Sample Answer
The Leader I Aspire to Become
Introduction
Leadership has always fascinated me because it sits at the intersection of psychology, ethics, and real human interaction. It is not a static role but a continuous process of reflection, influence, and growth. In modern organisations, effective leadership is less about authority and more about creating an environment where people feel motivated, supported, and trusted to perform at their best.
This essay explores the kind of leader I aspire to become, built on a blend of transformational, servant, and authentic leadership theories. I call this combination my “Empathic Transformation Model.” It combines vision-driven change (from transformational leadership), genuine care and empowerment (from servant leadership), and transparency with self-awareness (from authentic leadership).
I will justify why I chose these elements, reflect on how I would involve followers in my leadership approach, analyse my current capabilities, and outline my key development priorities and strategies for growth.
Understanding Leadership and My Aspiration
Leadership is a social process that influences people toward achieving shared goals (Northouse, 2022). Over time, my understanding of leadership has shifted from viewing it as authority-based control to seeing it as a collaborative process grounded in emotional intelligence and integrity.
The leader I aspire to become is someone who inspires trust, nurtures collaboration, and drives change without ego. I want to lead with empathy while maintaining accountability, balancing people’s well-being with organisational performance.
To achieve this, my model draws on three main theoretical pillars:
-
Transformational Leadership – to articulate vision and inspire innovation.
-
Servant Leadership – to prioritise the growth and empowerment of followers.
-
Authentic Leadership – to ensure my leadership remains grounded, ethical, and self-aware.
These approaches complement one another by combining emotional depth with strategic purpose.
Transformational Leadership: Inspiring Purpose and Growth
Transformational leadership, introduced by Burns (1978) and expanded by Bass (1990), focuses on motivating followers through vision, inspiration, and shared purpose. Transformational leaders appeal to higher values and help individuals reach their potential by connecting their work to a broader mission.
In my leadership model, transformational elements shape how I communicate vision and develop others. I am particularly drawn to its four key components:
-
Idealised influence – modelling the behaviours I expect of others.
-
Inspirational motivation – articulating a vision that excites and unites people.
-
Intellectual stimulation – encouraging creativity and critical thinking.
-
Individualised consideration – recognising each team member’s unique strengths.
I see myself applying these principles by framing goals in ways that connect emotionally with my team. For example, in a future managerial role, rather than demanding targets, I would discuss how achieving them contributes to both organisational success and personal development.
Research supports this approach. Bass and Riggio (2006) found that transformational leaders increase intrinsic motivation and job satisfaction, which enhances performance over time.
Servant Leadership: Placing Followers First
The second element of my model is servant leadership, first conceptualised by Greenleaf (1977). It emphasises that true leadership starts with a desire to serve others, helping them grow and succeed. Unlike traditional power-driven leadership, the servant leader’s influence comes from empathy, listening, and stewardship.
I find servant leadership personally meaningful because it aligns with my values of kindness, inclusivity, and empowerment. In practice, I aspire to demonstrate this through behaviours such as:
-
Active listening and valuing follower input in decision-making.
-
Encouraging personal growth by providing learning opportunities.
-
Building trust through transparency and humility.
Servant leadership has strong empirical support. Liden et al. (2008) found it improves team cohesion and commitment, while Eva et al. (2019) linked it to increased organisational citizenship behaviour.
For me, incorporating servant leadership means creating a work culture where employees feel heard and appreciated, not controlled. My goal is to make leadership a shared process rather than a top-down function.
