“WHAT MAKES AN EFFECTIVE LEADER? CAN YOU LEARN TO BE A LEADER?”

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&quotWHATMAKES AN EFFECTIVE LEADER? CAN YOU LEARN TO BE A LEADER?&quot

Part2

&quotWHATMAKES AN EFFECTIVE LEADER? CAN YOU LEARN TO BE A LEADER?&quot

Leadershipexperience to me has been horned and sharpened around the service inchurch. While offering my services to different persons, I have hadmy leadership skills greatly affected(Gardner and Laskin, 2011).Throughout my service I have seen my leadership evolve and this hashad huge impact in my life.

Whilestill doing my junior high school classes I was assigned a role inthe ministry of the homeless in the community outreach ministry. Thiswas an assignment that I was tasked by a friend called Gerald to takecare of the homeless in downtown Texas. The role, which I was givenentailed organizing and leading the sandwich, runs while Gerald wasleading the youth conference that was often held at every end of theschool year. While undertaking my duties, I was so many tasksoriented. Most of the time, I would properly plan and complete allthe tasks that I was assigned to me on time and would even seek morechallenging assignments. Additionally, I created some team that wouldbe tasked to make care-packages and purchased the materials.

Aspart of my task, I led various sandwich runs and organized severaldebriefing sessions and also set up various standards for evangelism.While doing this, the ministry was ideally successful in differentlevels. I managed to lead a number of nearly one hundred youth inparticipating in the monthly programs that were crafted. Success inthis task is handing over of the thousands of care-packages and manychances arose of sharing the gospel.

Nonetheless,I think that the approach that Gerald had albeit being differentcomplemented mine a great deal. His style of leadership concentratedmainly on building relationships. Apart from organizing the youthconference, Gerald also invested in a couple of my strengths and inmost cases encouraged me to develop and sharpen my skills. Thesuccess of Gerald to me was twofold and this ensured that I succeedin my areas too. Through the conference more of the youths andstudents were taught the ways of Christ and encouraged to livepositively. Further, the positive influence that Gerald had on meensured that my ministry was positive and the quality improved at thesame time. The impact of the leadership that Gerald offered to me andothers while tasking me with other responsibilities had an impact onmine. To date the various conferences and the sandwich runs remainsto be deeply rooted in my mind and for sure they are momentaryevents. Ideally, in shaping my skills and leadership experiences,Gerald played a huge role as the most influential person in myleadership development.

Uponreflecting on my time with Gerald, I realize the significance ofinvesting in people rather than investing in business. Normally, foreffectiveness and maximum productivity, there is need for leadersoften to have a relationship that supports one-another, that is, arelationship among the leaders with the fellow workers. Leaders arethus called to be encouragers, bearer of burdens, builders and at thesame being teachers. Given that Gerald was nearly all these things, Iwas transformed in terms of my leadership skills. Through Gerald, Ibecame follower of Christ an influence that others would not imaginebefore I got to the mission and service.

Owingto my experiences while serving, I tend to think that leadership isnot just the position that one is offered rather leadership is moreof a calling as any promotion does not make one a leader. Whileundertaking the different roles, I had some beliefs that later turnedout to be just misconceptions. I had for a long time believed thatleadership required a position. I never imagined before then that Icould lead from any position given that the people who told me sowere already in leadership positions.

Whilein my freshman year in campus, I was moved to serve as leader in theChristian union but this to me would only be possible if I was givena seat or elected to a position. Unfortunately, I did not get theseat that I wanted. At the time, I was deeply convinced that I wouldonly communicate my vision if I was in a leadership position.Beginning the second year, I met up with a friend who had the driveand desire for campus evangelism. Upon getting a share of his word, Igot my passion being rekindled and was moved to act on my passion. Iwould then move on and seek an opportunity to share the gospel. Atthat time, indeed, it was clear that I had overcome one of thelargest obstacle in my life which was me. I was an obstacle as I didnot believe in myself or my capacity to serve and deliver.

