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The reason why, is because the attitudes that they are embracing will have an effect on the work environment. As staff members will look to executives based on: the actions and attitudes of managers. In those situations, where executives are only concerned about themselves, this will have adverse consequences upon productivity. With employees taking, a similar kind of approach as, the attitudes of supervisors. Once this occurs, it will create an atmosphere where no one is willing to go the extra mile.
While those executives, who are demonstrating that they are willing to do more for employees and mangers will have a positive impact on the organization. This is because of the attitudes and ideas that they are projecting, will have an effect on work environment. Over the course of time, this will influence on how profitable the company will be. As employees are willing to go the extra mile,…
Ayers, R. (2004). Leading by Example. NEI Associates. Retrieved from: http://www.neiassociates.org/leadbyexample.htm
Fox, L (2003). Enron the Rise and Fall. Hoboken, NJ: Wiley.
McKee, A. (2008). Becoming a Resonant Leader. Boston, MA: Harvard University Press.
Northouse, P. (2011). Introduction to Leadership. Thousand Oaks, CA: Sage Publications.
One noticeable weakness in the scoring measures is the fact that the questions must be answered in too absolute a manner. There is no room for flexibility or for answering in ways such as, "I normally accept the feelings I have about myself, except when I am in a bad mood." There are also differences in the ways I react to other people and to group pressures: it all depends on the people who form the group and my reaction to them in particular. When working with others who are less experienced than I am, I tend to be more confident. Yet if I am working with a group of others who are more experienced or have higher status than I am, I may be less prone to being assertive, sharing my opinion, or expressing myself as a leader. This bit of self-awareness sprung as I was taking the ALQ.…
Avolio, B.J. Gardner, W.L., & Walumba, Fred O. (2010). ALQ: Measure Authentic Leadership. Mind Garden. Retrieved online: http://www.mindgarden.com/products/alqconsult.htm
McCann, J. (2008). Leadership in the apparel manufacturing environment: an analysis based on the multi-factor leadership questionnaire
Teacher's College, Columbia University (n.d.). Survey Wizard. Retrieved online: http://devtc3.tc.columbia.edu/surveys/nature/index.cfm
Ethics: Puzzles and Perils of Transformational Leadership and Followership
The objective of this study is to answer as to what is authentic leadership according to ass and Steidlmeier and to answer what significant questions remain about the implementation and relevance of authentic leadership. This work will address the insights gained from Chapter 1 and Chapter 2 in 'The Courageous Follower' concerning the role as a follower. Finally, this work will answer as to the moral responsibilities of followers to their leaders or in other words will describe transformational followership.
Transactional and Transformational Leadership
The work of ass and Steidlmeier reports that that ethical aspects of leadership are constructed upon the framework of: (1) the leader's moral character; (2) the legitimacy of the ethical values that support the vision of the leader and its articulation as well as the program of leadership that is supported or rejected by those being led;…
Chaleff, I. (2009). The courageous follower: Standing up to & for our leaders. San Francisco: Berrett-Koehler.
Bass, B. And Steidlmeier, P. (nd) Ethics, Character, and Authentic Transformational Leadership Behavior.
Leadership Practices by Lieutenant Colonel Jeffrey G. Smith, U.S. Army
While the debate over nature vs. nurture continues, some people appear to be naturally born to assume leadership positions while others must constantly struggle to become and remain effective leaders. Moreover, some types of leadership have been shown to be more effective in certain circumstances than others, with transformative leadership being needed in some situations while authentic leadership is required in others. To determine the facts, this paper provides an overview of transformative and authentic leadership and a discussion concerning the relationship between them. The identification and description of a current successful leader, Lieutenant Colonel Jeffrey G. Smith, U.S. Army, and the rationale in support of his selection is followed by the results of a telephonic interview with this leader. Finally, a summary of the research and a discussion concerning how the results of the personal interview with Colonel Smith…
Avolio, B. J (2005). Leadership development in balance: Made/born. Mahwah, NJ: Lawrence
Northouse, P.G. (2013). Leadership: Theory and practice (6th ed.). New York: Sage
Leadership is a process that helps in directing and mobilizing people. It has for the past 100 years been a subject of many studies. These studies have come up with theories of the nature and exercise of leadership. Some of these theories include trait theories of leadership, theories of emergent leadership, leadership style theories, psychodynamic theories, and the path goal theories among others. The second section of this paper focuses on evaluation of behavior of selected leaders. Leaders of different organizations exhibit specific behaviors that are in line with models and theories of leadership. Their behaviors can guide the behavior of individual followers, groups, or even teams. The analysis section touches on how leaders perceive their roles and what makes them develop as leaders. The summary wraps up all that the paper is about and what I have learnt.
Management and leadership are interchangeably used in our everyday…
Avolio, B.J., Walumbwa, F.O. & Weber, T.J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-429.
Bass, B. (2008). The Bass Handbook of Leadership: Theory, Research, and Application. New York: Free Press.
Bennis, W. & Nanus, B. (1997). Leaders: Strategies for Taking Change 2nd Edition. New York:
Collins Business Essentials.
Delving deep within one's own mind provides opportunity for personal growth and this intention may be useful in attaining potential. Accumulating certain valuable personal skills throughout a lifetime has given me an opportunity to reflect on these experiences and summarize them in an educational manner, useful for gaining understanding into these practices. Leadership seems at times a very interesting phenomenon that has varying consequences and originations. My own personal leadership skills, I believe, are a clear and true reflection of my authentic self and provide a useful and cathartic method of displaying this authentic self towards others. The purpose of this essay is to explore my authentic self and describe how my authentic leadership skills are derived from this source. I will explore my strengths and weaknesses and examine how they relate to my value system and other learned behaviors. I will also discuss how I have improved…
At the core of leadership is the interaction between the leader and the follower. Much of leadership theory can be understood in terms of how leaders and followers interact and what the underlying assumptions are with respect to the roles and nature of leadership. Because of the many different types of leaders, and successful examples thereof, leadership scholarship has developed multiple branches that seek to explain leadership, but no one branch has yet proved definitive. Instead of understanding leadership through a single paradigm, and it better to understand it in terms of multiple paradigms, and different leadership theories can be applied to the same situation, and any given leader might apply multiple leadership styles at the same time.
Part of the appeal of leadership scholarship is that it encompasses so many unique academic disciplines. Leadership scholarship began life as in business schools but has been studied in the psychological…
Avolio, B., Walumbwa, F. & Weber, T. (2009). Leadership: Current theories, research and future directions. Annual Review of Psychology. Vol. 60 (2009) 421-449.
Boyatzis, R., Smith, M., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education. Vol. 5 (1) 8-24.
Falk, S. & Rogers, S. (2011). Junior military officer retention: Challenges & opportunities. Harvard University. In possession of the author.
Kocolowski, M. (2010). Shared leadership: Is it time for a change? Emerging Leadership Journeys. Vol. 3 (1) 22-32.
Leadership in Nursing
Excellence in leadership is an inherently innate skill set that over time emerges in the attitude, commitment and performance of subordinates. It is also reflected in how a given business unit or department coordinate, collaborates and trusts each other (Cohen, 2013). Compounding these factors are the often complex, highly intricate and often challenging aspects of managing and leading a nursing department (Swearingen, Liberman, 2004). The stresses and requirements of nursing leadership serve as a catalyst that accelerates leadership skills in nurse leaders. The challenges of orchestrating and leading a department are in many ways a crucible that leads to stronger nurse leaders capable of overcoming challenges and continually growing over time (Wong, Cummings, 2009). The most effective transformational leaders know how and when to rely on individualized consideration, intellectual stimulation, inspirational motivation and idealized influence (ao, 2013). Taken together these are the attributes that are essential for…
Cohen, S. (2013). Transitioning new leaders: Seven steps for success. Nursing Management, 44(2), 9.
Rao, M.S. (2013). Smart leadership blends hard and soft skills. Human Resource Management International Digest, 21(4), 38-40.
