing the best results in any situation.

Hershey and Blanchard highlight the four roots of all leadership styles:

• Telling

  • This is transactional with one way communication.

• Selling

  • Emotional and social connections are established.

• Participating

  • The leader and group work will work as equal teammates. 

• Delegating

  • This involves the divvying out of tasks and overseeing completion.

All four styles are all vital to leadership but implementation differs based on situation and people group.  Just as the leadership styles are ranked, the maturity level and the type of task at hand also have similar rankings. This theory predicts that the right combination of assessments can result in dynamic leadership.

Limitations

The biggest limitations to this theory are time constraints and task complexity. A leader is not always granted time to assess the maturity of a group or the best way to complete a task. Emergency situations are prime examples. This theory also lacks the notice of change. An initial assessment may not be sufficient, especially for long-term projects.

Implementation

I naturally assume responsibility and move swiftly when creating a plan. My education and experience ensures that I make accurate and appropriate assessments. I also possess the ability to compile and convert research into realistic and applicable goals. I believe this theory highlights my ability and aptitude for the behind the scenes and preparatory work necessary to being a successful leader. 

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