Inthe coming week, I resolved to start the evangelism every other weekwhere I went out and talked to every other individual who wouldlisten me. I would then open up and share my experiences with friendsand this ignited my desire to carry on with the work of the Kingdom.Later, I would make bold moves and come up with better programs in myleadership capacity like prayer meetings and bible studies as Irealized the significance of communal feeding. The impacts would befelt as I involved different persons in training and equipping offriends to become evangelists and at the end of the first term therewere over ten individuals who would share the word of faith. Further,I would also come up with some of the open-air worship services thatwere God oriented. Some of the other programs that I also put inplace included daily prayer meetings and outreach conferences that wesought out their funding from outside. By having the programs inplace, the gospel message would easily be shared to hundreds ofstudents.

Fromthe great strides I had made from this move, it dawned on me that Icrippled myself given that in my mind I had confined leadership to bea formal position. It was evident that instead of acting on thevision that was God-given, I waited to get a position that would giveme an opportunity, something that would not come through. The friendthat I met in my second year was instrumental towards achievement ofthis. Without much realization, my paradigm of leadership changedfrom a power-driven leadership to a leadership that was driven bylove. I would then actively build the God’s kingdom instead ofwaiting for nothing. One lesson that came out to be instrumental inthe process was to identify and talk of the ways that Kenya wasleading.

Theother instrumental part in service that affected my leadership skillsoccurred when I was reflecting on the music ministry at the church. Ayear later, a group of youth in the church came up with a worshipteam and they had adult youth counselor as their primary overseer. Iwould get an opportunity to serve in this choir as the leader ofworship team. During this time, I nurtured my skills where I was opento the feedbacks and suggestions that were advanced by members in myteam especially when we practiced and during the music sets whichwere out of cumulative efforts(Thompson, 2012).

Ilearnt the aspect of trusting individuals on my team as I gave themopportunity to express their worship in a free and creative manner. Ipropagated for worship deeply in the scripture and I would advocatefor imparting of vision of the music set prior to beginning thepractice.

Allthese aspects had defined my leadership and would shaped up thefuture that I wanted a future with the growth of individuals in myteam. A future that would be dictated by giving others a chance toserve in other aspects like grooming of new bassist to be worshipleader. From the leadership, I have been in a position where I amnurturing servant leadership different from one that is poweroriented (Wong, Davey and Church, 2007). While serving in the musicindustry, I have seen the significance of servant leadershipsomething that has propelled me to follow and seek the servantleadership model in all my life dimensions.

Myleadership skills and paradigm as a whole has been through theexperiences that I have had mainly anchored in the service within thechurch. Experience that I accumulated over a given period, nearly 6years while serving in the ministry. Through this, I have had lifechanging revelations while leading and being led. Essentially, it isthrough the service to God that I learnt the aspect of leadershipwhen I served.

ActionPlan

Recommendation

Activities

Leadership style

Resources

Success criteria

Schedule

Open minded

Informal learning activities such as socializing, reading and participating in training programs (Bednall, Sanders &amp Runhaar, 2014, 46)

Laissez Faire

Reasons:

-Freedom to perform self-selected activities

-Promotes self-motivation

-Develops time management skills

-Supports autonomy (Rubin, 2013, 60)

-Friends, peers, mentors

-Reading books, magazines, journals

-Computer with internet access to find information on scheduled training programs

-Ability to change personal views upon finding new information

-Increased desire to learn

-Have positive attitude

Start 10/1/2016

Review 22/1/2016

Completion 29/1/2016

Initiator

Formal development activities such as developing new ideas, being a team player, delegate tasks and consider all opportunities

Democratic

Reasons:

-Promotes high productivity among employees and team members

-Encourages high level of morale among employees

-Supports effective decision-making (Eken, Özturgut, &amp Craven, 2014, 156)

-Finances to conduct researches in the market and other relevant fields

-Adequate time to undertake the decision-making process

-Evaluate the objectives attained as a team

-determine the attitude of employees towards work

-Analyze the work situation to determine the achievements arising from the implementation of new ideas

Start

10/1/2016

Review 15/2/2016

Completion 7/3/2016

Leaders stem from different organizational levels

Work-based activities such as the human resource activities, sales, and marketing, delivery of customer care services (Albert, Kreutzer &amp Lechner, 2015, 212)

Bureaucratic

Reasons:

-Encourages creativity and innovation

-Effective control of organizational activities (Cunningham, Salomone &amp Wielgus, 2015, 34)