Swearingen, S., & Liberman, A. (2004). Nursing leadership - serving those who serve others. The Health Care Manager, 23(2), 100-109.
Wong, C., & Cummings, G. (2009). Authentic leadership: A new theory for nursing or back to basics? Journal of Health Organization and Management, 23(5), 522-38.
In order to accomplish this, I will need to in some ways "symbolize the norms" of what others expect (Wren 1995, pg. 188). This does note mean subsuming my identity, but making sure that I am more easily identified with than my mannerisms and extreme intellectualism sometimes allow.
How to ecognize Change
ecognizing change in oneself is supremely difficult, but there are tangible measures in leadership situations that can be used. The best way for me to tell if my expectations have fallen more in line with reality, for instance, would be to see how well and how easily my group accomplishes the set goals. If the goals seem to be creating an inordinate amount of stress and work, then it might be best to reduce expectations again. When it comes to changing the emotive content of my communication, asking a few trusted members of the team for their input…
Bass, B. & Riggio, R. (2006) Transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
Covey, S. (1991). Principle-centered leadership. New York: Simon & Schuster.
George, W. & Bennis, W. (2003). Authentic leadership. San Francisco: Jossey-Bass.
Goleman, D.; Boyatzis, R.; McKee, A. (2004). Primal leadership. Boston: Harvard Business School Press.
Leadership in My Community
In my community, our church had always wanted to do something to give back and provide assistance to people but no one in the parish could decide on an appropriate task. I came up with the idea of having a ravioli dinner to celebrate the community's Italian heritage and having an all-day benefit by selling pots of ravioli (the community could come in with whatever size pot they had and fill it up with ravioli for $10 a pot) and giving the proceeds to the local homeless shelter. I utilized my servant leadership skills to help move this idea into action by leading others through giving them whatever assistance they needed. I surrounded myself with like-minded individuals from the parish -- about half of dozen (to help organize) and asked them what they needed to make this idea a reality; through these discussions I was able…
leadership theories and how they are influencing an organization. As, we carefully examine the different ones and discuss how this will impact the long-term sustainability of the firm. This is the point that we can determine how and when these different ideas should be used to motivate subordinates.
When most people hear the word leadership they will often think of a person that is sure of themselves. As they are using: their experiences and courage to help inspire everyone around them during the most challenging of times. Yet, when you look a little further, it is clear that genuine leadership is more than just an image or an ideal. Instead, it is common form of thinking and a way of life that can help to transform the world as we know it. To fully understand how this is taking place requires: providing a basic definition of this concept and examining…
Alasdair MacIntyre, 2011, Wikipedia. Available from: [10 Nov. 2011].
Concepts of Leadership, 2010, NW Link. Available from: [9 Nov. 2011].
Traditional Theories of Leadership, 2011, E How. Available from: [10 Nov. 2011]
Cherry, K, 2011, Leadership Theories, About. Available from: [9 Nov. 2011].
History of Modern Leadership Studies Since 1900
The evolution of modern leadership studies begins with the Great Man Theory, which originated in the 19th century and carried over into the 20th century. It came about as people looked at the world’s greatest leaders who stood out from the run of the mill individuals of their time and made a significant difference upon the course of human history. Individuals like George Washington, or Abraham Lincoln or Napoleon Bonaparte—they were seen as Great Men who were born with something special that made them into great leaders. The idea was promoted by Thomas Carlyle (1888) and other writers, such as Herbert Spencer (1896), who added his own twist on the theory by arguing that Great Men were as much products of their own day and age as anything else. Great Man Theory got the ball rolling in leadership studies, and out…
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The leadership quarterly, 16(3), 315-338. Badshah, S. (2012). Historical study of leadership theories. Journal of Strategic Human Resource Management, 1(1), 49.
Carlyle, T. (1888). On Heroes, Hero-Worship and the Heroic in History, NY: Fredrick A. Stokes & Brother.
Chaleff, I. (2015). Intelligent disobedience. ILA Member Connector.
DeRue, D. S. (2011). Adaptive leadership theory: Leading and following as a complex adaptive process. Research in organizational behavior, 31, 125-150.
Ghasabeh, M. S., Soosay, C., & Reaiche, C. (2015). The emerging role of transformational leadership. The Journal of Developing Areas, 49(6), 459-467.
Gibson, J. W., & Blackwell, C. W. (1999). Flying high with Herb Kelleher: a profile in charismatic leadership. Journal of leadership studies, 6(3-4), 120-137.
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33 (1), 33-42.
Lewin, K., Lippitt, R. & White, R.K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology 10: 271–301.
Systems Perspective, Organizational Behavior Perspective, and Organizational Development Perspective. I have discussed how the three theories apply to my leadership style and how they relate to my definition of leadership which is the betterment of the organization and its people. The three perspectives were key to the success of my Squadron and the care and welfare of the organization, followers and Families. The next chapter will define what I have learned and why it is important to me as I cover my final thoughts.
As I reflect back why I started my pursuit of getting a degree I would have to "Thank" a lot of people. My wife would be the number one reason for me pursuing my completion of the whole degree process as it took a lot of prodding and poking, she's the best. I have many senior leaders and peers that I would like to…
Malcolm X and Leadership
The Leadership Styles of Malcolm X
Malcolm X was a natural born leader, according to Manning Marable in his biography Malcolm X: A Life of Reinvention (2011:33). What made him so was his incessant drive and ability to command others through repetition of "pet themes" as well as his ability to speak rapidly and overtop others (Marable 2011:33). In his early days before his conversion to Islam, Malcolm X demonstrated a remarkable effectiveness as a "leader of the pack" of assorted hoodlum with whom he fraternized. In this sense, contingency theory best applies to this stage of Malcolm's life, because given Malcolm's social context at the time, his style of leadership -- assertive, combative, and harping -- fit the situation and the type of people with whom he operated: people who respected only muscle and might, of which Malcolm had the intellectual and willful kind. In…
Avolio, B.J., Walumbwa, F.O., & Weber, T.J. (2009). Leadership: Current theories, research, and future directions. Annual Review Psychology, 60 421-449.
Conger, Jay A. (1989). Leadership: The art of empowering others. Academy of Management Executive, 3 (1) 17- 25.
Conger, J.A. (1999). Charismatic and transformational leadership in organizations
Charismatic politicalleadership. The Leadership Quarterly, 10 (2) 145-179.
What had begun as a defensive strategy has quickly transformed to one that is offensive and aimed at gaining new customers. The recent series of Apple commercials on television in the U.S. make this point clear as Windows PC users switch to Apple since they would have to upgrade to Windows 7 anyway. It is humorous and an example of how Apple is now making its nonconformist position now the center of its strategy to go against Microsoft Windows 7.
The last strategy of allowing rivals to misinterpret your success is critically important as a defensive strategy, especially for those companies competing in markets dominated by market leaders. Consider how AMD carefully worked through their low-end microprocessor product line as Intel continued to consider what the role of that processor price point would be on the industry. Suzuki America and their launch of the cross-over Sport Utility Vehicle, the Grand…
Meena Chavan. (2009). The balanced scorecard: a new challenge. The Journal of Management Development, 28(5), 393-406.
Crainer, S., & Dearlove, D. (2008). The heart of leadership. Business Strategy Review, 19(3), 40-45.
Eriksen, M. (2009). Authentic Leadership: Practical Reflexivity, Self-Awareness, and Self-Authorship. Journal of Management Education, 33(6), 747
Hein, K.. (2009, October). Dial 'L' for Loyalty: Phones Top List of Most-Trusted Brands. Brandweek, 50(37), 4.
