How Leaders Should Develop and Adapt

¶ … Leadership Including Behavioral Leadership, Emotional Leadership, Feminist Leadership, Transformative Leadership and So Forth

There is a definition of each concept as well as figures and matrices that explain how to rate and assess a leader

Expands on the fact that many transformative and similar leaders have good charisma and it is asked out loud whether or not such a thing can be taught to leaders or if it's just "there" for some and not others.

Explores the general idea of whether or not needed or at least desirable leadership traits can be taught and to what degree leaders can be developed.

The effects of certain traits are inspected in terms of how they affect the performance of transformation leaders and overall managerial performance

The concept of managerial performance is described as part of what certain traits can do to affect said performance.

d. Article Four

Introduction of total quality management and how it can be interfaced and inter-related with leadership styles and concepts

ii. Serves to define quality when it comes to leadership performance, styles and outcomes.

e. Article Five

i. Describes the broader leadership concept of behavior and how it can affect the leader's performance as well as those that the leader is directing

ii. Looks at the validity of prior assertions. Validity would mean whether prior conclusions were valid and they stand up to scrutiny and further review. Indeed, some studies and the outcomes thereof are off-base or not clearly as broad-based as they were perceived to be initially.

III. Theme Two -- Leader Attributes

a. Article One

i. There is talk about the different traits of leaders including whether they are strong or weak, task oriented or not, relationship-oriented or not, their use of motivation, their use of goals, their overall behaviors, how followers do or do not react and so forth

b. Article Two

i. Talks about how charisma figures into leadership and what affects it can have on the leadership performance based on the style that is being used and whether charisma is really necessary when it comes to managers

ii. A lot of talk about how verbal, non-verbal, and other skills have a very demonstrable effect on the outcomes a leader's experiences and how developing them, if that is possible, can be a boon to everyone involved.

c. Article Three

i. Certain common traits of leaders are discussed in this article including standard intelligence, emotional intelligence and personality.

ii. These traits and how they interface with certain leadership styles and performance are covered

d. Article Four

i. Speaks to what leadership traits and behaviors are necessary to implement a TQM approach when it comes to leadership

ii. Speaks of the cause and effect that occurs when point A is properly implemented

e. Article Five

i. Traits covered in this fifth study include the effectiveness of the leader, the general competency of the leader, openness to new things and intelligence are just some of what is discussed.

ii. They note that while demographics are not irrelevant, leader traits are the biggest catalyst when it comes to leadership performance

IV. Theme Three -- Ethics

a. Article One

i. There is talk about the ethics of leadership including how some leadership styles bend the rules when it comes to ethics while more leadership styles (e.g. inclusive ones) are more apt to be ethical and equal for everyone involved.

ii. There is the idea that leading from a feminist perspective might not be the best path forward as trying to correct for male-dominated societies can affect those that were not involved with the oppression in question

b. Article Two

i. Painting with too broad a brush may be reaching too far as charisma can be interpreted differently by different people.

ii. Some might say that charisma is overrated and/or is actually a waste of company time and resources when it is put on display

c. Article Three

i. It is important to have emotional intelligence because it is unethical to blindly and ignorantly treat people in the say way regardless of the personal and professional struggles that occur

ii. Research of these subjects must also be done in an ethical way.

d. Article Four

i. Willfully and knowingly allowing quality to slip in favor of economic gains can be detrimental to the business, at a minimum

ii. Lack of TQM management from a leadership perspective can also lead to much bigger problems including those that could endanger employees and/or consumers.

e. Article Five

i. The idea of assessing leader quality based on demographics is controversial for a number of reasons.

ii. Leaders need to know the proverbial line in the sand is when it comes to what decisions to go through with, which ones not to do so with and why the answer is what it is for each.