Leadership

LEADERSHIP COMPETENCES

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Course Information

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Date
 Leadership

Leadership Competences

Part 1

Leadership is the capacity to enthuse, energize, and direct a team or organization

toward a single objective (Chaturvedi, Rizvi and Pasipanodya, 2019). It entails establishing a

vision, goals, and a strategy for achieving those goals. Strong decision-making abilities, the

capability to establish and maintain favorable connections with team members, and excellent

communication abilities are all necessary for effective leadership. Leadership comes in a

variety of forms, including as transformative, transactional, servant, and autocratic. Effective

leaders are able to modify their leadership style to meet the needs of their team and

organization (Elwell and Elikofer, 2015). Each style has benefits and drawbacks. Leadership

is a fundamental component of both professional and personal growth, and it is essential for

achievement in a number of industries, including healthcare, business, education, and politics.

Good leadership can spur creativity, boost output, and enhance an organization's or team's

overall success (Dunne et al., 2016). In our report we will consider the leadership of the

Kathrin Jansen, Donald Trump and Jacinda Ardern.

German- American scientist Kathrin Jansen is the Senior Vice President and Head of

Vaccine Research & Development at Pfizer, one of the biggest pharmaceutical corporations

in the world (Lawrence, 2021). According to Lawrence (2021), the Pfizer-BioNTech

COVID-19 vaccine was developed in large part by Jansen, and it has received approval from

numerous regulatory bodies from all over the world for use in emergency situations. The

Pfizer-BioNTech COVID-19 vaccine was created by Kathrin Jansen, a highly effective and

well-respected leader in the field of biotechnology. Using a number of leadership theories, we

will analyze her leadership effectiveness and style critically in this analysis. Transformational

leaders energize and encourage their subordinates to realize a common goal. They are able to

instill a sense of devotion and commitment in their team members by setting a good example.
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In record time, Jansen's team developed one of the most effective COVID-19 vaccinations,

demonstrating a revolutionary leadership approach (Ritz, 2021). Her vision and dedication to

this objective have inspired her team and given them the incentive to work diligently to attain

it. Kathrin Jansen can be seen as an effective leader in accordance with the transformational

leadership tenets. Her ability to inspire and motivate her team to realize a common goal has

produced a highly effective result.

According to Bakker (2017), situational leaders change their methods of leading

according to the requirements and capacities of their followers. They can evaluate the

circumstances and modify their strategy as necessary. By realizing the urgency and

significance of inventing the COVID-19 vaccine and building a team that could function

swiftly and effectively to meet the demands of the moment, Jansen has shown situational

leadership abilities. The COVID-19 vaccine was developed with the help of Jansen's

situational leadership abilities. The vaccine's successful development resulted from her ability

to swiftly analyze the situation and modify her leadership style to suit the demands of the

context. Strong personalities with a talent for inspiring and influencing others are

characteristics of charismatic leaders (McClean and Collins, 2018). Jansen's leadership style

might be characterized as charismatic because of her commanding presence and ability to

motivate her staff via her devotion to the advancement of the COVID-19 vaccine. Kathrin

Jansen can be seen as an effective leader following the charismatic leadership tenets. She

commands much attention and has the power to motivate her team to realize a common goal.

Genuine and transparent leaders gain the trust of their followers by being truthful and

morally upright (Bouckenooghe, Zafar and Raja, 2014). By being open about the COVID-19

vaccine development process and the difficulties the team encountered along the road, Jansen

has shown genuine leadership. Jansen's genuine leadership style has been successful in

fostering a sense of transparency within her team and in the COVID-19 vaccine's
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development. In conclusion, Kathrin Jansen combines transformational, situational,

charismatic, and honest leadership in her leadership style. Her team's rapid development of

the Pfizer-BioNTech COVID-19 vaccine was made possible by her outstanding leadership.

She can be seen as an effective leader in accordance with the tenets of these leadership

theories.

Former US President Donald Trump was in office from January 20, 2017, until

January 20, 2021. He was a businessman and a television personality before becoming

president. Trump was well-known for his divisive remarks and positions, and his

management style came under intense scrutiny when he was president (Langlois, 2018).

