Leadership Models and Their Applications

Probability In statistics, probability is the chance of prediction and tells how likely the event will happen. This is determined by dividing the number of favorable outcomes by the number of possible outcomes. P=number of favorable outcomes / total number of possible outcomes Bivariate data: When analyzing bivariate data, there are two approaches, you compare summarized statistics of the available variable quantities one by one, or you use regression analysis in order to determine the direct relationship between the data.

Bivariate analysis involves exactly two measurements being made on each observation, say X and Y. one instance is when the weight X and height Y of a population is taken into the observation sheet. In bivariate data, the X and Y observations are paired, unlike the two sample data set where the two observations (X & Y ) are not necessarily paired.

Bivariate simple random sample can be as follows (X1,Y1), (X2,Y2),,,,, Such data can be plotted on the graph to form the scatter plot that gives the relationship between the paired data (Guerra R. & lane D.M., 2016). Leadership Omnibus leadership model; focuses more on the values that are tied to the intrinsic behaviors of the leader directed towards the goal. It inclines more towards leadership being an innate thing that one is born with.

Dynamic Cultural leadership (DCL); it recognizes the highly culturally dynamic environment in organizations and places emphasis in three levels for an effective leadership; personal level, team level and organizational level. There is need to focus on the skills, abilities and knowledge of the leaders in order for the organization to be empowered and meet its mission and vision. Bolman & Deal's Reframing Leadership; this model suggest that leaders must be situational oriented in their approach to leadership.

The guiding principles here are structural, political, human resource and symbolic principles which help guide the decisions and the leadership of any good leader (Ledlow G. & Coppola N., 2011: Pp191-199). Yukl Leadership Model; Yulk viewed leadership as the process of influencing other to not only understand but also agree and do what is needed to be done to achieve the intended goals. Leadership operates in group and centered around achieving of goals.

This leadership approach involves flexibility and adaptability to the situation in order to influence people and achieve the goals (Yukl G. & mahsud R., 2010). Ethics, values and morals Ethics entail the generally accepted set of principles in a given field or profession. These are often codified into formal systems and applied across the board. An example is the medical code of ethics that guide the operations of the nurses in the profession. Contravening these ethics may lead to some form of punishment.

Values are basically the rules and regulations that guide decisions or actions of someone or a group of people. A good example is the values that a political party has or a group which can be seen to be liberal values or conservative values. Morals have a social attachment to them and are generally broadly accepted in the society. They tend to describe the goodness or badness of an action. It is the motivation based on the idea of right and wrong.

In most societies having relationship with close cousins is considered immoral, though not illegal in some states or societies, dating a first cousin is often considered immoral (Changing Works, 2016). Human Resources The hierarchal levels as defined by Schein are the artifacts, Espoused values and basic assumptions. The artifacts include the visible organizational structure and process like the language, technology used, creations and such artifacts may be difficult to decipher.

Espoused values refer to the strategies, philosophies and goals which influence the behavior and approach of employees and often are started by the founder. Basic underlying assumptions refer to the unconscious steps that are taken for granted and the beliefs, thoughts and feelings that pervade the organization (Kong S.H., 2003).

The generations in the current workforce are the traditionalist/silent born before 1946, then the baby boomers between 1946 to 1964, then there are the generations X who were born between 1965 to 1980 and lastly Generation Y or Millennials who were born after 1980 (Knight R., 2014). All these four generations work side by side in the current workplace.