Leadership approaches, ethics, and procurement practice applications

Leadership Approaches and Theories

The objective of this study is to examine various leadership approaches and theories. This study will reflect upon the readings and consider the various leadership approaches and theories and attempt to answer how the ideas presented in the article relate both to the ideas and concepts presented in leadership as well as to the notion of ethics in leadership and finally, how these ideas and concepts in the article can be applied in ones' personal leadership practice. The work of Blanchard (2010) entitled "Mission Possible" published in the Journal for Leadership Excellence relates that leaders, while learning from the past, must also prepare for the future to avoid organizational stagnation. Blanchard's work presented the GAP Analysis Model for leadership.

Blanchard on Learning and Growth

Blanchard writes that one has to pay attention to "not only what you're doing now to perform better but also to what you have to do tomorrow, managing the present, and future simultaneously." (p.1) According to Blanchard, the S-shaped Sigmoid Curve is a model that reflects the requirement of managing the present and future at the same time. It is called the learning curve as well and involves the individual's learning and development through a process of trial and error in which they are enabled to develop self-confidence and achieve a level of mastery. However, according to Blanchard, it is necessary for the individual to continually renew himself or herself or they will experience boredom and ultimately a drop in their performance.

Blanchard states that the curve experience can be likened to a roller-coaster ride with its ups and downs. He stated specifically "As the car goes up, you enjoy the slow, steep climb. As it nears the top, you gasp in awe; and when it suddenly plunges downward, you scream." ( ) Blanchard states that one not need wait until there is a crisis to renew their performance as it is possible to "anticipate the drop-off before it begins and put a different plan into effect." ( ) In fact, the best time to check one's progress and to give thought to the launch of a new curve is before the crisis. Blanchard states that the existence between these curves provides leaders with the requirements of:

(1) Keeping the first curve alive long enough for the second curve to form; and (2) Development of the discipline to allow funds to be need to be siphoned away from the curve they are leading (first curve) to one which they may not be leading (second curve).

Blanchard states that when the individual is not working at their best performance level that it is everyone that is the loser including employees, customers as well as other stakeholders. It is not possible for the organization to simply dismiss gaps and expect to survive. The job of the leader in an organization is to identify existing gaps and what caused those gaps and then correcting gaps "without jumping to solutions." (2010)

II. Leader's Goals

The leader's goal should be closing gaps "in a systematic way so that ultimately there is a positive impact on all stakeholders. Every manager/leader can zap the gaps and turn in a winning performance -- provided the company has a sound business model and meets a real customer demand." (Blanchard, 2010) The strategy for "zapping the performance GAPS includes the following stated steps:

(1) Analyze the "is."

(2) Pin down the causes.

(3) Select the right solutions. (Blanchard, 2010)

Blanchard additionally relates the need to:

(1) Hire people whose skill sets match the needs of the company.

(2) Ensure that the roles and performance expectations are clearly understood, that team members are coached and reinforced, and that the incentives are truly motivating. (Blanchard, 2010)

The gap analysis is examined as well in the work of the Oregon Small Schools Initiative and is stated to include the steps set out in the following illustration.

1) IDEAL SITUATION

This section contains a detailed description of the intended benchmark, result, or outcome.

The development of the descriptors for this section provides an excellent opportunity for stakeholders to work together to set a vision for the organization.

EXAMPLE

Central

High School

is a place where 9

th grade students are well supported in their transition to high school.

3) CLOSING THE "GAP"

This section contains the specific strategies that are designed to close the gap between the actual and the ideal.