Finally, I will conclude with a reflective analysis and reveal what I have learned from my research about leadership and the application of the three leadership theories. Three Theories/Models Fiedler’s Contingency Model Fiedler’s contingency model emphasizes the importance of both the leader's personal ability and the situation in which the leader must operate in. The model predicts that the effectiveness of the leader will depend on both the leadership style and how favorable is the situation (Northouse, 2010). Leadership style is measured by what Fiedler calls the least preferred co-worker (LPC) scale. Using a series of scales, the leader is asked to think of all
There are a number of models that have been developed to analyse leadership styles and to help me explore my own, I am going to use Douglas McGregor’s “XY Theory”, Ken Blanchard’s “Situational Leadership” and John Adair’s “Action Centred Leadership.” Douglas McGregor – XY Theory X Y Autocratic Style Democratic style McGregor’s theory describes a continuum whereby “X” is at one end of a sliding scale and “Y” the other. It assesses the behaviour of the leader and the attitude of those being led and how this can have an effect, both positive and negative, on workforce motivation. Under the autocratic leadership style of “X”, all decision-making powers are centralized in the leader. It permits quick decision-making, as only one person decides for the whole group and they keep each decision to themselves until they feel it needs to be shared with the rest of the group. But it also makes an assumption that workers need to be coerced into doing their jobs correctly and naturally leads to a much tougher approach with them, usually through a system of rewards and punishments.
Case Study Analysis Part 1 LDR 600 Grand Canyon University May 8, 2013 Case Study Analysis 1 Leadership is defined as a process of influencing a group of individuals in order to achieve a set of common goals (Northouse, 2010). The process of exercising influence can go smooth or rough depending on the traits and personality of the leader. Identification of these traits and personality variables is important to determine the potential efficacy of a leader. In this paper, an analysis of the trait perspective, powerbase, differences between managers and leaders, and the five factor personality model will be performed while drawing upon Coach Knight and Coach K as examples. The Trait Perspective The trait approach to leadership focuses
1. Consider the factors from the situational leadership theory outlined in Figure 13.4. Apply these factors to Jacobs and Windber Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. It refers to the leader or manager of an organization making adjustments in his or her leadership style to fit the development level of followers he or she is attempting to influence. Leaders have to change their style, not the follower adapting to the leader’s style.
Managers have the responsibility and power to make decisions and oversee companies. A leader will be able to think and act creatively in difficult situations. Leadership unlike management cannot be taught, but can be enhanced by mentoring or coaching. Hersey and Blanchard 1972, Situational leadership. Hersey and Blanchard believed that a person’s readiness was the situational characteristic that determined the combination of task and a person’s behavior.
He proposed that there were three levels of leadership:-1) Public – actions or behaviours taken by leaders to influence two or more people simultaneously that were directed towards setting and agreeing a purpose for the group, creating an environment conducive to high performance and driving successful team results. 2) Private – one to one handling of individuals. 3) Personal – technical skills and knowledge, attitude towards others and self-awareness. John Adair proposed the action centred leadership model – a set of behaviours that help the group to perform their task. These are modelled on the needs of each of the following: Team, Task and Individual.
The authors we will compare are; James McPherson, Stuart Sifakis, and Ethan S. Rafuse. We will analyze how they viewed McClellan on the issues listed below: 1. James McPherson’s view of McClellan as planner and as a leader. 2. Stuart Sifakis’ view of McClellan’s organizational, training, and leadership skills.
The behaviors of successful leaders are learned through a lifetime of experiences, education, and training. The autocratic or domineering leader is vigorous and uses control and intimidation to acquire his or her needs. The democratic leader uses a majority rules approach and participation in setting goals to uphold collaboration. The contingency leader acclimates to the varying surroundings within the organization and determines the most effective leadership style. The behavior of the leader will differ and any specific leadership style will not prevail in certain situations.
Address the following questions: § Define the term and concept of leadership traits, including those traits associated with successful leaders. § Expand upon the effect of personality and intelligence on a leader, including how one’s personality and level of intelligence impact their leadership success. § Present a minimum of two leadership studies or theories that discuss leadership traits. Propose/promote your theory on the subject of leadership traits, including those traits which you feel are important for aleader’s
At the time of writing, Jackall noted that the bureaucratic structure of the three reviewed corporations created circumstances that profoundly affected morality and ethical managerial decision-‐making. The Leaders within the corporations (either managers or decision makers) would set the standard for organizational morality, which would then be used to govern and benchmark the followers (employees/subordinates). Jackall noted that the need to be successful was a key driving factor, and skewed the morality decisions within the company. However this was not from the top level, despite the CEO being the trendsetter for corporate ethics. Jackall found that despite ‘power’ lying with the CEO, the decision making process was pushed lower down the chain.