Leadership and Mentorship

Leadership and Mentorship

LEADERSHIP AND MENTORSHIP 1

Leadership involves creating powerful human beings who moveenthusiastically in the right direction (Skogstad et al., 2015). Itis creating the right influence to achieve an organization’sobjectives. A leader influences the behaviors of workers to worktoward the same objectives. Leadership becomes dynamic if it isconstructive. I would be constructive leadership in my organizationto forge a culture of hard work, learning, and teamwork. The trendthat workers follow has a genesis from the behavior of the leader.Therefore, as a leader, I would be in a position to set the tone forthe other employees. New employees would be obliged to follow theworkplace behavior they find in the organization, and it wouldcontribute to the achievement of organizational objectives.

Non-performing employees are a major challenge for an organization inachieving it goals and objectives. A primary aspect of non-performingemployees is that they have low levels of motivation. I would largelyattribute this to the failure to own up their variousresponsibilities. Such employees only work for the reward theyreceive rather than achieving a given objective.

Managing disruptive behavior in an organization acts as a barrier tofulfilling the laid down mandate. Managing disruptive behavior is oneof the responsibilities of a leader in a workplace. Creating aself-correcting culture in a workplace can be effective since it actsas a self-healing mechanism in the organization. In this approach,the leader instigates the employees to identify the cause ofdisruption and tackle it directly without relying on externalassistance (Longo, 2010). The behavior evolves to become a culturethat becomes critical in settling disruptions autonomously.

Mentors pass desirable attitudes and behaviors to others under theirinfluence. Positive mentors have the responsibility of treating theirmentees with respect and maintain the acceptable level as ofconfidentiality. Confidentiality creates a platform of earning thetrust of the mentee as well as instigating them to confide in them.The mentor should also be well acquainted with the area of knowledge.Mentors should be intellectually honest if they are to make apositive impact on the life of a mentee. Another primaryresponsibility is to maintain a professional level of contact. Sincethey are influential, they should not take undue advantage of thementee to an extent of abusing them (Ali &amp Panther, 2008).

My career advisor has been a very effective for me. He has a wealthof knowledge in his career and developing the right attitude towardsone’s career. Mr. Wright has developed in me an attitude ofoptimism and hard work, and they are two attributes that heemphasizes on his mentees. He has made me believe that with the rightattitude, one can go to great heights in any undertaking.

Mentors face a myriad of challenges in their work. Sometimes, it is achallenge to set the limits of their relationship with the mentees.Also, some mentees may expect too much from the mentors. A goodexample is the expectation of financial assistance. It is a majorhindrance especially when the clients want to rely excessively on thementor (Ali &amp Panther, 2008). A positive mentor can addressthese issues by outlining the kind of relationship that will ensuebetween them and the mentees. They also explain the extent to whichtheir services can extend. It clears any gray areas in therelationship, and it should take place during the preliminarymeetings with the mentees.

References

Ali, P. A., &ampPanther, W. (2008). Professional development and the role ofmentorship. Nursing standard, 22(42), 35.

Longo, J. (2010). Combating Disruptive Behaviors: Strategies toPromote a Healthy Work Environment. The Online Journal of Issuesin Nursing, 15(1).

Skogstad, A.,Aasland, M. S., Nielsen, M. B., Hetland, J., Matthiesen, S. B., &ampEinarsen, S. (2015). The Relative Effects of Constructive,Laissez-Faire, and Tyrannical Leadership on Subordinate JobSatisfaction. Zeitschrift für Psychologie.