Qualities as an Authentic Leader
Authentic Leadership Self-Assessment Questionnaire has helped me measure the component comprising Authentic Leadership (Northouse, 2016). Thus, under self-awareness questions, I was aware of my strengths, limitations, how I influence others and how they view me as a leader. Transparency is an essential tool for me that have enabled me to reinforce my high leadership levels of openness with others in the organization. Therefore, this has given them an opportunity to be forthcoming with their opinions, challenges, and ideas. This aspect has gone a long way in solving company problems and hence, many are the times that a leader and his team work in getting solutions to a situation as a team. In today's business world, ethics is being advocated for and therefore, my ethical or moral aspect as a leader showed high degrees because I have set high moral and ethical standards of conduct in…
Northouse, P. G. (2016). Leadership: Theory and Practice (7th Ed.). Thousand Oaks: CA: Sage Publications.
Nichols, T. W. & Erakovich, R. (2013). Authentic Leadership and Implicit Theory: A Normative Form of Leadership? Leadership & Organization Development Journal, 34(2), 182-195.
Phase 3 Discussion Board
The article that I have selected is "A framework for vulnerability analysis in sustainability science," by Turner et al. (2003). The authors advocate for a system that allows scientists to fully understand "the consequences of changes taking place in the structure and function of the biosphere." The authors argue that current vulnerability assessments are insufficient, and move the discussion towards an enhanced framework.
Sustainability science is defined as "an emerging field of research dealing with the interactions between natural and social systems, and with how those interactions affect the challenge of sustainability: meeting the needs of present and future generations while substantially reducing poverty and conserving the planet's life support systems" so this paper fits in with key elements of that definition. First, the paper reflects the need to understand the planet's life support systems in a complex way. The interactions between elements of these…
Eagly, A. & Johnson, B. (1990). Gender and leadership style: A meta-analysis. Digital Commons @ UConn. Retrieved October 23, 2014 from http://digitalcommons.uconn.edu/cgi/viewcontent.cgi?article=1010&context=chip_docs
Gardiner, M. & Tiggemann, M. (1999). Gender differences in leadership style, job stress, mental health in male- and female-dominated industries. Journal of Occupational and Organizational Psychology. Vol. 72 (3) 301-315.
Kruse, K. (2013). What is authentic leadership? Forbes. Retrieved October 23, 2014 from http://www.forbes.com/sites/kevinkruse/2013/05/12/what-is-authentic-leadership/
Kushell, E. & Newton, R. (1986). Gender, leadership style, and subordinate satisfaction: An experiment. Sex Roles. Vol. 14 (3-4) 203-209.
Leadership and Teams
Even in the absence of any practical examples highlighting the relationship between leadership and resilience, authors have managed to fill in the gap by a number of well-thought theories. In this matter, Luthans and Avolio (2003: 256) and Sutcliffe and Vogus (2003) are all in the same boat. Luthans and Avolio (2003: 256) have explicitly linked leadership to resilience, stating that the essence of authentic leadership development is to enhance flexibility and resilience amongst employees. Along with this, they also highlighted the fact that the relationship of leadership and resilience has not received the attention and level of interest that it is worthy of. Similarly, Sutcliffe and Vogus (2003) have advocated the effect of leadership by stating that resilience improves the effectiveness of organization as a whole. They are also of the view that the link has been neglected by authors and if exploited more,…
Bass, B. 1990. Handbook of Leadership, 3rd Ed. New York, NY: Free Press.
Bass, B. 1998. Transformational Leadership: Industrial, Military, and Educational Impact. Mahwah, NJ: Erlbaum.
Bass, B., & Avolio, B. 2000. Multifactor Leadership Questionnaire: Sampler Set, 2nd Ed. Redwood City, CA: Mind Garden.
Luthans, F., & Avolio, B. (2003). Authentic leadership development. In K.S. Cameron, J.E. Dutton, & R.E. Quinn (Eds.), Positive Organizational Scholarship: Foundations of a New Discipline: 241-258. San Francisco, CA: Berrett-Koehler.
Create a hybrid theory/philosophy which combines the common elements found in the thinking of Case, Kouzes, and Drucker. In your philosophy, be sure to include the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial Leadership in today's Dynamic Markets.
The new definition of entrepreneurial leadership as defined by the article Understanding entrepreneurial leadership in today's dynamic markets is a leader who is enterprising, transformational and who "operates in a dynamic market that offers lucrative opportunities" (Tarabishy, Fernald Jr., Solomon, p. 5). These words are rather ludicrous on their face, due to the fact that this is not a new definition whatsoever; it is a definition that has been around for decades, if not centuries. Therefore to base a 'new theory' on such an old theory makes no sense at all. Instead, the author will focus on using the words of Case, Drucker and Kouzas as a foundation for…
Drucker, P.F. (1983) Concept of the Corporation, 1983 edition, New Jersey: Transaction Publishers
Fu, P.P.; Tsui, A.S.; Liu, J.; Li, L.; (2010) Pursuit of whose happiness? Executive leaders' transformational behaviors and personal values, Administrative Science Quarterly, Vol. 55, Issue 2, pp. 222 -- 254
George, B.; Sims, P.; McLean, A.N.; Mayer, D.; (2007) Discovering your authentic leadership, Harvard Business Review, Vol. 85, issue 2, pp. 129-138
Kouzes, J. & Posner, B.; (2007) The Leadership Challenge (4th ed.) San Francisco: Jossey-Bass Publishers
Leadership is everyone's business it is for women, men and even children. We therefore need leadership now in everything that we do be it in our homes, organizations we work in, in church and many more Ares (Leadership Now, 2014). This means that understanding leadership is a vital thing for everyone. Many treatments of leadership have their focus on high-impact leaders but fascinating as these people are they operate in unique environments that most people will never see .the limitation about getting our leadership principle from carrying out studies on the group of the elite is that they are not so many and each and every one of them is in an extremely different situation. Therefore studies on leadership mainly focus on middle and lower level leaders in organizations (American Psychological Association, pg. 474).This paper will look at two different modern leadership approaches with examples of where they…
American Psychological Association (2010). Publication manual of the American Psychological Association (6th ed.). Washington, D.C.: American Psychological
Association. ISBN: 1-4338-0561-5
Leadership Now.(2014). Leadership Now; Building A community Leader. Retrieved March 29,2014 from http://www.leadershipnow.com/
Event in Health Care Organization
In order to run health care organizations such that they are always viable, when it comes to both economic and health results, health care leaders frequently feel attracted to a practical managerial point-of-view with insistence on the daily production pressures together with its need to react to both large and smaller issues. This tendency could restrict their capability of engaging on visionary leadership practices, that assist in changing their organizations for the futures. For instance, the present event in the health care of Kenya is that health care employees' need encounter a rising multitude of job demands: cost efficiency, patient care and administration as well as optimal employment, and might be less efficient in both secondary and primary role liabilities. Thus, leadership skills are required in assisting both providers and managers in making consistent and thoughtful choices amid values in competition. This matter…
Burns, J. M. (1978). Leadership. New York: Harper & Row
Guzman, Oscar. (n.d.) Organizational Leadership Theories, retrieved from http://smallbusiness.chron.com/organizational-leadership-theories-284.html
Leroy H., Anseel F, Gardner W.L. and Sels L., (2012), Authentic Leadership, Authentic
Followership, Basic Need Satisfaction, and Work Role Performance: A Cross-Level Study, Journal of Management published online DOI: 10.1177/0149206312457822 accessed at http://fanseel.be/wp-content/uploads/2012/11/Leroy-Anseel-Gardner-Sels-in-press-JOM.pdf
Leadeship Style Inventoy
Leadeship cises have been bewing since the past centuy. Evidently, the latest global economic lapses of financial makets aised a highe need fo an effective leadeship than it had been befoe. These cises led to a call fo contempoay oganizations to scutinize o assess the leadeship potential among thei employees and new ecuitments. Following the cuent changes in oganizational ules and business games, as well as andomly emeging competitions, the most fundamental pioity fo businesses and/o oganizations is to ascetain new leadeship potentials, develop them, and find the most appopiate ways to gow them. This pape theeby ecommends the need fo developing authentic and visionay leades by utilizing the "Leadeship Style Inventoy (LSI)" and matching the leadeship esults obtained, with distinguished job equiements. It futhe majos on the use of Kiesey Tempeament Sote and DiSC assessment as tools of evaluation, used in detemining an individual's leadeship competence…
references of cooperative extension faculty. Mexico: New Mexico StateUniversity.
