Leadership Paradigms and Effectiveness

Leadership Paradigms and Effectiveness

According to Covey (2020), a paradigm is a theory, model, frame of reference, assumption, model, or perception. People’s actions are guided by the paradigms developed over time. Various situations may create a paradigm shift. According to Wang & Allen (2013), a paradigm shift in the workplace may arise when new equipment or technology is introduced or when an organization drastically changes its operating model. Paradigm shifts are important in the workplace because they help employees and the organization keep up with the changes in the business environment, thus increasing performance and success. Consequently, paradigm shifts in the workplace may alter leadership roles by adding or eliminating some leadership functions. For example, if an organization introduces new technology to make decisions, it may limit the leader’s power in decision-making and increase employee engagement in the decision-making process. One of the main paradigm shifts that provoked a change in my workplace was shifting operations online during the COVID-19 pandemic. All employees were expected to work from home and learn to use Zoom, Google Meetings, and the online work clock-in and clock-out system to maintain a functional virtual work environment. This paradigm shift changed my thinking by making me embrace the idea of uncertainty and the need for flexibility in my personal and career life.

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According to Baghdadi et al. (2020), perceptual contrast arises when people view things in a different sequence. It is influenced by the contrast principle, which suggests that a person’s perception is relative. Paradigms influence people’s perceptions. Leonard (2017) argues that perceptions are shaped according to experiences and the understanding of a person’s surroundings. A leader can use perceptual contrast to seem more effective than they are by using a leadership style that aligns with the needs and preferences of the followers in one context and hanging it when dealing with individuals with different needs and preferences in another context. For example, a leader may use a democratic leadership style when dealing with followers who are willing to collaborate and engage in decision-making and then use a transactional leadership style when dealing with followers who are less motivated to stay committed to a shared goal.

References

Baghdadi, A., Qureshi, M. A., Amirshahi, S. A., Chetouani, A., & Pedersen, M. (2020). A critical analysis of perceptual contrast and its use in visual information analysis and processing. IEEE Access, 8, 156929-156953. https://doi.org/10.1109/access.2020.3019350

Covey, S. R. (2020). The 7 habits of highly effective people: 30th-anniversary edition. Simon & Schuster.

Leonard, M. (2017). Researching young people’s perceptions and experiences of place. Teens and Territory in ‘Post-Conflict’ Belfast. https://doi.org/10.7228/manchester/9780719096242.003.0002

Wang, V. X., & Allen, J. (2013). Workplace learning. Handbook of Research on Technologies for Improving the 21st Century Workforce, 228-242. https://doi.org/10.4018/978-1-4666-2181-7.ch015.

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Unit 1 DB: Leadership, Paradigms, and EffectivenessUnit 1 DB: Leadership, Paradigms, and Effectiveness
Why are paradigm shifts important in the workplace, and how do they affect leadership roles? Discuss a paradigm shift that provoked a change in your life or in your workplace. How did this paradigm shift change your way of thinking?

Leadership Paradigms and Effectiveness

Next, discuss how perceptual contrast and paradigm shifts are related. How can a leader use perceptual contrast to seem more effective than they actually are?