This article is an introduction to a new leadership model as the title of this article states. Many leaders today are not simply operating on the traits of one particular model but on a combined model or to non-traditional leadership practices. Many consider current leadership models to be outdated and therefore in need of drastic change. Intelleformational leadership (SM) has been designed for that purpose.
Leadership has evolved throughout the many years that humanity has existed and extensive research has been accomplished and several theories have been developed. Despite these theories having been developed, most researchers and leaders do not agree on the concepts created. The problem has reached a point in which leaders have all but abandoned traditional leadership theories and embraced non-traditional leadership concepts.
In the 1970s James MacGregor developed the transformational theory of leadership. Since this is one of the latest theories developed, there are many leaders today who have embraced this theory. However, sometimes this theory is combined with other theories such as authentic, values-based or some other theory. Some researchers have found that the leadership theories in use today seem to be outdated and not keeping pace with the demands and needs of modern organizational environments. Oftentimes, those who have developed leadership theories propose that the style should be practiced independently. There are some similarities between some of the theories and therefore perhaps should not simply be kept distinctive and separate.
Intelleformational leadership (SM) has been developed in response to the many changes occurring in leadership, especially in response to the increasing number of Millennial and Gen Z workers. As presented in this book, there are many viable leadership theories and each has its pros and cons. The basis of this new leadership model is not to take away from the other theories, but rather to create a new model based on the core doctrines of authentic and transformational leadership along with the core doctrines of emotional intelligence.
Traits of Intelleformational leadership (SM)
Keep your emotions in check. Know and understand your strengths and weaknesses. Work on your weaknesses and make them strengths.
Do not allow anger or jealousy to be predominant in your leadership activities. Don’t make impulsive, careless decisions.
Be highly productive, seek challenges and become effective in all you do.
You must identify and understand the wants, needs and desires of each employee. Avoid stereotyping and judging too quickly.
Focus on long-term results
Don’t waste time on temporary setbacks or worry about less than stellar results. Focus on the long-term. Patience and hard work do take time and yield great results.
Confidential and private situations must be handled with integrity. Do not ever betray the confidence entrusted to you.
Your behavior should be consistent. That way your subordinates will know what to expect from their leader.
You should get the complete support of everyone involved. When people oppose your changes determine why they feel that way and explain how the change can help them. People who feel that their leader is willing to face known issues and help to solve them, people will become invested in you.