Howell, R.E., Michael, J.A., & Wong, S.K. (1993). Leadership development in extension.
Journal of Extension, 31(1), 27-46.
Nahavandi, A. (2000).The art and science of leadership, 2nd Edition. Upper SaddleRiver, NJ:
Leadership is a complex process involving the ability of an individual to inspire, motivate and redirect ways of thinking. It refers to the ability to bring out the best in oneself and others. In any set up, there must be rules and regulations to guide the relationships between people and activities. In a set up like an organization, there are goals and objectives that the organization aims to achieve. These objectives and targets rely on the ability of a leader to organize and direct activities towards their attainment. Leadership is the ability of one individual to stir the sentiments and behaviors of others towards the achievement of the set goals. The leader does this by transforming the goals to be a common goal to others.
Methods used by leaders to influence group members
Leaders can use power to get things done. How a leader uses these powers determines the success…
Gitlow, L.A. Being the boss: The importance of leadership and power. Washington D.C: Beard
book, 2004. Print.
Hellriegel, D & Slocum, W.J. Organizational behavior. Mason U.S.A: Cengage learning, 2009.
Leadership Qualifications in the orkplace
Proposed Leadership Model
For eras there have been people and leaders have discussed what the qualifications that make a great leader are. Leadership travels all the way back to the period of the ancient Greeks. In the 1500's, there was an Italian statesman named Niccolo Machiavelli, who wrote The Prince, and in this book he talked about the different methods for leaders to use in obtaining power (Leadership 2003). This all led to the current events dating to the early 1900's and what has been used and developed in today's society. There are a lot of theories of what a leader in the workplace should have and the idea that leaders during history have been people who were seen or looked up to as leaders and deeply appreciated. As people say "There are those that lead and those that follow." An individual with…
Akinboye, J., 2005. Executive behaviour battery. Ibadan: Stirling-Horden Publishers.
Borman, W., 2004. The concept of organizational citizenship. Current Directions in Psychological Science, 13(6), p. 238 -- 241.
Cameron, J.D.E.K.R. & R.R., 2001. Extrinsic rewards and intrinsic: Reconsidered once again.. Review of Educational Research, pp. 30-54.
Charlton, G., 2000. Human Habits of Highly Effective Organisations.. Pretoria: Van Schaik Publishers.
Leadership for Organizations
The success of organizations and individuals' careers are influenced by the role of leaders. Nowadays firms seek leadership skills in individuals for all sorts of careers while recruiting. Chief Executive Officers (CEOs) believe that it has become critically important to nurture leadership approach at all levels of the organization (Lussier, Achua, 2009, p. 4).
The topic of leadership has been gaining tremendous attention of academic world and media (ass, Riggio, 2006, p. 17). Many experts have written about leadership and the challenges related to it as the subject is highly valued and at the same time a complex phenomenon (Northouse, 2009, p. 1).
In today's world individuals need to develop skills and capabilities required in professional world through personal development. They need to assess their strengths, weaknesses, leadership competencies and goals in order to achieve leadership capabilities (Rothstein 2010).
Leaders need to possess a wide range…
Adams, J.D. (Ed.). (1986). Transforming leadership: From vision to results. Alexandria, VA: Miles River Press.
Allen, K.E. (1995). Making sense out of chaos: Leading and living in dynamic systems. Campus Activities Programming, 52-59.
Argyris, C. (1970). Intervention theory and method: A behavioral science view. Reading, MA: Addison-Wesley.
Armstrong, S., & Armstrong, S. (1996). The conductor as transformational leader. Music Educators Journal, 82(May), 22-25.
The transformation was so effective in the company that it eventually changed an entire industry as well (Lawless, 1998).
Another aspect of leadership lessons learned from Her Keller include his tolerance for individuality and non-conformity on the part of his employees, and how the culture of the company became known as a haven for those who wanted to work hard yet also have fun (Lubans, 2009). Not every leader can accomplish this unique feat of creating a culture tolerant and even promoting non-conformity over time, let alone become its main evangelist for this approach. Yet Mr. Kelleher realized that if management and the employees were going to trust one another, there would need to be an unpretentious, open culture that had a tolerance for failure and nonconformity (Lindebaum, Cartwright, 2010). Getting back to the point made earlier, a mindset that sees failure as feedback, not a dead-end, is critical for…
Bennis, W. (2009). Crises Reveal the Quality of Leadership. Leader to Leader, 2009(54), 27.
Why Herb Kelleher Gets So Much Respect from Labor. (1984, September). Business Week: Industrial/Technology,(2861), 112.
Robert Lawless. (1998). Introduction: Speech-Herb Kelleher. Competitiveness Review, 8(1), 1.
Lee, William G. (1995). Southwest Airlines' Herb Kelleher: Unorthodoxy at work. Management Review, 84(1), 9.
Transformational leaders have the innate ability to motivate their team members by the vision of what they are trying to accomplish together (Hur, van den Berg, Wilderom, 591). Leaders at this level also show through personal effort why sacrificing for a goal is worth it (Pryor, Oyler, Humphreys, Toombs, 18). Contrasting my own leadership style, I have learned that being able to provide subordinates with an opportunity to take on a task their own way, master it, and find purpose in it is a major step in the right direction. The concepts of autonomy, mastery and purpose as the core of motivation is what I am working to achieve today as a leader. I am also on the journey to being a better leader on this dimension as well, working to show that sacrificing for a long-term goal is worth it.
Leadership is a skill set that must be…
Joaquin Camps, and Hannia Rodriguez. "Transformational leadership, learning, and employability. " Personnel Review 40.4 (2011): 423.
Hur, Y., P. van den Berg, and C. Wilderom. "Transformational leadership as a mediator between emotional intelligence and team outcomes. " Leadership Quarterly 22.4 (2011): 591.
Pryor, M., J. Oyler, J. Humphreys, and L. Toombs. "The people cried - a case of compassionate, transformational leadership. " Journal of Business Cases and Applications 4.(2011): 1-20.
Smith, M.. "Are you a transformational leader? " Nursing Management 42.9 (2011): 44.
Leadership & Team Experience
There are many opportunities for leadership over the course of one's life. Leadership does not simply occur on the battlefield, or in the arena of sports. Leadership happens in the home, in the classroom, in the workplace, and out in the world, in general. While I have yet to hold a job, as a college student and human being, I have still encountered situations where there were opportunities for leadership present. Most of the leadership experiences in my life, for me, have been located in the classroom, or as part of my overall educational experience.
I have one particular experience that comes to mind. I was placed in a group for a humanities course. We were a group of six members. I remember this experience fondly for several reasons. We produced work that we were all satisfied with and proud of. We divided the tasks evenly…
Northouse, P.G. Leadership -- Theory & Practice, Sixth Edition. Sage Publications, Inc., Western Michigan University, 2013. Print.
Leadership Analysis of OSIM
High growth technology companies are fertile organizations for the conflicts of leadership styles. The incessant need for accelerating new product development and staying in step with customer needs on the one hand and the pressure to reduce costs often lead high tech firms to adopt transactional leadership mindsets (Eppard, 2004). This gets amplified in Asian cultures where time is a very limited resource and large-scale organizations including OSIM International have a myriad of conflicting priorities (Beugr, Acar, Braun, 2006). Defining a management style that is agile enough to respond to these many challenges while at the same time concentrating on attaining cost targets is essential for survival in highly competitive industries (Pieterse, van Knippenberg, Schippers, Stam, 2010). on Sim, CEO of OSIM, must balance these many requirements while engraining a high level of accountability and ownership throughout the global operations of OSIM International. Balancing transactional and…
Beugr, C.D., Acar, W., & Braun, W. (2006). Transformational leadership in organizations: An environment-induced model.International Journal of Manpower, 27(1), 52-62.
Deluga, R.J. (1988). Relationship of transformational and transactional leadership with employee influencing strategies.Group & Organization Studies, 13(4), 456.
