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Reflection On Developing And Managing My Clinical Skills As A Therapist

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Developing and managing my clinical skills as a Drug and Alcohol Therapist and working hard towards becoming a Licensed Psychologist required me to have some leadership skills. I despised just about every Psychologist I’ve ever worked under as a Therapist and had a general idea of why at some point along the lines of either jealousy or envious. However, after taking this course my feelings were validated and it was discovered that I was neither jealous or envious. I was looking for a particular type of leadership style and not one of them demonstrated nor did they practice anything I’ve learned during this course. What I’ve learned after reflecting back is that as a leader the one thing that’s vital is redefining theory and practice over the years. Example, the leadership skills learned years one through five can’t possibly work years ten through fifth-teen especially when technology comes along. Leadership styles comes in a variety wide range and it is only through understanding and application that they work. …show more content…

Leaders who use transformational leadership styles mostly communicate with management, but motivate employees regarding productivity. Transactional leadership styles either reward or punish employees depending upon performance. Either style is good if practiced and applied in the appropriate timing (American College of Education, 2015a). Regarding administrative theory and practice leaders act from a hierarchy perspective and from an organizational theory and practice leaders act with a positive work environment promotes creativity, collaboration, and autonomy (American College of Education,

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According to Burns, “transactional leaders approach followers with an eye to exchanging one thing for another…these transactions comprise the bulk of the relationships among leaders and followers” (p. 3) Transformational leadership, on the other hand, involves influence, of and by, both the leader and the follower. It is a process of mutual influence. Leaders not only lead, but also develop other leaders. Expanding on Burns’ distinctions, Bass (1995) asserts that “Transforming leaders convert followers to disciples…and provide followers with a cause around which they can rally” (p. 467).

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He further illustrates that transformational leadership instills trust, admiration, loyalty, and respect in members for their leader, thus they are motivated to do more than they originally expected to do. Similarly, according to Bass (1991), the leader transforms and motivates followers by making them more aware of the importance of results, encouraging them to rise above their own self-interest for the good of the organization, while stimulating their higher-order

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“The study of history has been a study of leaders – what they did and why they did it” (Bass, 2008: 4). New contemporary styles of leadership have emerged that arguably are more successful in the long term (Dawson & Andriopoulos, 2014). This report critically evaluates different styles of leadership to determine if a transformational style will have a more decisive effect on employee motivation and organisational culture culminating in long term prosperity of the business. Fresh perspectives to leadership are required if organisations are to be successful in times of change while at the same time increasing employee morale (Conger, 1999). Studies done by Burns (1978) differentiates between transactional leaders and transformational leaders.

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I have had many leadership experiences in my career, most of them are all good experiences which I reflect on from time to time and has helped me set the foundation of my leadership style. The ones I seem to go back to the most are all the bad examples. For me I always look to see where he or she might have failed and apply it to myself, so I can learn from their mistakes. I constantly do a self check of myself and adjust when necessary. Doing the LPI 360 showed some weak spots and was a great tool to see where I am at.

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The organizational factors include: flexibility, responsibility, standards, rewards, clarity, and commitment. The research shows that the coercive and pacesetting styles have a negative correlations on organizational climate while the other four styles have a positive impact. Thus, except for unusual circumstances where coercive and pacesetting styles might be appropriate, leaders should normally use a combination of the authoritative, affiliative, democratic and coaching styles to achieve success. The best leaders will sense from their emotional intelligence when to use each of these styles. If you are an aspiring leader or a leader who wants to get to the next level of leadership excellence, Goleman’s article is a great primer on how to effectively use different leadership

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Transformational Approach Transformational leadership style work towards high levels of communication from a management to meet goals. Leaders are meant to motivate employees and augment productivity and efficiency through communication and high visibility. This style of leadership really does need the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals. Transformational leadership proves to be efficient not only in business, but in all other sectors where it is used.

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moreover, if a manager gets positive results from his leadership style he will be preferring to use that style in the future. Regardless of Leadership style certain types of leadership behavior can have a positive effect on an individual or group. Firstly, a leader must be dependable. If he possesses this behavior a team member will be more confident and trust him to do what they decide. Integrity is important behavioral trait which a leader should follow.

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The concept of transactional leadership seems to have its origins in the work of Downtown (1973) when he contrasted transactional from transformational leadership to account for differences between revolutionary, rebel, reform, and ordinary leaders (Bass & Avolio, 1990; Leithwood et al., 1996; Silins, 1994). However, systematic research into the nature and effects on transactional leadership in different work organizations seems to have taken firm roots following the work of Burns (1978), who distinguished two forms of leaders, that is, transactional and transformational leaders. According to Burns, the main distinction, and the central feature, of transformational and transactional leadership is based on the process by which leaders motivate

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Different scholars identified various kinds of leadership styles that affect the job performance, satisfaction and learning and development of subordinates. Warrick, D.D (1981) cited that there are no doubt variables other than a leader’s style that affect employee performance and development but leadership style plays a significant role and not to be underestimated. An awareness of leadership styles and their consequences are very important because it may either facilitate or inhabit skill development. The major theories on leadership are the traits, leadership styles and contingency theories.

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