2.1 Alex, the ‘leader’ with the legitimate power
Alex was granted the legitimate power
with authority from a formal position. However, due to his incompetency, it is
arguable to whether Alex was indeed considered a true leader. Alex lacked the
power of influencing his followers, as he was unmotivated to intend changes and
outcomes despite having a committed team that wants to contribute towards a
greater goal.
2.1.1 Autocracy
Alex was an autocratic leader while
making decisions and simply delegated tasks as he deemed fit. Even though
autocratic leadership does has its pros of accomplishing tasks more
efficiently, it may be abused. Judging from the limited time to accomplish the
task due to the lag in informing the members, autocratic approach may be the
best way for Alex for tasks to be completed within the short time possible.
However, this could have been avoided
should Alex took the time to inform the committee once he has received the
instructions from the main committee instead of procrastinating. The autocratic
approach can be viewed dictatorial in this case since he did not set a good
example as a leader and only did things in his own ways.
2.1.2 Hersey &
Blanchard’s Situational Theory
Alex adopted the delegating style of
leadership, which can be effective when followers have high level of readiness
and are able to accept responsibility for the own tasks. Our team was committed
to contribute and as alumni, all of us as the required skills to perform the
required task with ease.
However in this case, Alex displayed
slight bossiness and indolence as he only delegated work to others except for
himself. This resulted in resentment among the committee as our voices were not
valued upon and it is difficult to follow the lead of someone that is
controlling yet does not display competency in his scope of responsibility.
He could have done a better job by
relaying the messages from the main committee to the team promptly so that we
would have ample time to share our views and accomplish the task our own pace.
Clarity of direction is important from the leader in enhancing motivation and
performance of the followers and how they may contribute to the larger context
of the event. This will reduce any resentment that we may bear against Alex.
2.2 Janice, stepping up as a true ‘leader’
In view of having a disorganized team,
Janice stepped up and took the initiative to ask the Project Director what the
team could work on to contribute to the event. Even though Janice was not the
legitimate leader, her efforts were later recognised by the main committee since
she was evidently more influential and effective. A leader may not necessary hold
an official designation, but has the power to influence in support of others in
accomplishment of a common goal. This shows that a follower may also assume the
role of a leader under certain circumstances and is not mutually exclusive.
2.2.1. Janice as a
follower
Janice was an effective leader – both
active and possesses critical thinking. She had the courage the initiate change
and assumes risk in order the serve the best interest of the committee and the
event. By disregarding the hierarchy and approach the main committee directly,
Janice puts herself in risk of challenging Alex’s the authority. She stood for
what she thought was right by assuming the responsibility that Alex failed to
accomplish.
Rather than serving the leader blindly,
Janice displayed good followership by serving a common purpose to contribute to
the greater goal. Her courage enabled her to bring light to the situation when
the main committee realises the issue and helped to orientate the group by
relaying instructions directly through Janice instead.
1.2.2 Janice as a leader
Janice should be considered a leader
since she was able to influence and lead the remaining of the committee and
gradually accomplished the tasks more efficiently. Instead of conforming to the
norm of obeying Alex blindly, she was willing take the risks and encouraged the
team to do so as well. She was not afraid of speaking her mind to the main
committee in letting them aware of the prevalent issue and wanted improve the
situation, fighting for what she believed that could benefit the outcomes as a
whole.
Janice has a high internal locus of
control as she believe that she has the power and responsibility for what
happens to the team instead of leaving it to Alex and follow helplessly.
As a woman, Janice is better able to
deliver more idealized influence to motivate the team inspiringly as a leader. Janice
recognizes the followers’ desires to contribute and encouraged us along the
way. Being a female leader, her focus on collaboration and participation gave
us a sense of belonging and self-worth and we were more inclined to make a
difference to the event.
