Introduction In today’s professional realm, extraordinary leadership is essential due to financial instability, worldwide rivalry, dwindling markets, unemployment, growing skepticism and distrust. So today’s professional leaders need an exceptional approach of leadership that meets all these necessities (Raja, 2012). There are two empirical studies that address the relationship between both a transformational leadership and the follower. The two faces of transformational leadership: Empowerment and dependency, (Kark, Shamir, & Chen, 2003); Impact of transformational leadership on follower development performance: A field experiment (Dvir, Eden, Avolio, , & Shamir, 2002). In order to verify if the results of these studies have intense validity, there has to be an evaluation done on them.
Leadership Development - Case Studies Sales Engineering Division Does John Terrill’s leadership style fit the definition of leadership in Exhibit 1.1? Explain. “Leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes” (Daft, 2008, p.5). Key elements of this definition are influence, intention, personal responsibility and integrity, change, shared purpose, and followers. “Leadership involves influence, it occurs among people, those people intentionally desire significant changes, and the changes reflect purposes shared by leaders and followers” (Daft, 2008, p.5).
L.L. Bean Relies on Its Core Values and Effective Leadership 1. What style of leadership do you think most L.L. Bean managers probably employ? I believe that managers’ effectiveness often depends on their styles of leadership, that is, their ability to influence others, either formally or informally.
Ben Lewis Leadership Styles Leadership, according to Ken Blanchard, is a process which requires leading a team of people and working alongside them in order to achieve specific goals. While the description is deceptively simple, the techniques used to attain the desired result can vary wildly depending on a number of factors and scenarios. These can range from the specific demands of the task, to time constraints, and personality types, of both the leader and team members. Recognising behavioural traits is important when evaluating leadership techniques because decisions and judgements are made by team members based on the personality and behaviour of the leader. 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.
Although the studies look at different theories of leadership, they both attempt to address personal influences on leadership. Colbert, Judge, Cho and Wang assert that the use of self-ratings alone inaccurately depict the relationship between personality and leadership but the inclusion of observer ratings coupled with self-ratings can explain variances in leadership. Dai and De Meuse argue that a person-centered approach is key to understanding leadership profiles across organizations and that success in leadership is not solely rooted in the skills-based theory offered to date. The researchers for each study, referred to as Article I and Article II moving forward, challenge the existing theories, though not in their entirety, and offer exceptions to the accepted premises of both theories. Comparison of the Research Questions Each of the researchers takes a different approach to generate significant data and answer critical questions about the prominent leadership theories of our time.
In the Titans, case I feel that their attitude had a lot to do with their success. The second topic/factor was leader behavior and power. Let’s contrast the two, leadership is the ability to influence a group toward the achievement of a vision or set of goals where as power is a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes (Judge, et al., 2010). So how were these two used in the film? Well leadership behaviors varied among the two coaches.
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).
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
The great person theory of leadership assumes that leaders possess a special cluster of traits that sets them apart from followers (Judge, 87). Using the trait-orientated focus popular with psychologist, researchers have show that leaders tend to possess high cognitive ability, inner drive, and the desire to take on a leadership role, self-confidence, integrity, and sufficient flexibility to develop novel approaches to problem solving. An individual with these traits would be more likely to emerge as a leader amongst their peers. More recent scholars have argued that effective leadership emerges from situations or crises that invoke leadership skills rather
More recent conceptualisations of leadership include contingency theory (), and transformational leadership (). Each of these theoretical models has a contribution to make in forming a comprehensive understanding of the relationship between leadership and organizational change and we shall explore how adopting a definition for leadership or organizational change infers the role of the other. However we define leadership, the concepts of organizational change and leadership can be argued to be inextricably linked. If a leader was not able to effect any change within an organization then it is hard to imagine a way in which such a leader could be effective in their role. Thus organizational change is at the very heart of a leader’s role.