Throughout his tenure as president, Donald Trump's leadership style and performance have

been hotly disputed and examined. Rewards and penalties are the main motivators for

followers of transactional leaders (Nye, 2020). They employ a top-down management style to

lead their team and concentrate on attaining specified objectives. From McIntosh (2020),

Trump's administration can be characterized as transactional since he frequently utilized

threats against those who disagreed with him while promising incentives to his loyalists.

According to the transactional leadership tenets, Donald Trump's leadership style can be

characterized as polarizing and dividing. In order to inspire his followers, he frequently used

prizes and penalties, which divided his group and stoked strife in the public at large.

Servant leaders put their followers' needs first and seek to ensure their welfare and

growth. They concentrate on fostering an environment that is encouraging and empowering

for their employees (van Dierendonck and Patterson, 2014). Trump frequently put his

personal demands and interests ahead of those of his followers, hence his leadership style

does not match the ideals of servant leadership. The Sipe and Frick (2015), depicts Donald

Trump's leadership style as ineffective in light of the servant leadership principles. He failed

to put his followers' needs first and failed to make an effort to give his team a nurturing and
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empowering environment. Strong personalities with a talent for inspiring and influencing

others are characteristics of charismatic leaders (McClean and Collins, 2018). Trump's

management style might be characterized as charming because he frequently used his persona

and celebrity status to win over supporters. According to the charismatic leadership tenets,

Donald Trump's leadership style can be deemed successful in terms of influencing and

winning support. His dependence on charisma alone, however, might have resulted in a lack

of substance in his leadership style.

Genuine and transparent leaders gain the trust of their followers by being truthful and

morally upright. Trump frequently made incorrect or misleading claims and was well-known

for his lack of openness, hence his leadership style does not adhere to the ideals of real

leadership. Donald Trump's leadership style can be viewed as ineffectual in light of the real

leadership principles. His lack of integrity and openness might have damaged his reputation

among his supporters and the general public (Bouckenooghe, Zafar and Raja, 2014). In

summary, Donald Trump's leadership style can be characterized as a fusion of transactional

and charismatic leadership, lacking congruence with the tenets of servant and authentic

leadership. While his leadership style was excellent at winning followers and attaining power,

it was also frequently contentious, put little attention on his followers' needs, and lacked both

transparency and honesty. He can be viewed as an ineffective leader based on the tenets of

these leadership ideologies.

Jacinda Ardern has served as the country of New Zealand's prime minister Since

October 2017. As a result of her successful reaction to the COVID-19 pandemic, Ardern has

been hailed as a global leader for her empathy, inclusivity, and transparency in leadership

(Maak, Pless and Wohlgezogen, 2021). Some leadership theories, such as transformational

leadership and servant leadership, are compatible with Ardern's style of leadership. Servant
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leaders put their followers' needs first and work to empower them to thrive, while

transformational leaders inspire and motivate their followers to realize their greatest potential.

Her capacity to relate to people on a human level and her dedication to social justice

and equality define Ardern's leadership style. She has pushed for more diversity and

inclusivity in New Zealand society and promoted policies that address problems including

child poverty, mental health, and climate change (Swinburn et al., 2022). Ardern's

management of the COVID-19 pandemic has received high recognition for its efficiency and

effectiveness. Early on, she enacted stringent lockdown procedures that assisted in stopping

the virus's spread and lowering the number of infections in New Zealand (Geoghegan et al.,

2020). Her openness and sensitivity in her communication during the pandemic have

contributed to the public's growing trust and confidence in her leadership.

According to the philosophy of transformational leadership, a leader inspires and

motivates their followers by outlining a clear vision and giving careful regard to each

person's requirements (Allen et al., 2016). In particular following the Christchurch shooting

incident, Jacinda Ardern's sympathetic attitude toward her people has earned her the

reputation as a transformational leader. She responded to the problem with decisive action,

compassion, and empathy. Her speeches were replete with expressions of harmony, love, and

support, which motivated New Zealanders to band together in the face of adversity.

