Essay on Statement of Leadership Philosophy

Leadership requires many of the characteristics common to all leaders, but also requires special abilities to manage any employee accordingly to his psychological and professional needs. Personal leadership style is a unique combination of different principles and strategies aimed to motivate and inspire employees, manage and control their works in order to achieve organizational or project objectives and goals.

Helpwith Essay on Statement of Leadership Philosophy
Help with Essay on Statement of Leadership Philosophy

This systems view therefore suggests that organizations can and do change by mutually reinforcing and amplifying stimuli within their systems. It is change on the basis of the current ways of doing things: in this sense, it is an explanation of incremental change. Following Hersey and Blanchard’s model, the four elements of situational leadership are directing and coaching, supporting and delegating.  My personal leadership style is based on the following elements of situational leadership: directing and coaching. In this case, “When the follower cannot do the job but is willing to try, then the leader takes a highly directive role, telling them what to do but without a great deal of concern for the relationship” (Hersey and Blanchard’s situational Leadership, n.d.). The use of a coach, or the use by an inno­vative HR manager of coaching principles, can increase the creativ­ity of workers and improve retention. The challenge for HR is to be a source of comfort that understands the intensity of business. In many cases, management means crisis management, and the posi­tive impact of a coach in such circumstances can be dramatic.

The successful leader is perceptible and flexible and able to act appropriately, i.e. in one situation he is strong, in another he is permissive. It is worth noting also that the formal status of an individual does not indicate the ability he has to influence others, as such abil­ity is rather a combination of his position and his personality. The situational leadership allows me to adapt my leadership style to changing environment and the specific characteristics of followers.

In order to achieve optimal goals three basics would be taken into account: motivation, reward and commitment (Armandi, et al 2003).  Motivating people is about getting them to move in the direction a leader wants them to go in order to achieve a result. Motivation can be described as goal-directed behavior and ability to contribute to a solution. People are motivated when they expect that a course of action is likely to lead to the attainment of a goal and a valued reward – one that satisfies their needs.

Human development is one of the main elements of educational leadership. Education and communication is appropriate if there is a problem in managing change which is based on misinformation or lack of information. Working environment, requires an atmosphere of mutual trust and respect between leaders and employees, and might well be time consuming if large numbers are involved in the change since it is unlikely that mass briefings of people will be sufficient to communicate effectively. Many organizations realize that such situations are likely to require small group briefings and debate if the communication is to be effective. However, often the direction or process of strategic change lacks clarity, so relying on processes of communication alone is problematic. Human development involves training and educational programs aimed to create skilled workforce and ensure high level of professionalism (Hoyle, Wilmore, 2002).

There is, therefore, a continual need for the process of staff development, and training fulfils an important part of this process. Training should be viewed, therefore, as an integral pan of the process of quality management. Strategic training can be said to be reached when the organization recognizes and practices training as an integral part of the management of human resources, prepares organizational strategies, and plans training in the light of both individual and organizational needs.

Creating, developing, and implementing positive culture is a part of Constituent Council Standards. Also, these standards involve organizing learning resources and establishing collaborative partnerships, etc. (Hoyle, Wilmore, 2002). In one sense the position of a leader is a formal recognition of success and as such leaders play a key role in personifying the culture. It has been suggested that leaders and their cul­ture are inseparable from each other and managers consistently influence and affect the perceptions and attitudes of their subordinates. Organizations may initiate rituals and ceremonies to encourage and maintain certain atti­tudes and beliefs.

Service leadership involve such important principles as listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, building community. Goals and objectives stated by a leader pursues effectiveness and commitment, but this is not by itself very clear for its effective management. Following Robert Greenleaf: “The difference manifest itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served” (Greenleaf, 1982). These principles help the leader maintain a high level of emotional involvement. Leaders have empathy with other people and give attention to what events and actions mean. Also the same person may exercise different types of power, in particular circumstances and at dif­ferent times. The strength of this approach is that a leader has the ability, based on personality and inspiration, to induce subordinates to work towards group goals with confidence and keen­ness. “The servant-leader is servant first.  It begins with the natural feeling that one wants to serve” (Greenleaf, 1982). A leader accepts responsibility for the achievement of the group objective and it is therefore essential for trust and co-operation from both sides to be in evidence all the time. It states that the effectiveness of the leader is dependent upon meeting three areas of need within the work group. The need to achieve the common task, the need for team maintenance, and the individual needs of group members. The needs create three overlapping circles. So, without an explicit statement of strategy it becomes more difficult for expanding organizations to reconcile co-ordinate action with entrepreneurial effort. Individual functions of a leader in small units involve meeting the needs of the individual members of the group, and encourage individualism. Individuals in the small group are not guided at all times by the primary goals of the organization.

A sense of belonging to the organization is very important for every employee. The task of the leaders is to built it upon the loyalty essential to successful industrial relations. A successful leader should participate in the change processes himself which helps him to increase ownership of a decision or change process and strengthening commitment to it. The strategy should also take into account the employee relations climate and the processes for negotiating pay with trade unions. I suppose that the leaders should accept responsibility for the achievement of the group objective and it is therefore essential for trust and co-operation from both sides to be in evidence all the time

The main principles of personal leadership philosophy: (1) measurementassessing results against agreed targets and standards; (2) feedbackgiving people information on how they are doing; (3) positive reinforcementemphasizing what has been done well so that it will be done even better in the future; (4) – only making constructive criticisms, i.e. those that point the way to improvement; (5) exchange of viewsensuring that the discussion involves a full, free and frank exchange of views about what has been achieved, what needs to be done to achieve more and what individuals think about their work, the way they are guided and managed and their aspirations. In real life, leaders select principles and tools according to specific situation and working environment they deal with.


  1. Armandi, B., Oppedisano, J., Sherman, H. (2003). Leadership theory and practice: a “case in point. Management Decision. 41 (10), 1076 – 1088.
  2. Greenleaf, R. (1982). Servant As Leader. Robert K Greenleaf Center.
  3. Hersey and Blanchard’s Situational Leadership (n.d.). Retrieved from
  4. Hoyle, J.R., Wilmore, E.L. (2002). Principal Leadership: Applying the New Educational Leadership Constituent Council (Elcc) Standards. Corwin Press. is a provider of high quality, custom writing services and can write any kind of paper, including case studies. is experienced in writing informative, detailed, and concise case studies on any subject and using either kind of case study approaches. If you need help with a case study, place your order for a case study and one of our professional writers will happily construct a case study for you or help you with any other writing assignment you may have: Essay, Research Paper, Thesis, Term Paper, etc.

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