Workplace Psychological Testing and Measurement Essay

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What are the most important requisite skills required of organizational leaders? Why? How do effective and ineffective leadership behaviors affect employees both positively and negatively?



The most important skill of an organizational leader is to be able to motivate people, contrary to the assumption leadership is synonymous with telling people what to do in an authoritative fashion. Although in some limited instances, when a matter is urgent and followers are inexperienced, authoritarian leadership may be required, for the most part, people work best when they feel empowered to do so. According to Hersey-Blanchard leadership theory (2018), the four dominant modes of leadership include telling, selling, supporting and delegating. All too often, leaders assume that more telling is needed than actually is required. Employees need to be empowered and motivated to make positive choices to act autonomously, and even when they are inexperienced, coaching and mentorship is often more effective than dictatorial management. Even someone with the technical title of manager can often benefit from focusing more upon leadership than short-term organizational goals.

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A Theory Y approach should be embraced. The concept of Theory X/ Theory Y states that while many organizations take a Theory X approach to leadership, with a focus on transactional rewards and the assumption that employees are inherently lazy, Theory Y approaches are superior because they assume that employees want fulfilling work and to make a contribution to the organization (“Theory X and Theory Y,” 2018). Employees can be motivated by things other than financial transactions, but to do so requires trusting employees and soliciting their input. Good leadership means making subordinates feel equally involved and invested in the organization as managers.



Ineffective leadership, in contrast, breeds employee resentment and causes them to see their own interests as separate from the organization. While transactional rewards may temporarily cause employees to feel motivated enough to complete tasks, it does not enhance retention of high-quality employees in the long run or encourage innovative thinking and wastes organizational resources with micromanagement.


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References

Bacharach, S. B. (1989). Organizational theories: Some criteria for evaluation. Academy of Management Review, 14(4), 496-515

Judge, T. A., & Kammeyer-Meller, J. D. (2012). General and specific measures in organizational behavior research: Considerations, examples, and recommendations for researchers. Journal of Organizational Behavior, 33(2), 161–174.

Schmidt, F. L., & Hunter, J. E. (1996). Measurement error in psychological research: Lessons from 26 research scenarios. Psychological Methods, 1(2), 199–223.

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