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From leadership classes, the primary distinction between leaders and followers is that leaders lead by example, while a follower depends on others. Leaders can find a pathway to penetrate to new trails to reach their target objectives as a follower might remain idle waiting for directives. Besides, leaders depend on their courage and enthusiasm to get their jobs done and meet their goals while followers struggle to make decisions and rely on structured paths to reach goals.
There is a significant necessity for developing practical fellowship since it can enhance upward influencing as followers can form a positive relationship with their leaders. In this regard, they can potentially affect a spectrum of situations as they perceive leaders as people that can make mistakes as well and offer the necessary support. Developing active followers also enhances leadership skills, as one can lead in future, as argued by Hargett (2017). Developing such skills requires critical observations of the strengths and weaknesses of a leader as well as through advice and support, along with development opportunities.
In my healthcare organization, one worker was capable of demonstrating some leadership abilities when he organized a team of orthopedic doctors to work on some projects without seeking guidance from top management. The physician effectively managed to communicate all the objectives of the project, showing confidence that striking them was possible. In the end, the set targets were recognized, as through these skills, he was able to demonstrate the real characters of a leader in an entity.
Trait theory of leadership appeals to me most and applicable to my future leadership development. I believe people can have leadership qualities and can excel in leadership roles based on intelligence, creativity, or even personal values. Khoshhal and Guraya (2016) find that all these are based on physical social and mental traits on an individual to lead. The most complicated model to apply in the future is the great man theory since I do not believe that all leaders are born. I think anyone can be a leader based on personality.
The identified goals for becoming an effective leader encompasses practice for proper communication that will enable one to articulate ideas well to others. Another goal involves keen listening to instructions as provided and following what they instruct to do. Finally, for one to become a good leader, they ought to set targets and achieve those objectives effectively on time and within the set budgets or schedules.
Some of the goods qualities of an effective leader include self-managing, where one does not need directives to work. Besides, one needs to be an excellent communicator while talking to others in the firm. Effective leadership also requires one to be accountable and responsible for their actions while discharging their duties. They should further be able to set clear goals and objectives and strive to achieve them at the right time (Kumar and Khiljee, 2016). One also ought to have a vision and mission for their set goals along with the ability to manage complex situations, especially when subjected to challenging environments.
Developing a good leadership plan for a 1-2 year encompasses various elements that one ought to follow to achieve set goals. For instance, one needs to communicate the vision then set organizational goals to achieve those set objectives. Develop methods necessary to strike targets along with monitoring the progress to meet all goals effectively.
Elon Musk, the CEO of Tesla, along with other global companies such as Space-X is one of my best choices for being a good leader. Elon demonstrates independence, creativity, and ability to solve issues within the organization. He has dominated the industry and typically viewed as the man for future technologies.
Hargett, C. W., Doty, J. P., Hauck, J. N., Webb, A. M., Cook, S. H., Tsipis, N. E., … & Taylor, D. C. (2017). Developing a model for effective leadership in healthcare: a concept mapping approach. Journal of healthcare leadership, vol. 9, no. 69.
Khoshhal, K. I., & Guraya, S. Y. (2016). Leaders produce leaders and managers produce followers: a systematic review of the desired competencies and standard settings for physicians’ leadership. Saudi medical journal, vol. 37 no. 10, pp. 1061.
Kumar, R. D., & Khiljee, N. (2016). Leadership in healthcare. Anaesthesia & Intensive Care Medicine, vol. 17 no. 1, pp. 63-65.