Montgomery, Copley, and Associates’ (1996) model of leadership are development-oriented. Every day, employees and supervisors engage in conversations about performance (Bass & Riggio, 2006). These private dialogs between supervisors and employees often focus on professional development. Most meetings begin with sharing information and knowledge to address issues that can hinder teams from achieving their goals. The goal-oriented focus of employee performance improves morale, trust, and engagement (Bass & Riggio, 2006). The model insists on courage as the fundamental concept required for bringing out the best in people.
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The model captures professional development, goal orientation, personal development, and mentor relationships on the outer part of the ring. These leadership practices are the most important in creating a performance-oriented relationship between managers and employees. According to Bass and Riggio (2006), mentoring allows leaders to promote the development of the climate of trust, which propels employees towards achieving organizational goals. Montgomery, Copley, and Associates (1996) realize that leaders do not manage employees using authoritative practices. The leadership model insists on the value-based leadership within the inner rings of the bull’s eye based on discipline, wisdom, and courage. Leaders have to advocate and act upon these internalized values to succeed.
The leadership model as a solution to the Greg Mortenson case study
The case study identified for this interview is Greg Mortensons case study 10.2. In this case, Greg is lost and disoriented before finding his way in Pakistan. Greg gives up the memory of climbing to the highest mountain peak to help an injured friend (Northouse, 2009). Following the event, Greg offers his expertise to a village that languished in extreme poverty. Greg is not satisfied with just the proposal for his professional development. Greg initiates development efforts in the village by building a school. He proceeds to sell off his property and is frustrated by tribal leaders. Greg loses his funds and communicates poorly with schools in the area. The Montgomery, Copley, and Associates’ (1996) model of leadership can help to point out steps that Greg should have followed to achieve success in his endeavors.
First of all, Greg could apply the concept of professional development to create better relationships with neighboring schools and tribal leaders. According to Northouse (2009), goal-orientation is a prerequisite for creating transparent relationships with the community. Greg needed the value of courage and wisdom to demonstrate his respect for the community in Pakistan. Engaging in value-oriented mentoring could give him the results he needed and promote the appearance of the desire to change within the community. Interpersonal relationships could be an important aspect of promoting strong connections between him and the Pakistanis. The Montgomery, Copley, and Associates’ model of leadership could be a potential solution to the problems Greg faced when beginning his operations in Pakistan.
Applying the leadership model to a personal situation
Nevertheless, it is obvious that very often in the life of people situations connected with the issue of leadership and which need a good solution appears. Besides, knowledge of the main aspects of Montgomery, Copley, and Associates model of leadership can help a person to find a good solution to his/her problem. To support this statement with clear evidence, it is possible to give some examples from my personal experience. It should be said that this model can be applied to every sphere where personal development is needed. However, there are situations that look similar to the situation analyzed in the above-mentioned case study.
Communication with people is always a complicated issue, especially if a collective is new to a person. That is why knowledge obtained due to the analysis of this model could be applied to situations of this sort. Having become a member of a new collective, first of all, it is necessary to establish good relationships with all its members as good interpersonal relations with followers build the path towards personal and professional development (Caena, 2011).
With this in mind, it is necessary to understand the needs and purposes of the collective to guarantee their own personal development and establishment of good relationships with all its members. However, this is not the only thing which should be done it situations like that. As we have already said, goal orientation is the key to creating good and trustful relations within a collective; that is why it is so important to understand the needs and the main goal and try to achieve it. Additionally, according to the same model, understanding of the needs of the collective is just the first stage, which should be followed by the next one, which supposes obtaining better knowledge about the collective and its structure. However, then the next stages, which are more complicated than the previous ones, should come.
First of all, the new stage is connected with discipline. It is obvious that every society has its rules and traditions which regulate the functioning of the whole system. That is why, entering a new collective, I, first of all, try to observe discipline and follow all rules. Additionally, wisdom to respect all these traditions is also needed. According to the model, courage is one of the most important aspects of creating good relations and promoting the development of leadership of a person.
There is no use denying the fact that a person should be brave enough to try to become a leader in a new collective. Mover, it is a very complicated task as no one knows a person and does not trust him/her. However, these attempts to promote the development of leadership qualities and influence a collective will obviously be appreciated by all its members. That is why it is necessary to try to make them. Resting on these facts, it is possible to say that my own experience can serve as a good example of the efficiency of a given model of leadership. Moreover, people who are going to become part of a new collection can be recommended to apply this model to the situation, and under these conditions, they will be able to achieve success.
At the heart of understanding the leadership model is the interplay between professional and personal development with a hint of courage, wisdom, and discipline. The interaction of the entities allows leaders to implement the leadership model as a best practice. The leadership model requires the understanding of the strong connection between the follower and the leader to create trust in the work environment. The current paper details the numerous applications of the bull’s eye model to leadership practices. The study reveals that wisdom is the key channel through which a mentor can pass his/her professional knowledge and experience to juniors. Therefore, the model lays great value on nurturing employees throughout the lifecycle of an organization to create personal interrelations that may develop each individual employee. Mentoring is central to this model.
Bass, B. M., & Riggio, R. (2006). Transformational Leadership. London, UK: Psychology Press. Web.
Caena, F. (2011). Literature review: Quality in Teachers’ continuing professional development. Web.
Northouse, P. G. (2009). Leadership: Theory and Practice. London, UK: SAGE Publications. Web.