-Adequate information to formulate company’s policies, rules and regulations

-Experienced employees to help in the implementation of the organizational rules and policies

-Line managers of the various departments within the organization

– Reward the line managers depending on their performance

-Focus on the level of creativity among employees

-Identify unique skills among the employees

Start 17/1/2016

Review 15/2/2016

Completion 11/3/2016

ReferenceList

Albert,D, Kreutzer, M, &amp Lechner, C 2015, `Resolving the paradox ofinterdependency and strategic renewal in activity systems`, Academyof Management Review, 40, 2, pp. 210-234

Barbuto,J.E. and Wheeler, D.W., 2006. Scale development and constructclarification of servant leadership.&nbspGroup&amp Organization Management,&nbsp31(3),pp.300-326.

Bednall,T, Sanders, K, &amp Runhaar, P 2014, `Stimulating Informal LearningActivities through Perceptions of Performance Appraisal Quality andHuman Resource Management System Strength: A Two-Wave Study`, AcademyOf Management Learning &amp Education, 13, 1, pp. 45-61

Church,A.H., Coghlan, D., Desrosiers, E.I., Fischer, O., Ford, J.D., Ford,L.W., Golay, L.M., Haime, B., Heracleous, L., Johnson, B. and Laszlo,C., 2010. Book Series: Research in Organizational Change andDevelopment.

Cunningham,J, Salomone, J, &amp Wielgus, N 2015, `Project Management LeadershipStyle: A Team Member Perspective`, InternationalJournal of Global Business,8, 2, pp. 27-54

Dubrin,A. J. (2011). Leadership:research findings, practice, and skills.Mason, OH, Southwestern Cengage Learning.

Eken,İ, Özturgut, O, &amp Craven, A 2014, `Leadership Styles andCultural Intelligence`, Journalof Leadership, Accountability &amp Ethics,11, 3, pp. 154-165

Gardner,H. and Laskin, E., 2011.&nbspLeadingminds: An anatomy of leadership.Basic Books.

Glamuzina,M 2015, `Levels of leadership development and top management`seffectiveness: is there a clear-cut relationship?’ Management:Journal of Contemporary Management Issues, 20, 1, pp. 89-131

Kool,M. and van Dierendonck, D., 2012. Servant leadership and commitmentto change, the mediating role of justice and optimism.&nbspJournalof Organizational Change Management,&nbsp25(3),pp.422-433.

Liden,R.C., Wayne, S.J., Zhao, H. and Henderson, D., 2008. Servantleadership: Development of a multidimensional measure and multi-levelassessment.&nbspTheLeadership Quarterly,&nbsp19(2),pp.161-177.

Sendjaya,S., Sarros, J.C. and Santora, J.C., 2008. Defining and measuringservant leadership behaviour in organizations.&nbspJournalof Management Studies,&nbsp45(2),pp.402-424.

Silzer,R. and Dowell, B.E. eds., 2009.&nbspStrategy-driventalent management: A leadership imperative&nbsp(Vol.28). John Wiley &amp Sons.

Thompson,R.S., 2012. The perception of servant leadership characteristics andjob satisfaction in a church-related college.

VanDierendonck, D., 2011. Servant leadership: A review andsynthesis.Journalof Management,&nbsp37(4),pp.1228-1261.

Walumbwa,F.O., Hartnell, C.A. and Oke, A., 2010. Servant leadership,procedural justice climate, service climate, employee attitudes, andorganizational citizenship behavior: a cross-levelinvestigation.&nbspJournalof Applied Psychology,&nbsp95(3),p.517.

Washington,R.R., Sutton, C.D. and Feild, H.S., 2006. Individual differences inservant leadership: The roles of values and personality.&nbspLeadership&amp Organization Development Journal,&nbsp27(8),pp.700-716.

Weberg,D., 2010. Transformational leadership and staff retention: anevidence review with implications for healthcare systems.&nbspNursingAdministration Quarterly,&nbsp34(3),pp.246-258.

Weems,L.H., 2010.&nbspChurchLeadership: Vision, Team, Culture, and Integrity.Abingdon Press.

Wong,P.T., Davey, D. and Church, F.B., 2007. Best practices in servantleadership.&nbspServantLeadership Research Roundtable, School of Global Leadership andEntrepreneurship, Regent University.

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