Eppard, R.G. (2004). Transformational and transactional leadership styles as they predict constructive culture and defensive culture. (Order No. 3144365, Virginia Polytechnic Institute and State University). ProQuest Dissertations and Theses, 129-129.
Guay, R.P. (2013). The relationship between leader fit and transformational leadership. Journal of Managerial Psychology,28(1), 55-73.
One reason has to do with the intellectual hurdles that senior executives jump in obtaining their jobs. It takes at least an IQ of about 110 to 120 to get an advanced degree such as an MBA. There is thus a high selection pressure for IQ in order to enter the executive ranks." (p. 250)
The text goes on to argue that the result is that there is not a great deal of variation in the intellectual properties possessed by most leaders. In a sense, this is a further confirmation that certain qualities are inborn, insofar as most leaders can be expected to fall within a specific range of proven intellectual capacity. To go a step further to this point though, Goleman et al. indicate that the difference between the excellent, the average and the inadequate leader will be founded on the high variance of emotional intelligence capabilities. This suggests…
Avolio, B.J. (2005). Leadership Development in Balance. Psychology Press.
Goleman, D.; McKee, a. & Boyatzis, R.E. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business Press, 1st Edition.
Koestenbaum, P. (2002). Leadership: The Inner Side of Greatness, a Philosophy for Leaders, New and Revised. Jossey-Bass; 2nd Edition.
Kouzes, J.M. & Posner, B.Z. (2003). The Leadership Challenge. Jossey-Bass, 3rd Edition.
And certainly those men and women that have the ability to be trained, and have the character and judgment and willingness to be led before they are ready to lead, are certainly ready become military leaders. And just as a diamond must have three properties to become a diamond -- carbon, head, and pressure -- a leader must have three properties as well -- "character, knowledge, and application" (UC).
In conclusion, inspiring troops as they go into harm's way is the solemn, august responsibility of military leaders. The traits that a leader must have in order to lead and inspire, include: engendering trust; be willing to assume the same risks as those he is leading; be competent and cooperative and have sound judgment; and have the character and knowledge to know what to do and when to do it.
Crandall, Doug. (2006). Leadership Lessons from est Point. Hoboken,…
Crandall, Doug. (2006). Leadership Lessons from West Point. Hoboken, NJ: John Wiley & Sons.
Harvey, Robert. (2008). Maverick Military Leaders: The Extraordinary Battles of Washington,
Nelson, Patton, Rommel and others. New York: Skyhorse Publishing.
Sweeney, Patrick J. (2010). Do Soldiers Reevaluate Trust in Their Leaders Prior to Combat
Leadership -- nursing
Discover and/or create an image, poem, quote, or selection of music that symbolizes, or speaks to you of, what it means to be a caring nurse in the organizational context. Describe why you have selected this symbol. Link your personal understanding gained by reflecting on your authentic "piece" to course literature to reveal resonance, differences and new insights.
According to Bonnie Raingruber in "Meanings in Child and Adolescent Mental Health Nursing" from the Jan-Mar 2004 edition of The Journal of Child and Adolescent Psycatric Nursing by familiarizing the nurse or patient reader and nurse and patient writer with new worlds of experience, poetry increases one's capacity to tolerate pain, understand oneself, and other people. Poetry is "dialogical: it seeks in the listener an ally whose empathy will take the form of sharing the survivor's anguish and struggle" (Kaminsky, 1998, p. 408). In light of this insight, poetry…
Kaminsky, M. (1998). "Voicing voicelessness: On the poetics of faith." American Journal of Psychoanalysis. 58, pp.405-416.
Neuman, B., & Fawcett, J. (Eds.) (2002). The Neuman Systems Model. Fourth Edition. Upper Saddle River, NJ: Prentice Hall.
Raingruber, Bonnie. (Jan-Mar 2004) "Meanings in Child and Adolescent Mental Health Nursing." The Journal of Child and Adolescent Psycatric Nursing.
Wendt, D.A., & Vale, D.J. (1999). "Managing quality and risk." In P.S. Yoder-Wise (Ed.), Leading and managing in nursing. Second Edition. St. Louis, MO: Mosby, pp. 173-189).
After taking this assessment for leadership abilities a lot of people will speculate what will the position turn out to be. The rationale behind the assessment is to collect definite issues or questions that possibly will relate to the place of work. These specific questions included numerous teamwork and decision making features. The key goal is to figure out which mode of group leadership the individual is supposed to be. From the definite groups that were made when taken the assessment it turned out that my highest score was the authoritarian style. It was clear that some of the details for an authoritarian are making choices very quick, guiding, and a control freak. In general, being categorized as authoritarian did not surprise me at all.
My earlier role as a business advisor was one good example of this. The chief objective for the business was not only driving…
Australia Government Department of Education. (2009). The Early Years Learning Framework for Australia. Council of Australian Governments.
Carr, M. (2011). Assessment in early childhood settings: learning stories. London: Chapman.
Grieshaber, S. (2008). Interrupting stereotypes: Teaching and the education of young children. Early Education and Development, 23(9), 505-518.
Hertzman, C. (2013). Making early child development a Priority: Lessons from Vancouver. Ottawa, Canada: Centre for Policy Alternatives.
Describe Branson's leadership style in terms of the leadership models addressed in Chapters 10 and 11 and evaluate the likely effectiveness of that style in the U.S. today.
Sir Branson's leadership style is the combination of authentic and transformational. He believes in hiring staff that have the skills to perform effectively. he authentic leadership style leads the way to his skill to work with the understanding that people make mistakes and they can be corrected while the work continues. As a transformational leader he demonstrates the capability needed to foresee company development, inspire and empower staff. With these attributes it requires him to have balance as a leader in the day-to-day working environment while creating a productive work environment and focusing on company goals.
According to Chapter 1, "Leadership is the process of developing ideas and a vision, living by values that support those ideas and that vision, influencing…
This leader is known as a risk taker and someone who is always looking for new projects as attempts to elevate his business to new levels. With the input and help of a strong management staff, Virgin Group is comprised of retail, air travel, financial, music, books and telecommunications. Branson is at the helm of a multi-million dollar global business, so his leadership style has proven to be quite successful with his decision-making and people skills.
He developed his entrepreneur ability at an early age. As a person who by society's standards was not successful academically and suffered with dyslexia, he never let others define him. Instead what some saw as a weakness it was used to his advantage, while pursuing his dream of being a top business leader. Overall, his inexperience and personal treatment from others helped with creating a strong commitment to treating people with respect. "Virgin Group is an organization driven on casualness and data, one that is bottom heavy rather than one that is made difficult by upper-level management. (Richard Branson/Herb Kelleher-Leader Extraordinaire, 2012, Pg. 1).
For a number of years Branson has been leading global teams by recognizing how valuable staff is to the success of a business. The additional skill needed is to be aware of the societal and organizational culture and global laws that affect business. In Chapter 11, "Societal culture is shared motives, values, beliefs, identities, and interpretations or meanings of significant events that result from common experiences of member of collectives and are transmitted across generations (Hellriegel & Slocum, 2011,
As noted above, one of the most prominent leadership theories that has been applied to the nursing profession is transformational leadership. Properly applied and managed, transformation leadership can also be used to facilitate creativity in the workplace. For instance, according to Vesterinen, Isola and Paasivaara (2009, p. 504), transformational leadership can create changes and, by definition, is capable of transformed individuals and the organization in which they work. By providing the leadership needed to motivate employees to bigger and better aspirations, transformational leaders can therefore encourage the creative spark among their followers in ways that might not otherwise be possible (Vesterinen et al. 2009). Indeed, Vesterinen et al. (2009, p. 504) specifically state that, "A transformational leader motivates inspirationally, stimulates intellectually and considers employees individually." Taken together, these positive outcomes are valuable in any organizational setting, but they can be particularly important in health care settings.