The Situational Leadership Theory states that a leader must modify their approach

depending on the circumstance. This kind of leadership was shown by Jacinda Ardern during

the COVID-19 pandemic. She has adopted a flexible strategy depending on the changing

circumstances, enforcing stringent lockdowns, and using a science-based strategy to combat

the epidemic. Her communication tactics were open, simple, and unambiguous, which aided

in gaining the public's trust. As a result, according to this hypothesis. The optimum course of

action is decided by contingency leaders using their judgment in light of the particular
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circumstances they are presented with. The way Ardern handled the COVID-19 epidemic is a

good illustration of her leadership in crisis situations. She was able to take courageous action

to preserve the public's health, even when it was controversial, and she was able to make

difficult decisions based on scientific data and professional advice. In conclusion all these

positive leadership traits make Jacinda an authentic leader.

  Kathrin Jansen has been a highly effective and successful leader during the

development of the Pfizer-BioNTech COVID-19 vaccine, there are certain areas where her

leadership may be strengthened. One is the requirement for more inclusivity and diversity in

positions of leadership within the pharmaceutical business. While the pharmaceutical

industry as a whole has come under fire for its lack of diversity and inclusion, particularly

with regard to women and people of color, Jansen has been praised for being a trailblazer in

her area. Jansen might push for more diversity in senior roles across the business and attempt

to foster more diversity within her own team.

Trump's administration has been criticized for its polarizing, lack of compassion, and

disrespect for empirical data. His communication approach is a key area where his leadership

might be strengthened. Trump frequently used aggressive rhetoric and launched personal

attacks, which cultivated a toxic political environment and damaged the public's confidence

in his ability to lead. Increased empathy and openness in communication could promote

mutual respect and collaboration between the public and political leaders.  Although Ardern's

leadership style has received high accolades for her inclusivity and empathy, there remains

room for improvement in her handling of New Zealand's economic disparity. Despite her

efforts to address problems like child poverty, New Zealand still has a sizable wealth gap,

and many people still find it difficult to make ends meet. Ardern should seek to put policies

in place that address this problem, such raising the minimum wage or offering more

assistance to low-income families. She may also try to address the accessibility and
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affordability of housing, both of which have been a cause of worry for many New

Zealanders.

Part 2

Effective communication skills are vital for developing good connections, promoting

collaboration, and attaining shared goals, making communication a crucial leadership

competency. A leader who is proficient in written, oral, and listening communication is able

to inspire and encourage their team, provide clear instructions, and promote open dialogue.

Good communication enables leaders to explain their vision, mission, and objectives with

precision, so giving their team with direction and focus. It also assists leaders in establishing

trust and credibility with their team members, resulting in a more positive and productive

workplace. Effective communicators are able to foster a transparent culture where everyone

is encouraged to share their ideas, concerns, and criticism, resulting in improved decision-

making and problem-solving (Chaturvedi, Rizvi and Pasipanodya, 2019).

Excellent communication is essential for conflict management and problem resolution

in the workplace. Leaders that are adept at listening are able to comprehend the perspectives

of all parties involved and work towards a conclusion that is acceptable to all. This prevents

the escalation of confrontations and preserves a healthy work atmosphere. Everyone who

want to become a good leader must have effective communication abilities. By enhancing

their communication abilities, leaders may develop deeper relationships with their team,

instill greater trust and confidence, and achieve common objectives more efficiently.

Adaptability and flexibility are crucial leadership skills because they help leaders to

respond to changing conditions, negotiate uncertainty and ambiguity, and adjust to novel

challenges and opportunities (Caligiuri et al., 2020). In today's fast-paced and ever-changing

corporate climate, leaders must be able to quickly adapt and alter course. They must be able
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to make decisions in the face of incomplete knowledge and ambiguity. Additionally, they

must be adaptable enough to modify their plans and strategies when new information

becomes available or as circumstances evolve. From Caligiuri et al. (2020), adaptable and

flexible leaders are able to maintain composure and remain calm under pressure, as well as

think creatively and ingeniously to discover solutions to issues. They are also capable of

anticipating and preparing for probable obstacles, so mitigating risks and minimizing

negative effects.

