COURSE NAME:

LMCR 2412

SET 5

LEADERSHIP AND INTERPERSONAL SKILLS

TITLE:

REPORT OF A CHOSEN LEADER

DUE DATE:

11/6/2023

LECTURER:

DR. SHAZLINDA MD YUSOF

PREPARED BY:

GROUP 10

NURNABILAH HUDA BINTI AZMAN A191481

MA YUHANG A192266

HU QIANQIAN A197618

QU ZITONG A197783

ZHANG CHENHE A197953

Contents
1.0 Introduction....................................................................................................................................1
2.0 Definition, concept, and theories on leadership skills...................................................................3
3.0 Objective of the research................................................................................................................8
4.0 Method of the research..................................................................................................................9
5.0 Results of the interview................................................................................................................10
6.0 Conclusion.....................................................................................................................................14
7.0 References.....................................................................................................................................15
Introduction
A strong organisation requires strong leadership, especially when it comes to guiding the
organisation towards and accomplishing shared goals. Depending on the situation and
demand, different definitions of leadership might be used. Although it can be difficult to
describe what leadership is, there are similarities between it and other concepts such as
process, influence, teamwork, and goal setting. Accordingly, leadership is a process in which
a person motivates others to work towards a common objective. Leadership is closely tied
to the effectiveness of the school in terms of activities and the general curriculum,
enhancing the reputation and identity of students and instructors through effective and
high-quality leadership.

Leadership that adapts to the demands of all people and to the passage of time. Burns
(1978) was the first to introduce the idea of transformative leadership. Corporate
organisations in the west started implementing transformational leadership practises in the
late 1980s and early 1990s because it was thought that these practises would make a great
replacement for transactional ones. This entails a change in organisational structure from a
centralised control system, the practise of absolute hierarchical power, significant status
differences between levels of authority, as well as a 'top-down' decision-making process
where the leader has absolute power to make decisions without the input of subordinates.

The paradigm shift introduced by this transformational leadership is towards

emphasising the idea of teamwork, creating a supportive work environment, encouraging
subordinate involvement in decision-making for the benefit of the organisation, and putting
new leadership techniques into practise. According to Button's 2003 study, transformational
leadership changes are viewed as being more democratic, fair, and capable of fostering
greater levels of individual engagement and involvement. Organisations that switch from
transactional to transformational leadership practises do so not only for the reasons
mentioned above but also because transformational leadership practises have the potential
to boost productivity (Leithwood, 1992).

A person's attitude and way of thinking about their obligations changes because of the
knowledge the leader has brought about in them, not as a result of rewards or threats. A
key component of transformational leadership is the development of shared objectives,

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enhanced communication, and group decision-making. Given that the school's excellence
factor is highly tied to the efficacy of the school principal's leadership, it is very important to
adapt leadership styles to the current needs and developments in education in schools.

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 The source of transformational leadership, which is a leader's personal value and
confidence in the leadership relationship itself, is what makes it special since it can
ultimately create leaders among followers (Hoy & Miskel, 2005). To put it another way, a
transformational leader is also a change agent who will bring about change, particularly in
his organisation or school. A leadership formula like this is very needed in school
organisations or academic institutions, especially in the area of taking teachers' personal
development into account.

According to Hoy and Miskel (2005), leaders in institutions who research the
collaboration between teaching leadership and transformational leadership implemented in
schools, which ultimately results in high-quality pedagogy and student performance, are the
best candidates to implement the transformational leadership model. This is the outcome of
the transformational leadership itself, which was successful in uniting the teaching staff's
efforts and strong desire to contribute to the quality of the school or institution.

