Assumption 1

This notion is made clear through the authentic apprehension the leaders have for their supporters and the supporters giving their confidence in return. Bass (1990) concluded that leadership can be learned, and it can and should be the subject of management training and development.  This assertion is predicated on the basis of the leader who can increase social identification can thus influence a subordinate’s willingness to contribute to the group’s goals (Kark, Shamir, Chen, 2003). This assumption is an autocratic type of leadership allow leaders and followers ascend higher than their individual inhibitions in favor of the betterment of the entire group. Applying the leadership style enables one to communicate and possibly confront the status quo. They are focused on inspiration, to search for principles, more resourceful means of creation, and sever from the proverbial while making others transform through change. Leaders of this style seek to be visionaries, full of passion, and boundless energy and seek transformation from subsidiaries in the process of achieving organizational goals (Kirk, 2006). Identified strength and weaknesses are used to sustain the present leadership skills and to turn the leadership weaknesses into strength.

There exists argument that suggests that leadership is broader than the basic assumption. Yeo (2006) contends that leaders at different organizational levels help steer the actions, rules, values and perhaps worldviews of their employees and not a narrow base. He further asserts that their height of influence cannot be exaggerated as have a say to an effectual working environment and organizational achievement. Accepting management approach and their equivalent views are vital to scheduling the suitable leadership development series. “Interaction dynamics and productiveness of employees depend on their leaders' management styles and the way they view the world” (Yeo, 2006, p.63). In order to achieve a harmonious relationship within the office setting, one should identify this broad base of leadership.

Assumption 2

Successful leaders take advantage of opportunities to provide direction and mobilize people to undertake tough challenges. A leader’s control is less in their purview and the one thing over which a leader has unconditional control is integrity. Handling tough situations is one of the best ways to widen ones’ leadership skills.  Integrity is further broken down to being consistent in principles. To make a pronouncement based on principles and values, an individual must possess integrity. Integrity factors encourage some styles and discourage others. Badaracco & Ellsworth (1992) postulates that integrity engrosses functioning towards organizational norms and tough calls are invariably part of the job description of any leader. To get the most out of potential in a rapidly changing global economy, people are aware of the need for leadership integrity more than ever before. To be a leader, numerous of leadership theories and styles can be followed which will be based on different assumptions, theories, beliefs, values, and preferences. These factors are the root of integrity and the bases for this assumption.

Enron, WorldCom and Adelphia have shown that individuals may be leaders, but unless they are true to integrity, they may not hold integrity. The integrity in individual followers assembles the integrity from other followers to generate transformation at a advanced stage (Bass & Avolio, 1997). A leader’s integrity not only gives confidence others to follow but also creates a reliance on the leader. Lack of engrained fundamental integrity can subject a leader to integrity issues. Kirk (2006) described this issue as a wavering tide, easily tenable to faultier under pressure.

By understanding the individual goals, strengths, and raising self-awareness, a deeper understanding of how the individual goals fit the larger organizational goals.  Hansen (2004) postulated that teams work more effective due to collaboration. Team effectiveness can be dismantled into smaller components. Beal et al. (2003) showed that team cohesion affected overall team effectiveness of performance. In particular, Beal et al. (2003) noted that mechanisms of efficiency such as interpersonal lure, task commitment, and group pride, were all found to be related to group performance. Individual effectiveness is geared toward a narrow based outcome and longer synthesis process. Independent variables are characterized vs. the collective whole of a team. The illustration of having 50 apples vs. one orange, the chances of picking the orange diminishes dramatically. Task commitment, group pride, interpersonal attraction all seek to attribute collective thought and disposition.

Varying views on leadership assumptions and how organizational leaders refine goals have been studied and implemented for centuries. “Organizational leaders plan, organize, provide direction, and exercise control over organizational resources, material and human, in order to achieve the organization’s objectives” (Kanungo, 2001, p. 257). These assumptions of leadership take into consideration the motivations, strengths, collaborative efforts, and shared vision of team members, they fail to address the strategic (long-term) and tactical (short-term) processes associated with task completion and definitive rationale for the initial assumptions. Deconstructing mobilizes one during initial phases, stabilizes through development of individual strengths, and revitalizes common assumptions of lull by introducing the established common vision. The realized value of deconstruction is for one to be able to conceptualize and base an argument from both viewpoints and logically refining one’s own basis and approaches based on the initial assumptions. This reflective process teaches one to always be mindful of the threat of narrowing a viewpoint and not looking from a holistic approach.

Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Mind Garden.

Kirk, P. (2006). Developing  transformational leaders: the full range leadership model in action. Industrial and Commercial Training: 38 (1)

Yeo R. K. (2006). Developing tomorrow's leaders: why their worldviews of today matter? Industrial and Commercial Training, 38(2), 63-69.  Retrieved from ProQuest database