The Complexity of Leadership Paper #1: Effective Leadership: Force Field Ana

Paper #1: Effective Leadership: Force Field Analysis

The following presents a force field analysis of my current organization. A description of my professional and work contest and the force field model is followed by an application of this model. The model presents significant facilitators and inhibitors to effective leadership and strategies to promote the facilitators and offset the inhibitors along with conclusions. The force field analysis allows for an understanding of the existing pressures that are for and against changes.

Currently I work as the director for the National Stop the Violence Alliance. As director I work with politicians, parents, school boards, superintendents, community members, teachers, and students. This organization must deal with policies, courts, legislative agencies, congress, and local, state, and federal agencies. This organization is designed to help stop violence in youth and to provide for youth development. The organization's mission is to provide school students of all backgrounds and needs with opportunities that help them learn to become productive citizens. It is the mission of this organization to provide for the development of secure, self-confident, and responsible students and adults and to provide practical experiences that help develop positive attitudes towards being a dependable, responsible, and cooperative person. Needs for leadership and change are ongoing and require cooperation and enthus

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nt and inspirational leadership. I aspire to be an inspirational or transformational leader, presenting myself as an example of my principles, however in actuality I find myself acting in a transactional manner to maintain organizational functioning and resolve most issues. Kanungo (2001) pointed out however, that regardless of leadership style, ethical leadership is imperative. For Kanungo (2001), the transformational and transactional leader each has different sets of values, motives, and assumptions. The transformational leader has altruistic motives and the transactional leader must deal with daily events. In fact this author stated that the literature is unclear on whether transactional leadership should be based on a moral foundation at all, while transformational leadership is expected to be. Kanungo stated that since the transactional leader is in charge with routine activities such as resource allocation, and monitoring and directing followers to achieve tasks, ethical leadership is not a focus. Alternatively, the transformational leader must develop a vision that expresses the organization's views and must decide on strategies, policies, and procedures accordingly; for this, ethical leadership is required.

Category: Psychology - T