Q1. How might the demographic context, in which we work, affect our leadership ambition? Justify your answer with reference to theory and research
Introduction
Many people in a working environment, for instance, an organization, desire to become leaders in the feature, and others may never wish to be leaders in the future based on the demographic context in which the individuals work. This demographic context consists of the environment, size, age, gender, among other factors. This essay will discuss how the demographic context in which we work to affect our leadership ambition concerning theory and research.
Discussion
The demographic context in which we work affects our leadership ambition in different ways. For instance, in a working environment where some individuals have higher potential, feedback may have a high ambition of becoming leaders shortly, unlike those individuals who lower potential feedback. This is because the individuals in an organization who have more top possible feedback become more exposed since they interact more with those in higher-level who are the leaders. This makes them have a higher ambition of becoming leaders in the future (Steffens et al., 2018). Through their interaction, they can learn more about leadership and various leadership styles which they can use when they become leaders. This interaction prepares them in a significant way, and in one way or the other, their desire to become a leader increases, thus increasing their leadership ambition. Theory and research show that a significant number of individuals who have higher potential feedback in a workplace have a higher ambition of becoming a leader since they are more exposed. Those individuals with lower possible feedback theory and research show that a higher number of them have a lower ambition of ever becoming leaders in the future since the demographic context in which they work in dictates otherwise about them having the desire of becoming leaders in the future and this lowers their ambition of becoming leaders since they have lower potential feedback.
Age also affects leadership ambition in the area in which we work in. For instance, if a population is made up of the older people, it is clear that the leadership of that working environment is constituted of the older adults and this increases ambition for the older people working in that organization since they feel they have a higher opportunity of becoming leaders shortly in the organization since the older people are the dominant age of individuals in the organization and occupying the leadership roles (Elfenbein & O’Reilly, 2007). These individuals will have a higher ambition of becoming leaders in the future, unlike the young. Theory and research show that most of the young people in such a working environment will have a lower ambition of becoming leaders shortly since the age gap does not allow them to fit in the leadership level. This age difference, which is a constitute of demographic context, affects the leadership ambition of the individuals in a given working environment wherein an organization that the majority of the older people are in the lead levels have a higher ambition than the young individuals. The same application also applies in the working environment where the young individuals have occupied the leadership levels. In this case, young people will have a higher ambition of becoming leaders, unlike the old, since their age is in a high chance of becoming leaders.
The race is another demographic context that affects leadership ambition, and this is influenced by skin color. For instance, if an organization is a racist one, theory and research show that the dominant race has a higher ambition of becoming leaders, unlike the minority race (Moore, 2005). This leadership ambition in the area we work in will be influenced by race since the dominant race will have a high potential of becoming leaders, which will increase their morale of becoming leaders in that given working environment. The minority race will have a lower or even no ambition of becoming leaders in such an organization. This demographic context profoundly influences leadership ambition in a working environment.
Sex as a demographic context affects leadership ambition since this is dependent on gender. This is influenced wherein an organization where the males occupy a large percentage of the leaders in an organization, males in this organization will have higher leadership ambition since their gender has a higher chance of holding leadership levels in that given organization. In this case, the females will have a lower ambition of becoming leaders since their sex dictates otherwise in such an organization. In such male dominance, organizations, research, and theory have proved that males have higher leadership ambition than females (Harman & Sealy, 2017). In another case where the females are the dominant sex in the leadership levels, females in this working environment will have a stronger desire to become leaders since they already have role models who are of their same-sex occupying those leadership levels in an organization. This will motivate them even more, and their ambition to become leaders in the near future will increase. Males in this context will have a lower ambition of becoming leaders in that organization since their sex does not give them a higher chance of becoming leaders in such a working environment.
The leadership of the organization is a demographic context that affects leadership ambition in which we work in. This leadership organization influences the leadership ambitions of the other individuals working in that organization since these individuals will be motivated by the excellent leadership that the organization has (Shamir, House & Arthur, 1993). Theory and research show that in an organization where good leadership is portrayed, many individuals in that working environment have a higher leadership ambition since they feel motivated to be part of that good leadership. If an organization has weak leadership, the individuals in that organization will have a lower ambition of becoming leaders in such an organization.
Conclusion
The demographic context has proved to affect leadership ambitions among individuals in an environment we work in. This has been shown through theory and research, in which age in an organization has affected leadership ambition and the old and young influence leadership ambition. Sex has also proved to affect leadership ambition in an environment people work in. Race and leadership of the organization itself have as a constitute of demographic context, also affects leadership ambition in an environment people work in. Individuals with higher potential feedback also affect the leadership ambition of the individuals in the organization.
Q2. What do theory and research teach us about how and why leaders may become destructive?