The interchange of thoughts, ideas, feelings, and emotions between two or more people
is referred to as interpersonal communication. It encompasses characteristics of
interpersonal communication that are both vocal and nonverbal. Success in the workplace is
largely correlated with having strong interpersonal skills. In contrast, a lack of interpersonal
skills might result in misunderstandings or confrontations with coworkers or management,
which can grow into more serious issues. You may foster a more pleasant work
environment, mend any relationships that get in the way of your productivity, and free up
time and energy by working on your interpersonal skills. A crucial "soft skill" called
interpersonal communication is one that is called for in many job descriptions. People with
excellent interpersonal communication abilities can become more empathetic to others'
feelings and thoughts. Being a team player or group leader, which is a trait that recruiters
look for, also involves interpersonal communication. Strong interpersonal communication
abilities allow you to express yourself clearly and deepen both your professional and
personal relationships.

The diversity of interpersonal skill kinds is an intriguing aspect of interpersonal skills.

Successful relationships and communication are examples of these abilities. Workplace
interpersonal skills development reduces conflicts, facilitates role coordination, and fosters
a positive workplace culture. Many people think that charm, charisma, and assertiveness

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come naturally to people. This claim is untrue. Anyone can pick up these talents and use
them in both their personal and professional lives.

2.0 Definition, concept, and theories on leadership skills

A leader is described as "the person who leads or commands a group, organisation,
or country, the leader of a protest group, a natural leader" in the Oxford English Dictionary.
The term "leader" has a certain formality to it in many ways. One individual is recognised by
the entire group as the "leader" of the organisation, and as such, has formal authority and
power. This can give young leaders the impression that they must be able to accomplish
everything well every time.

In his book We are All Leaders from 2013, Fredrick Arnander proposed a new
strategy. He thinks that we are the leaders because of our mindsets rather than our
positions. In other words, it is everyone's duty to step up when required. Arnander believed
that this "empowerment" was essential for creating organisations that would flourish in the
modern era, as well as essential for people who are already a part of the organisation.
Bamidele Ademola-Olateju, a Nigerian journalist, succinctly stated in an article that "a leader
goes in the front, leads the way, and by his action, people follow" to sum up leadership. She
contrasts this with a "ruler" who imposes their authority with force when required. While
Ademola-olateju was speaking about national leaders and rulers, the same can be true
about those in positions of authority in any organisation, whether it be political, corporate,
or even religious.

Recognising and controlling your emotions is thus the first step to leadership. To do
this, you must increase your emotional intelligence, or the capacity to recognise and act
morally on your feelings as well as those of others, to produce the desired outcomes. You
can develop the ability to make judgements and choose the best course of action using a
combination of emotion and reason. This will enable us to maintain our composure as a
leader when faced with a variety of options and unsure of one to choose. At the same time,
knowing what motivates you will help you maintain focus in challenging situations. These
are all majorly internal problems. They are concerned with your inner thoughts. Others will
see the outcomes but perhaps not the method. Additionally, leaders should work on their

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organisational skills. Leaders must be able to control both the events taking place in their
own work and personal life and those taking place around them. For effective delegation
and administration, this is crucial. Organisation comes more naturally to some people than
to others. If you're one of the people that finds it difficult, you have two options for
leadership. Leaders require strong analytical abilities as well. Particularly in recent years,
strategic thinking has come to be associated with leadership. Strategic thinking is a skill that
every aspiring leader must have, and it is likely the one that worries new leaders the most.
However, there is no secret to being able to think strategically, so we provide some
suggestions to get you going. Innovative thinking and creative thinking are additional
advantageous cognitive abilities for leaders.

One of the first ideas of leadership, leadership trait theory, dates back to Thomas
Carlyle's claim that "the history of the world was the biography of great man" in 1849. In
essence, it holds that leaders are born, not manufactured, and that some inborn
characteristics increase one's likelihood of success as a leader.

If those who had become leaders were likely to possess more leadership attributes
than their followers, early studies on leadership examined what set leaders apart from
followers. Many studies found little difference between two groups, which they attributed
to poor leadership choice. This lack of distinction was rather concerning, though, given the
aim of identifying leadership attributes was to make it simpler to identify potential leaders.

