LEADERSHIP PERSPECTIVE

Introduction

Traditionally, a leader's responsibility includes delivering essential products, services, and tools and providing guidance to those in the organization that they lead. They create the vision and goals that are designed to move the organization forward in a dynamic environment where change is a constant but exciting challenge. They accomplish their mission through a system of organizational learning and leadership practice.

In this 21st Century, leaders must expand their understanding by embracing dialectic theory and improving their relational behaviors. They must seek to establish relations with their followers and stakeholders inside and outside the organization. These relationships are built through dialogue and ongoing discussion about important issues to the organization, community, and business environment. Because they are responsible for the organization's future success, they must also work to identify, develop, and help cultivate future leaders through a combined system of dialogue, discussion, nurturing, and learning, all of which positively influence organizational growth. Nothing exists independently of its relationship with others. It is well documented in the last decade by both scholars and practitioners have acknowledged that dialectical relationships are essential in organizations

If leaders in business, culture, or politics are to find success, they must enrich their skillset with more understanding of the issues of today, such as diversity, cross-culturalism, sustainability, and language. They must recognize new opportunities in communication: collaborating virtually, horizontally, and face to face with others in a diverse environment that requires innovative approaches to the challenges that are aligned with leadership models in the changing business environment that carries with it a complex set of moral challenges that leaders cannot ignore.

Co-creational and controlled communication process in the workplace

Communication is an essential tool for all leaders. We live in a new world where new forms of communication and traditional forms of communication. The latest form of communication is Social Media. Social Media allows us to communicate with a broad and diverse group of individuals. Some of these individuals are leaders; others are interested in leadership, organization, and community issues. What is interesting to me is that discussion and dialogue occur in real-time, and across borders cross-culturally.

Some methods of communication include listening, emotional awareness, written communication, verbal, and nonverbal communication. In most organizations, particularly in large ones, all forms of communication are used to convey messages and information to employees. It is also used similarly to inform stakeholders and others in the community. In most cases, written, verbal and nonverbal forms of communication are commonplace and linked to dialectic theory because they describe, explain, and promote a leaders' efforts.

These methods of communication, while co-created, are controlled by the organization's leadership, even where there is a predominant democratic leadership style. Butler and Waldroop in their (2004) HBR article, Understanding "People" People, explain that using factor analysis, a method of statistical analysis, four distinct dimensions of relational work can be identified, including influence, interpersonal facilitation, relational creativity, and team leadership. Participatory change is the core of the democratic processes and endorses leadership communication that supports the organization's values. This process is the view of a reflective conversation that is diverse, and it is effective dialogue.

Lastly, personal language is essential in verbal communication and "the force of personality." Leaders use verbal communication to coerce or influence behavior and encourage performance. I find that leaders use verbal communication when they want to claim denial of responsibility. It gives them the option of changing the meaning of what was said and what it means. This is the negative side of verbal communication and can help create conflict in an environment where employees no longer listen and do not believe what is being told to them.

Primary principles of relational theories, familiar patterns, or distinctions

The focus on relational theory is on the interaction between individuals and their environments and the acknowledgment that an individual's world experience includes learning in several ways with varying degrees of complexity while approaching learning accessing their relational perspective to enhance their learning insight as necessary.

In a discussion about Relational leadership theory: Exploring the social processes of leadership and organizing, Uhl-Bien (2006) suggest that an individual's overall repertoire of relational selves stem from all of their relationships and serves as a significant source of the interpersonal patterns the individual enacts and experiences in the course of everyday interpersonal life. Each person has a relational self that embodies the uniqueness of one's experiences concerning others. This relational self emerges when a significant-other representation is activated, causing activation of the relevant relational.

Another area of interest is LAP or leader-in-practice, as discussed by Raelin in a (2016) Dialogue and deliberation as expressions of democratic leadership in participatory organizational change. He offers that the basis of the leadership-as-practice perspective is its fundamental belief that leadership occurs as a practice rather than reside in the traits or behaviors of individuals", as is the case with traditional leadership, which is associated more with a leadership philosophy than it is not. Raelin also offers that LAP is a collaborative practice among participants who create their own rules that are designed to achieve a specific outcome.

This perspective of LAP accentuates sense and movement informed by participative relationships and ongoing engagement between individuals. We can describe Practice as casual, combined, or related activity that emerges from mutual, conversational, recurrent patterns among those involved and is associated with a history of relational activities that is recurrent and matures and progresses over the long term. In this effort, there is a role for middle managers as well because they are directly connected with procedures of sense-making, influenced by the operational environmental condition and the structural processes of moral disengagement.

An essential component of LAP is empathy. Goffee and Jones, in a (2007), Leading clever people to elucidate that leaders need vision and energy and that after an exhaustive review of the most influential theories on leadership–as well as workshops with thousands of leaders and aspiring leaders–they learned that great leaders also share four unexpected qualities. Among these qualities is tough empathy, the third quality of exceptional leadership. They describe tough empathy as a means of giving people what they need, not what they want, stressing that leaders must empathize passionately and realistically with employees, care intensely about the work they do and be transparent with them when discussing issues that they are concerned about. This perspective of LAP accentuates sense and movement informed by participative relationships and ongoing engagement between individuals.