Moreover, adaptability and flexibility are essential leadership qualities because they

allow leaders to establish trust and credibility among team members. Team members feel

heard and respected when leaders can adapt their approach based on the requirements of their

team or the circumstances at hand (Guinalíu and Jordán, 2016). This contributes to the

creation of a productive workplace where employees feel inspired, engaged, and supported.

Developing adaptation and flexibility as a leadership quality is crucial for anyone aspiring to

be an effective leader. It enables leaders to adapt to shifting conditions, negotiate uncertainty

and ambiguity, and seize new opportunities and challenges. In addition, it contributes to the

development of trust and credibility among team members, fostering a healthy and productive

work atmosphere.

According to Stenmark et al. (2010), because leaders are frequently confronted with

complicated problems and situations that demand careful analysis, strategic decision-making,

and critical thinking the ability to manage complexity is a crucial leadership quality. In

today's global and linked world, organizations operate in situations that are both complicated

and fast changing, requiring leaders to be adept at navigating various factors, stakeholders,

and perspectives. They must be able to interpret huge amounts of data, analyze risks, and

weigh alternatives. They must also be able to clearly and simply explain complicated ideas to

their team and other stakeholders. Successful leaders who are adept at managing complexity
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are able to deconstruct complicated challenges into manageable chunks, identify patterns and

connections, and provide creative solutions. In addition, they can predict future hurdles and

dangers and prepare contingency plans to prevent adverse effects.

Moreover, the capacity to manage complexity is essential because it helps leaders to

make decisions that are consistent with the strategic objectives and core values of their

business. By analyzing complex information and considering diverse perspectives, leaders are

able to make decisions that strike a balance between short- and long-term objectives, as well

as the interests of various stakeholders (Stenmark et al., 2010). In conclusion, acquiring the

ability to deal with complexity as a leadership competency is crucial for anyone aspiring to

become an effective leader. It enables leaders to navigate settings that are complicated and

fast changing, make decisions that are aligned with the strategic goals and values of their

organization, and convey complex concepts simply and effectively.

Leadership is a complex and multifaceted field that requires different competencies to

succeed. The ability to handle complexity is an essential competence for leaders. According

to Chen and Decary (2019), complex problems require leaders to analyze information,

identify patterns, and make sound decisions. At the lowest level of competence, leaders may

need help understanding complex issues, leading to poor decision-making. While at the

highest level of competence, leaders can easily navigate difficult situations and identify

innovative solutions to problems. Currently, I am at an intermediate level of competence in

handling complexity. I have experience dealing with complex issues but still have room for

improvement. The evidence for my assessment includes colleague feedback, the successful

completion of complex projects, and ongoing professional development activities focused on

problem-solving and decision-making (Chen and Decary, 2019).

Adaptability and flexibility are also crucial competencies in the leadership sphere.

Leaders must be able to adapt to changes in their environment, respond to unexpected

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challenges, and adjust their plans accordingly. I am at a high level of competence in

adaptability and flexibility. I have experience working in different environments and dealing

with unexpected challenges. Although, I still experience self-arguments on how best to grow

intellectual flexibility and receptiveness while engaging in any activity, my reputation

precedes itself, as evidenced by pieces of evidence of my prowess in ongoing professional

development activities focused on adaptability and flexibility.

Effective communication is a skill critical in competence for leaders. I could relay my

vision, goals, and expectations clearly to my team through communication, including written

and oral communication skills and listening actively and empathetically (Longweni and

Kroon, 2018). Currently, I am at a high level of competence in communication. I have

experience communicating with stakeholders, including team members, clients, and senior

leaders. However, I acknowledge that there is always room for improvement, and I will

continue to develop my competencies through ongoing learning and development activities.