Over the years, trait theory has experienced ups and downs in popularity. It was
virtually the only style of leadership that was valued until the early 1950s. However, a
researcher by the name of Stodgill found in 1948 that individuals who were leaders in one
scenario were not necessarily leaders in another, which essentially demolished trait theory
and led to the emergence of situational and behavioural theories.

According to the theory of leadership traits, leaders and followers have distinct
personalities. To put it another way, leaders are distinct from followers. Alternatively put,
leadership is a skill that can be learned. According to situational leadership theories, a
leader appears to suit the circumstance. In various circumstances, different people will take
the initiative.

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 Contemporary theory of traits. The method is more subtle and considers whether
there are any personality traits that increase a person's likelihood of becoming and
succeeding as a leader. This is not to argue that people are more likely to pursue our
leadership position because of characteristics. For instance, most leaders are extroverted,
enjoy being around people, and look for positions in the spotlight. Other cutting-edge
methodologies allow for the analysis of characteristic combinations that may be useful in
specific circumstances, merging trait theory and situational theories of leadership. By
arguing that there are crucial characteristics that help people develop the requisite
leadership skills, create a vision for themselves and others, and then put that vision into
action, Kirkpatrick and Locke cleverly blend the two ideas.

These qualities are essential for leaders. First off, by "drive," they refer to a general
term that includes the ideas of having a track record of success, being highly driven and
ambitious, being energetic and tenacious, and having the initiative. Second, there is the
drive for leadership, which is the desire to lead others. This motivation is frequently brought
on by the establishment of a clear vision for the future of the business or organisation. It
most definitely has nothing to do with the thirst for power per se. Additionally, honesty and
integrity, which is about portraying an honest version of yourself, can help you earn the
respect of your audience. Fourthly, self-assurance, which is connected to emotional stability
and cognitive ability (commonly referred to as intelligence), and finally, business expertise,
which some believe is necessary for credibility. This is not always the case, though, as there
are many instances of highly successful CEOs being hired specifically because they lacked
industry expertise and would be more likely to support disruptive innovation.

Despite being frequently regarded as necessary for effective leadership,

characteristics including charisma, creativity, and adaptability appear to have less conclusive
evidence. A practical consideration is that many of these broad definitions may seem like
natural candidates for leadership qualities. After all, those lacking them are considerably
less inclined to look for leadership positions or work hard to get them. For instance, a
person lacking in drive, leadership aspirations, and self-assurance is unlikely to apply for a
CEO position or even try to take on a romantic role in a social group outside of work. This
prompts the question of whether leaders require certain qualities or are simply more likely
to have them.

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 The leadership attribute theory is probably best viewed as an intriguing hypothesis,
but one that shouldn't prevent you from aspiring to a leadership role, whether formally or
informally. There have been many excellent leaders throughout history who did not possess
the characteristics often regarded as ideal. It appears that great leadership is more likely to
result from a desire for achievement and figuring out how to get there than from having a
particular personality type.

Six alternative leadership philosophies were found by Daniel Goleman based on

three-year research of more than 3000 executives. Which is affiliative, democratic,
authoritative, or visionary, commanding or setting the pace. Positive leadership potentials is
a different concept of leadership behaviours. The four potential "positive leadership
potentials" are static masculine (the Good King, creating and valuing order), static feminine
(the Great Mother, nurturing those around her), dynamic masculine (the Warrior, favouring
action), and dynamic feminine (the Medicine Woman, important in change). Olivia has
divided the world into static and dynamic as well as masculine and feminine energies.

The traits and talents that facilitate communication and the development of
connections with others are known as interpersonal skills or "people skills." While
communicating verbally or nonverbally in whatever way, we exhibit interpersonal skills. The
advantages of having strong interpersonal skills in the workplace include the capacity to
collaborate effectively and be successful in negotiating complexity, change, and routine
chores. Employers search for candidates with one of the most sought-after soft skills during
job interviews: experts who can carry out technical tasks competently and communicate
well with colleagues. Think about the value of interpersonal skills in your business and job
role before applying for a position. Make every attempt to pick up those talents so you can
have an advantage over competitors.