Introduction
In the business field, leadership has been an important strategy that is highly considered in any organization’s success. Many organizations only focus on the bright side of leadership, forgetting the dark side where the leaders become destructive. This drives the organizational purpose into the ground and dampens the competitive edge of the organization, among other negative impacts (Judge, Piccolo & Kosalka, 2009). Theory and research have given a clear definition of destructive leaders as those who violate the legitimate interest of the organization by undermining the organization’s goals and effectiveness. This essay will discuss what theory and research teach us about how and why leaders may become destructive.
Discussion
- How leaders become destructive
Leaders in an organization may become destructive following several reasons. Theory and research explain how leaders may become destructive and the ways how they become catastrophic. These leaders become destructive by having negative personality traits like narcissism, where the leader is driven by a high degree of self-love (Maccoby, 2004). These leaders exhibit a high degree of self- love where they believe that they are so unique and entitled to praise and admiration. This personality makes them view other people as inferior, which makes these leaders insensitive and hostile to others, which makes them destructive. Machiavellianism is another trait that theory and research have shown that make leaders destructive. This trait is characterized by the desire of leaders to gain personal power, which makes the leaders cunning and manipulative. As a result of this trait, the leaders are only devoted to taking control over their followers and maximizing opportunities for their power and not for the good of the organization (Padilla, Hogan & Kaiser, 2007). This makes the leader destructive since he is geared towards achieving his power and not for the best of the organization.
According to theory and research, leaders become destructive when they feel that their personal goals, like promotion and finances, are not well considered by the organization. The feeling that the organization is not meeting their personal goals makes them use other means to fulfill their goals (McCartney & Campbell, 2006 ). These ways may involve the leaders become corrupt, which makes the leader destructive since his or her actions will not be towards the organization’s success but for personal gains and personal achievements.
Leaders may become destructive by the engaging board in the daily operations of the organization. This involvement of the board in the organization contributes to negative impacts inside and outside the organization. This makes the leaders have no say since their normal operations in the organization are interfered with (Krasikova, Green & LeBreton, 2013). This involvement makes the leaders feel that their services are not trusted. This lack of trust by the board that the leaders will make proper administrative decisions for the company makes leaders destructive as the theory and research explain.
- Why leaders may become destructive based on theory and research
Theory and research have shown various reasons why leaders may become destructive. For example, the leaders’ greed makes the leader destructive since he or she will only make decisions or lure others to fit his or her desires (Thoroughgood et al., 2012). This greed makes the leaders corrupt since, through corruption, they will gain extra finances, and this will make them quickly achieve their own goals.
Organizational norms are another reason why leaders may become destructive. This is because you find that some organizations have norms that only focus on the organization itself and not the leaders (Schyns & Schilling, 2013). In such an organization, you find that the norms are not inclusive. The benefits are only for the organization and not the supporting groups who are the leaders and the employees. This makes the lasers destructive since the organizational norms do not feature them anywhere.
Short term involvement of the leaders in an organization makes the leaders destructive where the board does not have plans for the leaders in the organization. This is facilitated where the retention of leaders in the organization is not given consideration (Eubank & Mumford, 2010). This makes leaders maximize more on the given opportunity since they know they may not have any other chance to be leaders in the organization, and this makes them more destructive.
The environment is another reason why the leaders may become destructive, which is characterized by leaders and followers interact over time (Einarsen, Aasland & Skogstad, 2007). For instance, theory and research explain that the macro environment, which is comprised of technological forces, leads to reduced transparency in the organization and also interferes with checks and balances. This environment makes the leaders engage in toxic behavior, especially where there is a lack of checks and balances, and this makes them become destructive leaders.
Followers are also another reason why leaders become destructive. Theory and research have shown that followers are also the reason why leaders may become destructive, especially where the followers only act and follow every decision that the leaders make and do not question anything (Shaw, Erickson, & Harvey, 2011). This gives the leaders a lot of power where they can interfere with information and decisions in the organization, and the followers will still comply with the decision without question. This makes the leaders think that they are employing good leadership styles and that the implementation of their policies is being followed to the latter, and this gives the leader a false impression that he is a good leader, and this makes him continue being a destructive leader by focusing more on their interests.
Conclusion
Today, many organizations are failing as a result of destructive leaders who are the key people in an organization. These leaders become destructive in different ways and because of different reasons. They become destructive by possessing negative traits like narcissism, where the leaders feel they are special, and this makes them arrogant, thus becoming destructive leaders because of the high degree of self- love. They also become destructive when they feel that their personal goals are not considered, such as promotion, among others. Research and theory also give various reasons why the leaders may become destructive where most leaders are driven by greed, and this makes them come up with other ways like being corrupt, and this makes them destructive. Organizational norms are also a reason why leaders become destructive, among other reasons discussed above.
References
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