Striving to better oneself significantly impacts what one becomes, primarily when

focusing on what's demanded of one to make a good leader. Strong interpersonal skills can

help build success in leadership competency. From Wynn, Mosholder and Larsen (2014), I

look to better myself by participating in problem-based learning, which would improve my

capability of handling complexity. It involves an active learning approach through solving

complex, real-world problems in a collaborative and structured environment. This method

would enable me to develop my critical thinking, problem-solving, and decision-making

skills in a practical and relevant way. Furthermore, working through complex problems in a

structured environment, I can learn how to identify issues in a structured environment pattern,

analyze information, and make sound decisions.

Job rotation perfectly suits the criteria to develop adaptability and flexibility. It

involves moving through different roles and functions within an organization, and gaining
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exposure to different environments, working cultures, and job requirements, which helps me

adapt and become flexible (Muduli and Pandya, 2018). Through this method, I can develop a

more comprehensive understanding of the organization's operations and industry, thus

improving my leadership competency skill set.

Every astute leader incorporates top-notch communication skills. Therefore, taking on

a training program on communication skills would be the best fit to kick-start my campaign

to improve my overall leadership competency skills. Training programs in communication

skills training programs are designed to enhance individuals' written, oral and listening skills.

This method provides food and soul to the developmental process as it develops a structured

and focused way of communication. Learning effective communication techniques, receiving

feedback on communication style, and practising new skills in a safe and supportive

environment would improve the ability to communicate empathetically and persuasively, all

qualities that enhance leadership competency (Chaturvedi, Rizvi and Pasipanodya, 2019).

Ultimately, the whole procedure targeted towards improving one leadership

competencies depends on the individual’s starting point and the chosen development

methods. In my case, the timescale to develop these competencies using the selected methods

would vary. Problem-based learning is an ongoing process that requires consistent practice

and application to achieve significant improvements (Wynn, Mosholder and Larsen, 2014).

Therefore, I would expect to see incremental improvements in my ability to handle

complexity over the medium to long term, with a timeframe of a year or more. Job rotation

would provide more immediate benefits, with opportunities to learn new skills and gain

exposure to different roles and functions within a shorter timeframe, perhaps within three to

six months. Communication skills training programs typically provide immediate benefits,

with participants able to apply new skills immediately after the training. Depending on the
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length of the training program, the time frame can be set, perhaps within a few weeks or

months.

In contemporary society, developing good connections, promoting collaboration,

attaining shared goals, having the ability to respond to changing conditions, negotiating

uncertainty and ambiguity, making adjustments to novel challenges and opportunities,

establishing trust and credibility among team members, careful analysis, strategic decision-

making, and critical thinking are all attributes that a leader requires to manage complexity.

Prospectively, I aim to contribute to the values of the organizations I will work with by

fostering a culture of inclusivity, transparency, and collaboration. These values are essential

for creating a positive work environment that promotes productivity, creativity, and

innovation. According to Speicher and Francis (2023), leaders who prioritize the well-being

of their team members encourage higher levels of employee satisfaction, engagement, and

retention—achieved by creating a supportive and open work culture that encourages

feedback, active listening, and continuous learning.

Furthermore, I prioritize the well-being of my team members by creating a work-life

balance that recognizes the importance of mental and physical health, including initiatives

such as flexible work hours, wellness programs, and mental health resources. Leaders who

prioritize the well-being of their team members promote higher levels of employee

satisfaction, engagement, and retention.

To ensure that I can support these values, I plan to continue my learning and

development through ongoing training, mentorship, and networking opportunities, including

the problem-based learning scheme, job rotation, and communication skills training programs

I have chosen to help shape my leadership competencies. Through mentorship, I can also

seek out experienced leaders within my organization and engage in networking opportunities

to learn from others in the field.

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In conclusion, as a future leader, every aspect that contributes to leadership

competency adds weight to the success of a leader in any organization. I aim to contribute to

the values of the organizations I work with by fostering a culture of inclusivity, transparency,

and collaboration. I intend to build on my skills as a well-groomed and established leader in

all aspects discussed. Additionally, I prioritize my team members' well-being by creating a

work-life balance that recognizes the importance of mental and physical health. To achieve

these goals, I will continue to develop my leadership competencies through ongoing training,

mentorship, and networking opportunities.

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