Leadership is a soft skill that distinguishes professionals from their peers. It involves
more than just delivering orders and setting plans for the organisation; it also involves
inspiring people to give their all. Hiring managers are looking for talented candidates who
can inspire others through effective communication and who have leadership traits, self-
assurance, and vision. In the job, having a happy attitude can have a significant impact.
Positivity makes candidates and employees more likely to land a job and enjoy good
standing inside the company. Administrative assistants must have a cheery viewpoint since

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it can benefit others by reducing stress, fostering a sense of optimism, and boosting
productivity. The secret is to maintain a positive outlook in stressful conditions and to be
aware of workplace morale.

Maintaining emotional control and remaining composed in social circumstances are

traits of emotional intelligence. This is a useful talent in any industry since hiring managers
look for candidates who can maintain composure under pressure and refrain from taking
out their frustrations on others. Any position that calls for collaboration or inter-team
communication fundamentally requires emotional intelligence as a soft talent that
candidates must possess. In all industries, the cliche that "good communication is the bridge
between confusion and clarity" holds true. Any work that requires team collaboration or
direct contact with clients or consumers necessitates having excellent verbal and nonverbal
communication skills. When expressing your thoughts and ideas, effective body language
and eye contact are just as crucial as using words.

Nothing compares to the value of teamwork and team development at work.

Workplace morale and camaraderie are raised, job satisfaction rises, and employees can use
their skills to the fullest extent thanks to teamwork. A good team player will have
interpersonal abilities such as emotional intelligence, communication, and bargaining in
addition to teamwork capabilities. It takes a lot of teamwork to provide final products in
fields like software development where several personnel collaborate on a single project.
They therefore prioritise teamwork skills when selecting candidates for job positions.

Must good at listening in active action. An outstanding interpersonal skill you might
have is the ability to listen intently and be receptive to different viewpoints. A culture of
open communication among all employees is fostered through good listening skills.
Additionally, being a good listener enables you to comprehend directions completely and
produce work that satisfies all criteria.

One of the most important interpersonal abilities to have at work is empathy, or the
capacity to respect others and relate to their views, emotions, and experiences. People who
exhibit empathy and act with consideration for others' feelings tend to draw others to them.

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You may, for instance, listen to a coworker who is having issues at work or assist a project
that is running into unforeseen difficulties.

Any engagement in which two or more individuals talk to each other in order to
come to a consensus is referred to as a negotiation. The art of bargaining heavily relies on
interpersonal abilities. To find the best answer that pleases all parties, you must, however,
also use critical thinking and problem-solving skills. The recruitment consultant sector is one
where bargaining skill are crucial. Both the employer company and the job candidate must
be persuaded by the consultant that the other party is ideal for them.

Openness to criticism. Long-term success is more likely for professionals who are
open to feedback and who embrace constructive criticism. Being professional pays off since
you gain a far better reputation than your contemporaries who are unable to control their
ego and implement the needed improvements if you can satisfy the higher management.
For entry-level, report-driven jobs like an analyst post in a financial investment firm, being
open to criticism is especially crucial. Applying the feedback should enable you to get the
intended effects.

3.0 Objective of the research

I. To understand the meaning of being a leader from the perspective of the chosen
leader.
II. To understand the leadership style of the chosen leader.
III. To understand the leadership skills needed for the chosen leader to lead his/her
organization.

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4.0 Method of the research
Using method, Gmail. We emailed Zhang Guohua during this time since he was
preoccupied with his studies and numerous relationships. We had five email exchanges with
each other during this time, and he taught us about the leaders. Five inquiries. Which is,
what is Can you announce yourself as the head of the Student Union? What has your
experience been like as a leader? What do you think it means to be a leader, in your
opinion? What would you say your leadership style is? What fundamental abilities do you
believe a leader should possess?