Mastering dialogue and facilitating shared meaning and solutions

This brings us to dialectical thinking. It is observed that in new concepts about leadership, a dialectical perspective can enable new ways of thinking about the complex, shifting dynamics of leadership with a more dialectical method focus on the concurrent interdependence and asymmetries between leaders and followers. In efforts to master dialogue, embracing dialectical thinking means having an analytic perspective. There are differing views to be observed as conflicts arise and pervade every relationship in the workplace, and it is normal for people to try to avoid it, although conflict is typical and healthy. Without conflict, change in the workplace becomes more difficult because there may be no way to identify problem areas affecting performance.

As employees, we all have opinions, usually based on our environmental experience and learning. We bring this into the workplace as part of our rational selves and seek to share it with others. This relational self can cause conflict and develop disagreements about how to proceed in problem-solving when discussing organizational issues. Numerous studies have discovered that the most effective teams are those that accept differing views and, therefore, create a safe zone for team members. An organizational culture that welcomes dissent or disagreement or encourages it, can spur innovative ideas with critical thinking and the desired outcome of better decision-making.

In a broader context conceptualizing the practice of leadership differently are theories of practical significance. Egocentric and heroic approaches to leadership are instrumental in contributing to such behavior by advocating confident action without consideration of its effect on others. How can we conceive leadership in ways that emphasize the crucial nature of moral responsibility and encourage leaders to engage in ethical debate?

In the workplace, there are competing ideas, concepts, and philosophies. Corralling these variances can be challenging. Leaders must be alert to these complexities and possess the ability to manage them. My habit is to explore and comment on decisions and to identify and offer solutions to problem issues. These issues create conflict with peers and supervisors who offer different opinions or may have little interest in the proposed change in the workplace environment. Still, these conflicts can be resolved through negotiation and agreement.

The mindset of influential leaders

Influential leaders are not wedded to one idea or concept. They take a flexible approach to developing a good strategy. They have excellent critical thinking skills and consider several options before settling on a path they need to take to achieve the set goals. But then these leaders understand that they may have to change course at some point, they are alert to this possibility and behavior accordingly. The social construction of the knowledge viewpoint is necessary because the mind/world dualism fostered by the endo/exogenic conceptions of knowledge has been rendered vulnerable by previous intellectual debates, explicating the process by which people come to describe, explain, or otherwise account for the world in which they live.

A relational perspective could be traced to empiricist or positivism philosophies. Philosophies that regard the world environment as a primary source of stimulus, and is reflected in the mind reflecting and influencing the exogenic viewpoint that encourages educational training, direct observation, experience, samples, specimens, participant observation, and laboratory experiments.

Barriers that prevent the adoption of an exogenic perspective

In a (2014), review of exogenous attention to emotional stimuli, Carretié explains that exogenous attention can be understood as an adaptive tool that permits the detection and processing of biologically salient events appearing out of the current focus of attention. The exogenic perspective resides and operates within the paradigms of sensation and informs the mind through material reality, impacting personal barriers that affect the adoption of an exogenic perspective and prevents a person from being open to the exploration of their environment and adopting an exogenic perspective by being open to new stimuli through sensory amplification and focus on issues that heighten curiosity and learning.

Relationship leadership is considered a new term when describing leadership. It is an entity of a perspective that focuses on identifying attributes of individuals as they engage in interpersonal relationships and can be described as a relational leadership perspective of social construction through which certain understandings of leadership come about. This leadership concept is active in the workplace and tied to relationship building essential to promoting performance outcomes. Understanding this concept of relational leadership helps in the awareness of the importance of building relationships in the workplace that effectively influences collaboration and performance outcomes, among other benefits. It also facilitates the understanding of relational leadership as it interrelates with external influences and interactions with others. There are opportunities to learn and share ideas about issues that impact growth.

Workplace culture

In organizations, workplace culture must be filtered from the top to build better workplace culture, and Chief executives should lead public conversations about diversity. In this new age of leadership, leaders must develop inclusive leadership skills that consider a diversity of opinions on the road to finding consensus, a challenge for many organizations. Leaders must seek to develop relationships outside their natural group and break down barriers that do not contribute to finding practical solutions to critical issues—the issue of diversity of opinions that may be outside the mainstream of interest to all leadership efforts.

The Global community is growing rapidly, and cross-culturalism and diversity of opinions tend to bring new perspectives to the table. Leaders must be alert to these changes that threaten to become more pervasive in this environment, along with new ways of looking at issues that are not static. Still, change, or adjustment is needed to meet different circumstances. While leadership theory and practice's basis remains, there is a continuing opportunity to change perceptions.

Conclusion

Despite many years of research into leadership, social constructionist approaches to leadership are still misunderstood. Leadership is a slippery or elusive subject of discussion or understanding. This concept of so-called slipperiness teaches us leadership through analysis, observation, and learning from individuals who are great leaders. But our views are incomplete because what great leaders do is far removed from the more modest leadership challenges that people learn about and discuss leadership, their behaviors, and decision-making with relevance to a specific set of circumstances.

Relational theory helps organizations succeed in a broad range of leadership practices. It influences organizational learning and performance and can be influential in finding meaningful solutions to complex problem issues. Leadership practice and activities that leaders engage in when interacting with others may be built around specific tasks. Still, leadership emergence, change, and decision-making are among the many phenomena that cannot be explained in a simple linear way but rather in a connected, complex, and multi-dimensional process influenced by a series of events.

?

?

?

?

?

?

?