Why understanding organisational culture…
Fourie, WJ & Keogh, JJ 2011, October, 'The Need for Continuous Education in the Prevention
of Needlestick Injuries,' Contemporary Nurse: a Journal for the Australian Nursing
Profession, vol. 39, no. 2, pp. 194-201.
Hutin, Y, Hauri, A, Chiarello, L, Catlin, M, Stilwell, B, Ghebrehiwet, T & Garner, J 2003, July,
ethical leadership course; it compares and contrasts the pseudo transformational leaders from authentic transformational leaders. Authentic transformational has four constituent; influence idealized, inspirational motivation, individualized considerations and intellectual stimulation which are contrasted in the imitation in their pseudotransformational leadership dissembling derived from ethical values existing in their leaders' program, vision and articulation which can be rejected or embraced by the followers.
Manipulative, deceptive and more relevant behaviors which are devious are being attributed by critics to leaders who are transformational, pseudo transformational or authentic. According to Bailey (1988) and Martin and Sims (1956) they take their stand that in order to succeed the entire leaders must be manipulative. However it is the leaders of pseudo transformational who are manipulative and deceptive. Authentic transformational leaders sometimes are manipulative for what they criticize to be the common good, while manipulative is a practice of regular pseudo transformation leaders and infrequent practice of…
Bass, B.M. (1989) The two faces of charisma. LEADERS, 12(4), 44-45.
Howell, J.M. & Avolio, B.J. ( 1992) The ethics of charismatic leadership: Submission or liberation? Academy of Management
Executive, 6(2), 43-54.
Martin, N.H. & Sims, J.H. (1956) Thinking ahead: Power tactics. Harvard Business Review, 36(6), 25-36, 140
Transformation leadership is 'authentic' leadership which "builds genuine trust between leaders and followers." Furthermore transformational leadership "concentrates on terminal values such as integrity and fairness. They see the responsibility for their organization's development and impact on society." (Ibid)
Homig and MacGregor in the work entitled:" Transformational Leadership" state that the following ten 'tenets' are inclusive in the transformational leader's style of leading:
1. Leaders have high moral and ethical values.
2. Leaders express genuine interest in followers.
3. Leaders have an inspirational vision.
4. Genuine trust exists between leaders and led.
5. Followers share leader's values and vision.
6. Leaders and followers perform beyond self-interest.
7. Participatory decision-making is the rule.
8. Innovative thinking and action is expected.
9. Motivation is to do the right thing.
10. Leaders mentor. (nd)
SUMMARY AND CONCLUSION
While all of these theories were valid at some time or in relation to some…
Creating Futures (nd) Online available at http://18.104.22.168/search?q=cache:k13BWFbu_wIJ:u wfoundation.org/newsletter/June2005/43565Camp NewsletterFI NAL.pdf+Jeffrey+H.+Brotman,+Leadership&hl=en&gl=us&ct=clnk&cd=9
Costco Wholesale Investor Relations (2006) Online http://phx.corporate-ir.net/phoenix.zhtml?c=83830&p=irol-govBio&ID=13292
Employee Motivation, the Organizational Environment and Productivity (2006) Section 2: Basic Approaches Used to Improve Productivity. Accel Team Online available at http://www.accel-team.com/human_relations/hrels_03_mcgregor.html
Costco -5th Largest Retailer in U.S. And 11th Largest in the World (2006) http://www.customer-service.com/newsletter/126E.aspx
Exert Leadership Without Any Formal Position
Discuss TWO strategies enable a nurse interdisciplinary team exert leadership occupying a formal leadership position. 1. Form a clearer picture real situation - gathering data, ot listening opinion. 2. Start strong idea solve problem.
A leader is a person who directs others towards a goal. He or she is meant to influence fellow workers positively, and helps them work towards achieving a common purpose Kathleen Jennison and Stoltz, 2004.
Leadership is not a position but an attitude. A leader takes responsibility of problems that arise within the organization and does not blame others for the problems that arise. A good leader is able to communicate with the subordinates and should not feel that he or she is superior to them. This will enable him to be able to gather information on what the workers want to boost their morale of working.
An interdisciplinary team…
AVOLIO, B.J. & GARDNER, W.L. 2005. Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16, 315-338.
DAVIDSON, J. & WOOD, C. 2004. A Conflict Resolution Model. Theory into Practice, 43, 6-13.
KATHLEEN JENNISON, G. & STOLTZ, P.K. 2004. Leadership and Management Principles for Outcomes-Oriented Organizations. Medical Care, 42, 31-38.
History of leadership
Leadership has for long been the centre of focus for many organizational and psychological researches. The terms “leader” and “leadership” have quite a wide gap regarding their coming into existence. “Leader” came to being in the early 1300s whereas “leadership” surfaced centuries later in 1700s (Stogdill, 1974). Scientific research on leadership started far much later in the twentieth century (Bass, 1981). From then on, research on the topic has intensified. This essay seeks to track the changes in the definitions of leadership from the turn of the 20th century up to the present.
The evolution of leadership definitions
Defining leadership has not been that easy for scholars and practitioners. It is now more than a hundred years since academicians started researching on leadership. Through this period, the definition of leadership has undergone numerous changes. Factors such as the prevailing politics, world affairs and people’s perceptions have been…
Un) Ethical Leadership and Identity:
The main topic of the article is to identify and comment on the major findings originating from the collective initiatives on the issue of leadership, ethics, and identity. In order to explore this special issue, the article highlights various aspects including definitional advancements, processes in ethical leadership, and the results and moderating factors of ethical leadership. As part of the author's initiatives to explore the topic in detail, he has started by a comprehensive definition of ethical and unethical leadership. Based on an analysis of the article and the author's writing style, he is writing to both academic and professional audience. The author communicates what has been learned and need for future considerations with regard to ethical and unethical leadership and identity.
Notably, Hunter (2012) has solicited various manuscripts focusing on leadership, ethics, and identity in order to develop his special issue (p. 79). As…
Hunter, S.T. (2012, April 4). (Un)Ethical Leadership and Identity: What Did We Learn and Where Do We Go from Here? Journal of Business Ethics, 107, 79-87.
Different Ways of Organizing in Supervision and Management
Organizing constitutes a crucial management function. It is essentially concerned with task allocation, division of labor, chain of command, lines of authority and communication, delegation, span of control, as well as supervision and coordination (Shafiee, Razminia & Zeymaran, 2016). The manner in which these processes are organized significantly influences organizational effectiveness and efficiency. It determines how quick or slow decisions are made and implemented. This is particularly important in a constantly evolving environment, in which agility is a crucial parameter of competitive advantage (Felin & Powell, 2016). Organizational structure also shapes relationships between superiors and subordinates (Shafiee, Razminia & Zeymaran, 2016).
There are different ways through which the organizing function may be executed. For instance, organizational structure may adopt either the centralized or decentralized form. The former entails concentrating decision-making authority in top organizational positions, while that latter involves distributing…
Initially, it appears as though leadership of the Navajo tribe is not much different than the leadership attributes and skills found in other cultures. This fact is particularly reinforced by the contemporary view of the Navajo nation, which has a president and implements various factors of democracy such as voting. No matter how much this current inception of the Navajo people strives to maintain its heritage in the face of both modernity and post-modernity, one cannot argue that there are fundamental points of distinction between the leadership of the tribe today and that prior to the advance of Westernization in the indigenous land of these people. The principal point of distinction between contemporary and archival or authentic leadership of these people is predicated on a communal approach to helping preserve the best interests of the tribe as whole.