Zhang Guohua attends Shenzhen No. 3 Middle School and is a high school student.
He, on the other hand, had a variety of interests and pastimes from a young age, with a

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focus on athletics, recreation, and the natural sciences. He also places a lot of emphasis on
his artistic prowess at the same time. From elementary school to middle school, he received
expert piano instruction. He also took part in several notable performances and garnered
numerous awards.

He is the student union's key figurehead. He coordinates and takes part in several
activities in his capacity as president of the student union. Coordinating the management of
the student union, creating development plans, streamlining the day-to-day operations of
subsidiary departments, planning and organising club activities, hiring publicity tasks,
organising competitions around popular events and student needs, and providing good
protection and management are the main duties of the student union.

5.0 Results of the interview

First question: As the leader of the Student Union, can you introduce yourself?

In the email he said: As the chairman of the student union, I would like to talk about why I
was successfully elected to this position. The President of the Student Union is responsible
for organizing and leading the Student Union and students. I stood out from the crowd at
the time because people thought I had certain outstanding qualities and leadership skills. I
can achieve self-confidence, sense of responsibility, and concern for my classmates. This is

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because I have demonstrated leadership potential both in school and in the classroom.
When doing group tasks, he can always plan and assign tasks reasonably, and guide
students to achieve common goals. In addition, I always face difficulties with a positive
attitude and can solve problems in my own unique way. As the chairman of the student
union, good communication skills are also very important, I can express my ideas. Also be
able to listen to the opinions of classmates and respond to their needs in a timely manner.
At the same time, taking responsibility is very important. In the student union, I have always
maintained a high degree of interest in organizational affairs, ready to take on my
responsibilities, and perform my duties with a high degree of self-discipline. When the
organization encounters difficulties, I always claim that I am not up to the standard, give
priority to finding my own shortcomings, and never arbitrarily shift the responsibility to
anyone in the team. The most important point makes me believe that I will do better from
beginning to end. Confidence is extremely important. In the end I said all this. To sum up, I
have: a strong team spirit. Strong oral communication skills. Strong organizational skills.
Event planning and public relations skills. There is also strong confidence and good team
relations.

Second question: Can you describe your leadership experience?

In the email he said: During middle school, I served as the monitor to help teachers with
daily affairs. And the leader of the school's biology and geography extracurricular activities
and organized many field and indoor practice activities. After I was elected the president of

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the student unionCoordinated the management of 30 people in the Student Union,
formulated development plans, detailed the daily operation of 7 departments, planned and
organized 3 sessions of club recruitment activities, and completed the recruitment and
publicity tasks perfectly.Focusing on hot events and students' needs, planning competition
activities, following up on site and providing good security, organizing nearly 10 school-level
friendly sports matches and orientation parties. The activities held by the basic school are
completed or participated by the students. I lead the members of the student union to plan
and complete them. I encouraged students to participate in volunteer activities and
community service projects. We organized regular visits to local charitable organizations and
collaborated with other schools to undertake joint initiatives that benefited the wider
community.

Third question: Can you tell us what you think it means to be a leader?

In the email he said:

• I think there are important implications of being a leader. First, leaders can shape
the destiny of a team or organization. We should have the ability to influence and
guide, to inspire others through our actions and decisions, and to lead the way
toward a common goal. The presence of a leader can set an example for team
members, inspire creativity and motivation, and drive the entire team toward
success.

• Second, leaders are able to achieve goals and create results. We are usually
responsible for setting organizational goals and developing strategic plans to reach
those goals. We need to ensure that the team is working in a productive direction
and achieving measurable results by allocating resources wisely, managing time and
tasks effectively, and guiding the work of team members.

