Examine the Impact Leaders Have on an Organization's Capacity
OLB 7002, Assignment 5
DuBose, Justin Z.
Dr. Michael J. Kranzusch
10 September 2017
Numerous studies have explored and examined the correlation between leadership and leadership styles and their effect on organizational capacity. Various theories have been proposed from case studies that have observed various leadership styles.
Doh & Quigley (2014) modeled a “stakeholder approach” which proposes that leaders can increase organizational capacity by investing in individuals within the organization psychologically and by contributing knowledge which will lead to positive outcomes. Similarly, one theory suggests that the “need for leadership succession planning” and the “limited training opportunities for managers” are at the forefront of leadership concerns for building organizational capacity (Austin, 2011). Based on this conclusion, Austin recommends a particular program for leaders to consider in increasing organizational capacity: the Managerial Leadership Training Program (MLTP). MLTP identifies four high-priority areas for skill development. These are leadership development, external relations, management capacities, and executive board relationship development (Austin, 2011).
Other theories and studies have highlighted the importance of self-assessment and evaluation as being critical to leadership development and its contribution to organizational capacity. Leaders who were courageous, for example, as defined by Henze, Norte, Sather, Walker, and Katz (2002) were those who “looked within themselves and honestly confronted their own biases and shortcomings”. Equally, one author notes that “embracing your strengths and appreciating others’ perceptions of you help you to be a better leader” (Jackson, 2011). In particular, two leadership style of transformational and transactional leadership have been examined in this regard. Leaders who utilize transformational leadership motivate their employees beyond personal interests and also act as role models for those employees (Davidson, 2003). Quintana, Park, & Cabrera (2014) also examined the effects of transactional leadership on a variety of organizational outcomes and concluded that it has a direct impact on employee satisfaction, extra effort, and employee effectiveness.
Implicit in this concept in the understanding by leaders of their unique style of leadership. One such tool, the leadership legacy assessment, assesses for leaders their “legacy style” of leadership. My own assessment revealed that my strongest style is a truth-seeker and my secondary style is a creative builder. According to this analysis, truth-seekers think in terms of fairness and must exercise judgment and objectivity. They always seek to level the playing field for those in need and are process-oriented equalizers in their field. Additionally, creative builders, which is my second strongest leadership characteristic, are visionaries and entrepreneurs. They are naturally inclined and gifted at taking ideas and bringing them to life.
Considering these theories and personal analysis, it would behoove Columbus Christian Academy for my primary involvement, from a leadership perspective, to create processes which will presently, and in the future, increase the capacity of the organization while concurrently serving to instill confidence in employees and volunteers as the leadership style of the truth-seeker brings unquestioned confidence and a high degree of objective equality to the organization.
Furthermore, organizational capacity would be increased as my role of leadership was focused on vision for the future and listening and developing ideas so that they may grow into realization. The legacy style for creative builders notes that they have the staying power to see ideas develop to fruition and maturity. Therefore, rather than being involved in the day-to-day administration of processes and procedures, organizational capacity would be increased if my primary role were focused on organizational mission and vision and creating processes to facilitate the appropriate implementation of that mission and vision. Time and space should also be created for talking and listening to employees and volunteers and their own ideas of increasing organizational capacity. The fairness and “level-headedness” of the truth seeker will provide the discernment necessary to decipher which ideas should be fostered and which should be disregarded. Allowing these roles to be my primary identity will provide the greatest opportunity for increased organizational capacity for Columbus Christian Academy.
Austin, M.J., Regan, K., Samples, M.W., Schwartz, S.L., & Carnochan, S. (2011). “Building Managerial and Organizational Capacity in Nonprofit Human Service Organizations Through a Leadership Development Program”. Administration in Social Work, 35:3, 258-281. Retrieved September 10, 2017.
Davidson, M. (2003). “Does organizational climate add to service quality in hotels?”. International Journal of Contemporary Hospitality Management, 15:4, 206-213. Retrieved September 10, 2017.
Doh, J.P. & Quigley, N.R. (2014). “Responsible Leadersh and Stakeholder Management: Influence Pathways and Organizational Outcomes”. The Academy of Management Perspectives, 28:3, 255-274. Retrieved September 10, 2017.
Henze, R.C., Norte, E., Sather, S.E., Walker, E., Katz, A. (2002). Leading for Diversity: How school leaders promote positive interethnic relations. Thousand Oaks, CA: Corwin.
Jackson, D.V. (2011). “Perception is Reality: Your Strengths Matter”. Journal of Leadership Education, 10(1), 155-122. Retrieved September 10, 2017.
Quintana, T.A., Park, S., & Cabrera, Y.A. (2014). “Assessing the Effects of Leadership Styles on Employees’ Outcomes in International Luxury Hotels”. Journal of Business Ethics, 129, 469-489. Retrieved September 10, 2017.
Summary of Recommendations for Columbus Christian Academy
Topic: Primary Role of Senior Pastor
Objective: Increasing Organizational Capacity
Currently, our organizational capacity is limited by virtue of the Senior Pastor having a role which is too broad and allows him to be spread too thin. Consequently, the organizational capacity of Columbus Christian Academy is limited due to his strengths not being maximized.
In order to maximize strengths and minimize weaknesses, his role needs to be more narrowly defined and more specifically implemented. This detailed handout summarizes recommendations with concrete examples of how this is to be accomplished.
Recommendation #1: Senior Pastor creates processes to facilitate organizational capacity
Presently, processes are not given focused thought by someone who is inclined for and committed to organizational processes. By focusing this responsibility on the senior pastor, it not only places it within a leadership style gifted at such responsibilities, but it also increases organizational capacity by focusing it within one role. Our processes are not observed by all within the organization, which leads to organizational chaos and only decreases our capacity for producing our desired results.
Recommendation #2: Senior Pastor creates vision and mission to focus organizational capacity
Presently, vision and mission are lost in the day-to-day management of organizational operations. Vision and mission must be the filter through which operations are focused, and the leadership style of the Senior Pastor is currently suited to vision and mission creation and focusing. This will be accomplished through actively listening to employees and volunteers within the organization to justly and judiciously include input from those most directly affected by the focusing of a mission and vision. The day-to-day management of Columbus Christian will be largely delegated to someone whose leadership style is suited and gifted for such work so that the vision and mission becomes the driving forces of the organization rather than lost within the processes. This will serve not only to heighten organizational focus and awareness, but also to increase organizational capacity.
NG, LR, NCU, USAR
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