Perhaps the most compelling notion about the authentic leadership of the Navajo…
At the turn of the 21st century, Anne Mulcahy was recognized as a strong leader with good organizational skills. She quickly proved just how capable she was when, after being appointed CEO of Xerox in 2001, she implemented a “strategy of relentless cost-cutting, organizational focus, and boosted innovation” (Manville, 2016). I selected Mulcahy because of her recognition in 2008 as CEO of the year by Chief Executive magazine, because of her strong commitment to innovation through research and development (Donlon, 2008), which is one of the best ways that leaders can overcome challenges (Schermerhorn & Uhl-Bien, 2014). Most importantly I picked Mulcahy because she was able to save Xerox from going over the edge and drowning in a sea of debts. For nearly a decade, Mulcahy held the CEO position at Xerox. In 2009, she retired from the firm. This paper will discuss her leadership style and leadership attributes that…
Authentic Leadership Questionnaire measures leadership capacity across four different areas. These are self-awareness, internalized moral perspective, balanced processing, and relational transparency. The first of these is about a person's capacity to know their own strengths and weaknesses but also includes things like "emotional intelligence" in which you know how to understand others and how they react to your leadership style. Internalized moral-perspective is about ethical decision-making and ethical behavior, which seems slightly irrelevant in the context of business leadership. Balanced processing is a more difficult concept because it is about evaluating information during decision-making, and about wise decision-making skills. Finally relational transparency is about being clear about one's own goals and motivations, which again sounds like it may be irrelevant to the concept of business leadership. elational transparency may be useful for a public high school principal trying to deal with her unionized underlings, but it is hardly a characteristic…
"Authentic Leadership Self-Assessment Questionnaire." In Northouse, PG. (2012) Leadership: Theory and practice. Sixth Edition. New York: SAGE Publications.
"Servant Leadership Questionnaire." In Northouse, PG. (2012) Leadership: Theory and practice. Sixth Edition. New York: SAGE Publications.
"Adaptive Leadership Questionnaire." In Northouse, PG. (2012) Leadership: Theory and practice. Sixth Edition. New York: SAGE Publications.
Use of Transformational Leadership Traits in Emergency Service Oversight
In the context of emergency service oversight, each of the four components of transformational leadership are critical in that each much be orchestrated with the other to ensure accurate, responsive and thorough support. The emergency service oversight areas of training and development, leadership and measuring results, all must resonate with these core values if employees and associates are to see value in their contributions. In emergency oversight, employees must see value in their contribution and take a very high level of task ownership in their jobs. They must be led to have an extremely high level of accountability and pride in performance. Only by combining the aspects of transformational leadership can the foundation be created to provide these employees with the opportunity to attain their own personal goals while delivering exceptional service to others. As the emergency service aspects of performance…
Millissa F.Y. Cheung, & Chi-Sum Wong. (2011). Transformational leadership, leader support, and employee creativity. Leadership & Organization Development Journal, 32(7), 656-672.
Brian T. Gregory, K. Nathan Moates, & Sean T. Gregory. (2011). An exploration of perspective taking as an antecedent of transformational leadership behavior. Leadership & Organization Development Journal, 32(8), 807-816.
Northouse, E.G. (2009). Leadership, theory and practice. Sage Publications, Inc. pp. 171 -- 201.
Jens Rowold. (2011). Relationship between leadership behaviors and performance. Leadership & Organization Development Journal, 32(6), 628-647.
Baker, D.E., Walsh, M.B., & Marjerison, L. (2000). Developing high performance leadership at the process level. In E.F. Holton & S.S. Naquin (Eds.), Developing high-performance leadership competency (Vol. 6, pp. 47-72). San Francisco: Berrett-Koehler.
Bass, B.M. (1985). Leadership and performance beyond expectations. New York: McGraw-Hill.
Bass, B.M. (1990). Bass & Stodgill's handbook of leadership: Theory, research, and managerial application. New York: Free Press.
Brungardt, C. (1996). The making of leaders: A review of the research in leadership development and education. The Journal of Leadership Studies, 3 (3), 81-95.
Burke, M.J., & Day, .. (1986). A cumulative study of the effectiveness of managerial training. Journal of Applied Psychology, 71, 242-245.
Collins, D.B., Lowe, J.S., & Arnett, C.. (2000). In E.F. Holton & S.S. Naquin (Eds.), Developing high-performance leadership competency (Vol. 6, pp. 18-46). San Francisco: Berrett-Koehler.
Conger, J. (1999). Leader's change handbook. San Francisco: Jossey-Bass.
Friedman, T.L. (2000). The lexus…
Baker, D.E., Walsh, M.B., & Marjerison, L. (2000). Developing high performance leadership at the process level. In E.F. Holton & S.S. Naquin (Eds.), Developing high-performance leadership competency (Vol. 6, pp. 47-72). San Francisco: Berrett-Koehler.
Bass, B.M. (1985). Leadership and performance beyond expectations. New York: McGraw-Hill.
Bass, B.M. (1990). Bass & Stodgill's handbook of leadership: Theory, research, and managerial application. New York: Free Press.
Brungardt, C. (1996). The making of leaders: A review of the research in leadership development and education. The Journal of Leadership Studies, 3 (3), 81-95.
When it comes to the lessons and values of a good leader, there are some subjects and examples that come along more than others. For example, the type of leadership that works best is the subject of many debates. Also common are the actual people that supposedly serve as the best examples of good leadership. However, there are some lessons and examples that are less obvious or prevalent. However, to say that these less obvious examples are any less profound or effective would be a mistake. One of those examples would be failure. Failure is something that is often described negatively when it comes to leadership lessons. However, the subject of failure has a specific and prominent place in leadership tutelage. While failure is often labeled negatively when speaking of leadership, the subject can be the cornerstone of many teachable moments and good leadership teaching.
Failure was certainly something…
In traded industries where there is fierce competition, it is not possible to pay men more than equally productive women -- every little disadvantage can be fatal to a company's survival. This means that gender equality emerges faster in these industries, as U.S. evidence shows. On virtually every criticism of globalization, one can find good, rather than bad, things to say. So globalization does have a human face. The really interesting question is therefore what can people do through institutional design and policies -- both domestic and international -- to improve it.
d. The accelerating pace of globalization, communications, and technological innovation; the changing patterns of cross-border capital flows; the fluid state of corporate mergers and partnerships; all these have created -- and will continue to create for the foreseeable future -- fundamental shifts in the ways in which business is conducted. Where many old-fashioned -- and still widely current…
Anthony, Molly a 1999. October 1. What are your core competencies? Journal of Research Administration. July 1, 2002.
Appelbaum, L., "Mentoring: A strategy to recruit and retain top PR Professionals," Public Relations Strategist, Vol. 6 (3), 2000, 18-20.
Bonnett, Alastair. 2006. The Americanisation of anti-racism? Global power and hegemony in ethnic equity. Journal of Ethnic and Migration Studies. September 1.
Boswell, T.,1995. "Lifelong learning: A framework for discussion," Adults learning, 258-263.
Leadership Training for Youth
Allen, S.J. (2007, Spring). Adult learning theory & leadership development," Kravis Leadership Institute, Leadership Review, 7, 26-37.
The authors explore the relationship between leadership development and adult learning theory, specifically behaviorism, cognitivism, constructivism, and social learning theory. Leadership is studied within learning theories framework.
Charbonneau, D., Barling, J, and Kelloway, E.K. (2001). Transformational leadership and sports performance: The mediating role of intrinsic motivation. Journal of Applied Social Psychology, 31(7), 1521-1534.
The authors sought to test a model of transformational leadership with regard to its indirect effect on sports performance through the mediating effects of the athlete's intrinsic motivation. University athletes rated the transformational leadership of their coaches and their own intrinsic motivation, while the coaches assesses the athletes' performance. Kelloway's mediator tests (1996, 1998) were used to model the relationships. Intrinsic motivation was found to be a mediator of transformational leadership and sports performance,…
Leadership solid understanding of the concepts and framework of leadership are essential for anyone in a position of leadership who hopes to develop as an effective and successful leader. In this paper, I will thoroughly investigate the concepts of leadership from a number of sources, including Terry Pearce's book, Leading Out Loud: The Authentic Speaker, the Credible Leader. Based on my understanding of these concepts, I will create a personal leadership communication platform for my position as an assistant principal.
Terry Pearce describes a framework for developing an effective platform for communication in leadership in Leading Out Loud: The Authentic Speaker, the Credible Leader. This platform includes five main components that Pearce feels are essential for success. These components are: 1) establishing competence, 2) building trust, 3) creating shared context, 4) declaring and describing a compelling future, and 5) committing.
