Leadership As a Montage of Thesis

Excerpt from Thesis :


Like the passages model, the leadership as a point of view model focuses on
developing one extraordinary leader its end result. The process of
achieving that end result is similar to the servant leadership process, in
that it requires the leader to focus not on levels or situations, but
instead on a formula for success, namely "seeing what needs to be done,
understanding all the underlying forces play in a situation, [and] having
the courage to initiate action to make things better" (Clawson, 2006,
chapt. 1). Still, the model's process contains facets similar to the
situational model by asking leaders to look at underlying forces, as well
as facets similar to passages model by suggesting that leadership is a
function of a person's own qualities, which must be developed over time.
By focusing on the leadership as point of view model, organizations can
solve problems relating to the confusion of leaders as those with titles
and those without, giving real leadership responsibilities to those who
undertake a leadership point of view.
Thus, leadership models are diverse, each suggesting the same impetus
of leadership-the individual-but preparing that individual for different
end results through different processes. Still, each of the models is
useful for preparing an individual for different types of leadership
situations. Thus, leadership cannot be defined by a simple, dictionary
definition. Instead, it is the culmination of theories and models working
together to create a flexible ideal that can be manipulated according to
circumstances. Though the comparison of the four mentioned models, it is
easy to see how similarities and differences exist in leadership models,
how they stand apart and overlap in order provide options for different
leadership events.

References
Charan, R., Drotter S., & Noel, J. (2003). Six Leadership Passages. In J.
M. Kouzes (Ed.)
Business Leadership: A Jossey Bass Reader, 1e. (chap. 12).
Clawson, J. (2006). Level Three Leadership, Getting Below The Surface, 3e.
Greenleaf, R.K. (2003). The Servant as Leader. In J. M. Kouzes (Ed.)
Business
Leadership: A Jossey Bass Reader, 1e. (chap. 9)
Hersey, P. & Blachard, K.H. (2003). Situational Leadership. In J.M. Kouzes
(Ed.)
Business Leadership: A Jossey Bass Reader, 1e.
Kouzed,…

Sources Used in Document:

References
Charan, R., Drotter S., & Noel, J. (2003). Six Leadership Passages. In J.
M. Kouzes (Ed.)
Business Leadership: A Jossey Bass Reader, 1e. (chap. 12).
Clawson, J. (2006). Level Three Leadership, Getting Below The Surface, 3e.
Greenleaf, R.K. (2003). The Servant as Leader. In J. M. Kouzes (Ed.)
Business
Leadership: A Jossey Bass Reader, 1e. (chap. 9)
Hersey, P. & Blachard, K.H. (2003). Situational Leadership. In J.M. Kouzes

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