The achievement in the imaging department may have been due to Dr. Kim’s ability in decision-making. One of the benefits or qualities of authoritarian leadership, as described by Dr. Kim, is that it puts all of the responsibility for difficult management and decision-making on the leader. This type of leadership allows the leader to concentrate on leading while freeing up the followers to concentrate on their roles and duties in circumstances where it is necessary to assign followers with various specialized jobs. Authoritarian leadership lessens the stress of followers since it places all the responsibility on the leader and establishes a clear set of expectations for them (Akbari et al., 2017). Remember that these followers need to focus on the defined group or corporate goals and objectives, not on making complex judgments.
Nevertheless, this leadership style might not have worked for me since I believe in collaboration in the workplace. However, this leadership style has a significant flaw or disadvantage in that it is not appropriate for leadership circumstances that call for the collaborative examination of inputs and ideas (Nanjundeswaraswamy & Swamy 2014). Examples of these scenarios include tasks that call for creating new ideas or finding solutions to difficulties. More particular negative effects may result from authoritarianism’s lack of collaboration. Keep in mind that not all leaders can make the right choices. Occasionally, the group’s other members or the synthesis of several ideas provide the best option. Decision-making skills can be a problem for autocratic leaders.
The most important thing to remember is that as each person advances through the project, I might need to guide them with a different leadership style. Giving clear directions and direction is an excellent place to start; for instance, if I am collaborating on a task with someone from a different department who is unsure of what you need them to complete. They will function best in an achievement-oriented manner as they gain experience and love the job’s demands. Moreover, a team member may need my encouragement, admiration, and sympathy if they are working on a tedious or repetitious part of their project right now (Saad et al., 2018). Once those objectives have been completed, they can move on to projects that call for innovation and personal commitment to the outcomes. Any of the above leadership approaches will only be successful, according to Sethuraman & Suresh (2014), if I am clear with my team members about the expectations I have for them, the performance standards I demand of them, and the goals and standards themselves. I would also need to comprehend the needs and the nature of the work of my team members for the strategies to be successful.
If you are a more environmentally conscious leader than your seasoned colleagues, set a goal to proactively study workplace norms before making an impression (Steffens et al., 2018). Ask your colleagues about their preferred methods for working together, communicating, and completing tasks at formal meetings and casual lunches. Discover the secret alliances and the people to contact for resources and information. Moreover, developing relationships is crucial when you are a new member of the leadership team (Marion et al., 2016). I will invite coworkers over for a “get to know you” coffee or lunch to speed up the positive energy. I will use a few simple questions to make the most of your time together and establish a strong rapport. A more personable encounter is created by discussing interests, favorite aspects of the job, and favorite family members. I need to get to know others as a new leader and create an accurate representation of my character and ideals. I will do this informally by dropping in on coworkers and other employees to understand them and their experiences and professionally by setting up lunches or meetings with more senior leaders in the organization. Be genuine in the conversation, and remember to listen more than you speak.
References
Akbari, M., Amiri, N. S., Imani, S., Rezaeei, N., & Foroudi, P. (2017). Why leadership style matters: A closer look at transformational leadership and internal marketing. The Bottom Line.
Marion, R., Christiansen, J., Klar, H. W., Schreiber, C., & Erdener, M. A. (2016). Informal leadership, interaction, cliques and productive capacity in organizations: A collectivist analysis. The Leadership Quarterly, 27(2), 242-260.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in management, 7(2), 57.
Saad, Z. M., Sudin, S., & Shamsuddin, N. (2018). The influence of leadership style, personality attributes, and employee communication on employee engagement. Global Business and Management Research, 10(3), 743.
Sethuraman, K., & Suresh, J. (2014). Effective leadership styles. International Business Research, 7(9), 165.
Steffens, N. K., Fonseca, M. A., Ryan, M. K., Rink, F. A., Stoker, J. I., & Pieterse, A. N. (2018). How feedback about leadership potential impacts ambition, organizational commitment, and performance. The Leadership Quarterly, 29(6), 637-647.
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