• In addition, leaders are able to lead team members to grow and develop. We need to
promote teamwork, establish a positive work atmosphere, and encourage
employees to reach their potential. We are able to identify and develop talent and
provide support and guidance to team members so that everyone can continue to
grow and contribute more to the organization.

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 • Finally, being a leader also means taking responsibility and making decisions. We
need to make tough choices in complex environments and be accountable for the
consequences of our decisions. This requires a high level of responsibility and
decisiveness, as well as the ability to remain calm and wise in the face of challenges.

• In summary, I believe that being a leader represents the ability to influence others,
achieve goals, develop teams, drive innovation, and take responsibility. Leaders are
not only important pillars of organizations, but also agents of progress and
development in society.

Fourth question: Can you describe your leadership style?

In the email he said: As the Student Union President, I believe in a collaborative and
inclusive leadership style. I strive to create an environment where every student's voice is
heard and valued. I encourage open communication and active participation from all
members of the Student Union. I also believe in the power of regular meetings and
discussions. I schedule frequent meetings with the members of the Student Union to gather
their opinions and ideas. During these meetings, I actively listen to their suggestions,
concerns, and feedback. I make sure that every member has an opportunity to speak and
contribute to the decision-making process.

Fifth question: What do you think are the basic skills a leader should have?

In the email he said: As far as I’m concerned, I would need to possess the following essential
skills as a leader:

1. Communication Skills: Effective communication is crucial for a student council

president. This includes both oral and written communication, as well as active
listening skills to understand the needs and concerns of fellow students.

2. Organizational Skills: Being able to plan and organize various events, meetings, and
activities is important for a student council president. This involves setting goals,
delegating tasks, and managing time efficiently.

3. Problem-Solving Skills: As a leader, Zhang Guohua should be able to identify and

address issues or conflicts that arise within the school community. This requires
critical thinking, creativity, and the ability to find practical solutions.

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4. Collaboration Skills: Working collaboratively with other students, teachers, and staff
members is essential. This includes building relationships, fostering teamwork, and
encouraging participation from all stakeholders.

5. Decision-Making Skills: Making informed decisions is a key responsibility of a student

council president. Zhang Guohua should be able to weigh different perspectives,
gather relevant information, and make decisions that benefit the student body as a
whole.

What we learn from him is leaders usually have certain leadership skills, and they
can teach you how to effectively organize and manage a team to achieve a common
goal. Leaders usually have a wealth of experience and knowledge in their field, and they
can share the lessons they have learned throughout their careers. By listening to their
experiences, we can benefit from their wisdom and avoid repeating their mistakes.
Leaders usually have a high level of strategic thinking skills and can see the big picture
and long-term goals. They can take a broader view of the problem and develop effective
plans and strategies. As leaders, effective communication and influence are critical. They
know how to work with different people and motivate them to work toward a common
goal. By observing and learning from their communication skills, we can improve our
own communication and influence skills. Leaders all have their own unique leadership
style and values. By observing and learning from them, we can discover a variety of
different leadership approaches and find what works for us.

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6.0 Conclusion
It is important to note that different leaders may have different strengths and
characteristics, and no leader is perfect. Therefore, when learning from leader, we should
be selective in absorbing valuable aspects and think about and apply them in the context of
our own situation and goals.

To conclude, leadership is required in probably every sphere of life. Good leadership

is the door to success. In contrast, bad leadership is a guarantee of failure. Consequently,
good leaders are what make the world go around.

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7.0 References
Abdul Ghafar, M. N. (1999). Penyelidik Pendidikan. Skudai: Universiti Teknologi

Malaysia.Awang, A. I. (2005). Penguasaan Kemahiran Interpersonal di Kalangan Pelajar

Kejuruteraan Politeknik. Universiti Tun Hussein Onn Malaysia: Tesis Sarjana.

Dainton, M. & Zalley, E. D. (2005). Applying Communication Theory for Professional Life.
Sage Publications, London.

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