Leadership Traits and Attributes

Question One

Leaders are the most significant component of any organization (Gnambs, 2017). They guide and give the junior staff members and play a significant role in implementing and making vital decisions. This means that for any organization to be successful in its productivity, it must have leaders with the best attributes and traits. The most significant attributes and traits that all leaders within organizations should possess are confidence and honesty. An effective leader should demonstrate high levels of integrity and honesty, which is essential to inspire trust and confidence among employees and other junior staff members. A leader without honesty typically has fewer chances of success, and their dishonesty is usually disclosed with time. Also, self-confidence is a significant element of any successful leader, where leaders are usually confident that these actions, plans, and beliefs are correct. This ensures that such a leader can steadfastly persist rightfully even in the presence of doubts and obstacles, which might negatively affect their achievement of the organization's objectives and goals. Lack of confidence usually results in a leader becoming doubtful, with their activities and tasks being plagued by insecurities, which means that the leader becomes very problematic. Also, each person tends to practice honesty; however, some cases fail to attain honesty.  Leaders should inspire their followers, requiring them to follow honesty in their behaviors and speech (Shilling, 2020).

When it comes to implementing best organizational practices, self-confidence is the best trait as it ensures that the leader manages to deal with and overcome difficult situations. Confident leaders always see things positively and have positive visions towards things, which is significant when followed by employees of the organization. Additionally, good leaders should have strong communication skills that play a significant role in effective communication that enables a leader to lead his team successfully. For instance, a leader might be having a good vision for the organization. Still, without clearly communicating with the employees to give directions, the team may not understand their leader's intentions and aims, leading to the team failing to achieve its goals and objectives. Other attributes and traits of good leaders include commitment and passion, positivity, and good listening skills (Shilling, 2020).

Question Two

The charismatic leadership model usually involves interpersonal connections, persuasive communications, and charm to motivate followers or employees. They usually inspire and motivate their team members, ensuring that an organization's major goals are achieved by tapping into individuals' emotions. This ensures that a sense of passion and passion is created, resulting in greater purposes than individual employees. A charismatic leader is usually associated with vision-based leadership and is always ready to risk when times call for personally. Apart from always being keen on the various needs of their followers, charismatic leaders are also usually associated with the exhibition of extraordinary conduct (Gnambs, 2017).

On the contrary, a transformational leader always focuses on leading their teams by motivating them by encouraging them to go beyond the extra miles for the benefit of their organizations. Organizations with charismatic leaders usually experience rapid growth rates because these leaders usually are ready and focused on doing anything to ensure that everything within an organization has excellent or necessary progress. However, a transformational leader makes the organization collapse or slowly grow because they mainly rely on their followers. Therefore, it is easier to implement innovative technology in the presence of a charismatic leader as they will be ready to do anything or take any form of risk for the deployment of the innovation. While with a transformational leader, it will be challenging to implement innovative technology. This leader will have to wait for their followers to make sacrifices for the new innovative technology (Eich, 2019).

Question Three

High-performance organizations assist the organizations in achieving high levels of results and performance consistently within a particular period (Malik et al., 2017). This is why designing a high-performance tradition is usually the main goal for several organizations. It is the determining factor between competitiveness, growth, and being left behind, and stagnation. High productivity culture can be singled out from a traditional performance using a broad range of standard attributes such as engaged and empowered leaders, strong leaders, being open to change, and focusing on employee and learning developments and others regardless of the size of the industries (Hahn & Mathews, 2018).

High performance is usually associated with customer focus, while traditional organizations usually focus on internal factors when making vital decisions (Malik et al., 2017). A high-performance model is typically associated with jobs with extensive definitions, with people having varied aptitudes. In contrast, the traditional model is associated with specialization jobs, where workers are hardly characterized. Furthermore, the high-performance approach is generally associated with guidelines that have minimum characteristics. This, therefore, implies that the presence of the mind and qualities play a significant role in managing conduct. At the same time, the traditional organizations are associated with carefully and uniform authorized strategies, with all activities being carried out based on the books accounts. When traditional and high-performance models are being compared, the traditional model is best used when an organization wants to make strategic decisions. In contrast, the high-performance model, on the other hand, is best applicable when an organization is interested in making operational decisions (Eich, 2019).

Outline of Leadership Traits and Attributes

Question One

Leaders are the most significant component of any organization

They guide and give the junior staff members and play a significant role in implementing and making vital decisions

This means that for any organization to be successful in its productivity, it must have leaders with the best attributes and traits

The most significant attributes and traits that all leaders within organizations should possess are confidence and honesty

An effective leader should demonstrate high levels of integrity and honesty, which is essential to inspire trust and confidence among employees and other junior staff members

A leader without honesty typically has fewer chances of success, and their dishonesty is usually disclosed with time

Also, self-confidence is a significant element of any successful leader, where leaders are usually confident that these actions, plans, and beliefs are correct

Question Two

The charismatic leadership model usually involves interpersonal connections, persuasive communications, and charm to motivate followers or employees

They usually inspire and motivate their team members, ensuring that an organization's major goals are achieved by tapping into individuals' emotions

This ensures that a sense of passion and passion is created, resulting in greater purposes than individual employees

 A charismatic leader is usually associated with vision-based leadership and is always ready to risk when times call for personally

Question Three

High-performance organizations assist the organizations in achieving high levels of results and performance consistently within a particular period

 This is why designing a high-performance tradition is usually the main goal for several organizations

It is the determining factor between competitiveness, growth, and being left behind, and stagnation

 High productivity culture can be singled out from a traditional performance using a broad range of standard attributes such as engaged and empowered leaders, strong leaders, being open to change, and focusing on employee and learning developments and others regardless of the size of the industries

High performance is usually associated with customer focus, while traditional organizations usually focus on internal factors when making vital decisions

 A high-performance model is typically associated with jobs with extensive definitions, with people having varied aptitudes