My short-time internship experience in Bank of Nanjing gave me the chance to know about how the investment-banking department operates, and it interested me. However, the investment banking industry in China is still immature because of limited talents and low efficiency of resource allocation; few investment banks are actually making profits. I believe that if you want to learn, you have to learn from the best. Therefore I plan to stay in United States after graduation to work and gather experiences. Even though the Chinese market is not mature right now, yet nobody can deny that it has enormous potential and opportunities.
Secondly the dimensions of the leader would include characteristics such as “Awareness“, “Persuasion“, “Conceptualization“ and “Foresight“. Awareness - the servant leader has to be self reflective about his own weaknesses and address them permanently. Persuasion - he has to be able to form a consensus that represents the majority opinion. Conceptualization - the servant leader needs the ability to determine goals that comply with the vision of the organization. Foresight - he is required to be able to predict the consequences of the decisions made.
Through experience, group members expect-even predict-certain behavior patterns from us. Our style is the one that they perceive us to display when we lead. It is not what we believe our style to be that is important, but what our followers believe it to be. They react according to their concept of our style. Leadership Studies The focus of leadership studies has shifted considerably over the last century.
Definition: Leadership styles may also be known as management styles. They are the approaches that people use when directing and motivating people to achieve a task. The leadership styles we are most interested in are outlined as follows and only bad leaders will stick to one predominant style. Good leaders will change their style according to the circumstances and situation they are dealing with: • Authoritarian This style is used when the leader wants to achieve a task quickly. S/he will just tell the team or individuals what s/he wants to be done, when to do it and even how to do it without consultation from the team members.
Transformational Leadership The world of leadership has changed from focusing on qualities of distinguishing leaders and their followers to focusing on other variables, e.g., situational factors, skill levels, etc. At the onset of the Leadership theories revolution, Traditional leadership theories were clustered into different theories: Dispositional theorists taught that if one possesses certain attributes, then they could be a great leader. Behavioral theorists believed that great leadership was based on what one does and emphasized that leadership capabilities are not innate, they could be learned. Contingency theorists stressed that the ability to be a leader was dependent on various situational and environmental factors e.g., the leader’s preferred style or the capabilities and behaviors of their followers. Contemporary theorists believed that leadership was influenced by social power, context, and
Hersey and Blanchard (1971) also promotes the situational leadership theory and says that “a leader must match his or her behavior to the situation being faced.” They also not only speak about the situation but also include the behavior of the subordinate in the equation and states that “the leader is expected to adjust the mix of directive and supportive leadership behaviors to match the changes in the subordinate’s behavior.” Fiedler’s (1964) sees the situational theory as limited as he believes that a leader’s behavior cannot change so the contingency theory is created as the premise by which a leaders’ effectiveness has to be dependent or is contingent on the ability to match the leader style to a particular situation. So it is believed by Fiedler that organization should seek to choose leaders according to their style and ensure that they are best suited to achieve the aims and objectives of the
This research will try to explain the relevance of the leader’s role in the effective governance organisations and how depending the role-played can alter the organizational outcomes. As a second aim, this essay will introduce the concepts “leadership” and “governance” showing the similarities and differences of both concepts to distinguish between its role and development. For this reason, research pretends to discuss these concepts to full understand the significance of governance and leadership within companies. In addition, a third aim was to expose the differences between a manager and a leader because both concepts are interrelated but also
Different theories have been developed by famous leaders to help answer some of these questions. Listed among some of the leadership theories are Great Man Theory, Trait Theory, Behavioral Theories, situational leadership theory, contingency, Transactional and Transformational. DEFINITION OF LEADERSHIP Chester Benard defined leadership as the ability of a Superior to influence the behaviour of subordinates and persuade them to follow a particular course of action (Benard 1938). According to (Pankaew, 2013) Leadership is the art of leading others to deliberately create a result that wouldn’t have happened otherwise. According to Alan Keith of Genetech cited by (UK essays n,d) states that “Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.
ABSTRACT This paper has sets of two questions it addressed. The first part of the academic essay defines both transactional leadership and transformational leadership and throws more light on their individual attribute which makes up what a contemporary leader should display in the name of Full Range Leadership. The second aspect of the paper work deals with the weaknesses contemporary organizations face in the charismatic and great man style of leadership. This study will examine how contemporary transformational leadership practitioners have mitigated these weaknesses. INTRODUCTION Transactional leadership theory takes a behavioral approach to leadership by basing it on a system of rewards and punishments (Bass & Avolio 1993).
"Understand The Importance Of Leadership Styles And Behaviour Management Essay Hersey and Blanchard developed a Situational Leadership Model of management and leadership styles in order to present the ideal progression of a team from immaturity (stage 1) through to maturity (stage 4) during which management and leadership style progresses from directing(1), through the stages of increased management involvement of coaching (2) and supporting(3) to the final stage where the manager becomes relatively removed – delegating (4). This is the point at which the team is almost self-sufficient and possibly contains at least one managerial/leadership successor. I have applied a Hersey-Blanchard type questionnaire to determine my own leadership style. The analysis of the responses showed that I have a slight tendency to be directing above supporting and delegating with a lesser inclination towards a coaching style of management. Four situations where different leadership styles would be appropriate for your team Directing style – this is generally applied when staff in the team are highly motivated to do their work but do not have much experience.