First in the process of a framework for effective leadership…
Baldoni, John. It's the Real Thing: Authenticity. ON LEADERSHIP COMMUNICATION. Darwin Magazine, February 2004. 2000-2004 CXO Media Inc. 05 March 2004. http://www.darwinmag.com/read/020104/authentic.html
Baldoni, John. Let Your People Know. ON LEADERSHIP COMMUNICATION. Darwin Magazine, January 2004. 2000-2004 CXO Media Inc.
05 March 2004. http://www.darwinmag.com/read/010104/know.html
Henslee, Elaine B. Article One. Leaders communicate a compelling vision of success. A Philadelphia story: civic engagement and ambitious system-wide reform.
Sorry Sorry, You did a great job. The rewrite is for another job.In many ways Scott Summers (better known as Cyclops) -- the fictional leader of the team of mutant superheroes The X-Men -- is an example of a quintessential leader. He was initially deputized as team leader as a teenager and led the team well into his 20's. During that time he dealt with a variety of rotating team members and super-villains that tested the limits of his strategic prowess as a leader, and presented a number of ethical challenges germane to leadership in general. A closer analysis of the career of Summers provides poignant illustrations about many of the six principle ethical challenges that leaders face.
Virtually all leaders have to contend with ethical issues related to information management, and Summers was no different in this respect. When the team was in Scotland battling the shape-changer…
Claremont, C. (2000). The Essential X-Men 2. New York, NY: Marvel Comics.
Ivey, G.W., & Kline, T.B. (2010). "Transformational and active transactional leadership in the Canadian military." Leadership & Organization Development Journal. 31 (3): 246-262.
Johnson, C. (2011). Organizational Ethics, A Practical Approach. Thousand Oaks, CA: Sage Publications.
Of the many theories and frameworks of entrepreneurial leadership, those from Jim Kouzes and Peter Drucker have over time proven most applicable to a broad range of situations and leadership challenges. Noted entrepreneurs including Steve Case, co-founder and CEO of America Online has often said that the key to succeeding as an entrepreneur is combining the best possible people, being passionate about a vision, and having a strong sense of perseverance (Gendron, 2004). Clearly, Dr. Kouzes and Peter Drucker have influenced Steve Cases' mindset about what it takes to succeed when launching a new business. The common elements of Steve Case, Jim Kouzes and Peter Drucker are analyzed in this paper, as is a discussion of the leadership style aspired to. An assessment of how best to use the Small Business Administration and SCOE services is also discussed in this analysis. Finally, my personal principles of leadership are…
Darling, J., & Leffel, A. (2010). Developing the Leadership Team in an Entrepreneurial Venture: A Case Focusing on the Importance of Styles. Journal of Small Business and Entrepreneurship, 23(3), 355-371,481.
Drucker, Peter F. (1985). Entrepreneurial Strategies. California Management Review (pre-1986), 27(000002), 9.
George Gendron. (2004). Practitioners' Perspectives on Entrepreneurship Education: An Interview With Steve Case, Matt Goldman, Tom Golisano, Geraldine Laybourne, Jeff Taylor, and Alan Webber. Academy of Management Learning & Education, 3(3), 302-314.
James M. Kouzes. (1999). Getting to the heart of leadership. The Journal for Quality and Participation, 22(5), 64.
Trust is maintained when a facilitative leader can manage each of the seven areas of the facilitative leadership model effectively, with a balanced approach to each. As many leaders who have transformational skill sets excel in the areas of sharing a compelling vision, seeking to maximize involvement and coaching to performance, there is also the need for designing pathways to action based on input from all subordinates in an organization in addition to facilitating agreement. In a community of groups, a manager must also concentrate on consistency across the seven areas of the facilitative model. The apparent incongruity of one group to another in a community needs to be minimized with involvement, and facilitated agreement strategies that force leaders to have a completely different mindset relative to decision-making. The initial momentum of a project based on sharing an inspiring vision needs to be balanced with an equally strong focus on…
Amy H. Amy. (2008). Leaders as facilitators of individual and organizational learning. Leadership & Organization Development Journal, 29(3), 212-234.
Amy, Amy Hawkins (2005). Leaders as facilitators of organizational learning. Ph.D. dissertation, Regent University, United States -- Virginia.
Jan Barnsley, Louise Lemieux-Charles, & Martha M. McKinney. (1998). Integrating learning into integrated delivery systems. Health Care Management Review, 23(1), 18-28.
Ingrid Bens. (2007, July). The ten essential processes of facilitative leaders. Global Business and Organizational Excellence, 26(5), 38.
Within this leadership framework, leaders motivate employees by directly promoting and modeling the desired personal commitment to the organization in a manner that often transcends the boundaries of the vocational environment. Instead of viewing their employment as merely an occupation or a quid pro quo arrangement, employees within a transformational organizational culture incorporate elements of their employing organization into their personal psychological orientation. In that regard, the mission, goals, and values of the organization become part of the employee's persona in a manner that often generates much higher levels of personal commitment than purely transactional leadership schemes.
Typically, transformational leadership relies on social rituals that encourage the melding of personal identity and organizational values and objectives. For this reason, transformational leadership style is most suitable for sales staff, because the clarity of organizational goals of increasing revenue are directly related to the specific efforts of employees (ass, 1997; ass &…
Bass, B. (1990). "From Transactional to Transformational Leadership: Learning to Share the Vision" Organizational Dynamics, (Winter, 1990).
Bass, B. (1997). "Does the Transactional/Transformational Leadership Transcend Organizational and Motivational Boundaries" American Psychologist, 52.
Bass, B. And Steidlmeier, P. (1999). "Ethics, Character, and Authentic Transformational Leadership Behavior." Leadership Quarterly, 10.
56th President of the United States which has represents an unprecedented race in the American Democratic Party between Senators Barack Obama and Hillary Clinton. he relationship of Barack Obama and Hillary Clinton's leadership styles from the perspective of four distinct variables: gender, culture, trust and likelihood of voting. he author believes that the perception of fairness is the single most essential leadership trait which leaders should acquire in order to garner trust and commitment among voters. Consequently, the author also believes that this also applies to leadership in the business world.
he article conducts a literature review that focuses on different aspects of leadership. here is some controversy in the study of leadership as the author alludes to. here are several research studies that show that there is empirical evidence to suggest that leaders play a critical part in an organization working toward organizational goals. However, some of works have…
The article continues to illustrate various components of leadership and how they are presented in the literature with Obama's and Clinton's leadership styles and campaign messages as the focal point. For example, the article mentions that Barack Obama's winning Democratic Party Nominee Elections campaign, his change message in particular, was far superior in 2008 from an ethical standpoint. This seems to be a fairly loaded assumption that is difficult to test empirically.
He contrasts Clinton's campaign as a more top down approach based on her political life that allowed her to mingle constantly with the political elite. By contrast, Obama's career formed from a more bottom up approach in he worked as a community organizer in Chicago. It is noted that transformational leadership can be facilitated by the level of trust in the leader. Therefore, based on these criteria, it is assumed that Obama's level of trust based on his bottom up career development would be higher and more legitimate among the populace. Although this seems like a reasonable statement, it is still highly speculative without any empirical analysis being conducted on the two candidates.
The actual experiment works to test some of the hypotheses that were generated in the literature review. The independent and dependent variables were measured with a survey that used the Likert Scale to measure responses. The study concludes that the leadership styles of Obama and Clinton are striking different. Barack Obama was perceived as a transformational leader while Clinton was perceived more as a transactional leader. Although I intuitively agree with the study's findings, the evidence that is presented is subject to some skepticism. There are a plethora of limitations that the study had to overcome to be able to test the hypothesis. One obvious one was the sample size. Another limitation that the author alludes to is the cultural variables of the sample which oversimplifies culture into either East or West categories as opposed to more specific geographies. Although I found the article interesting, I'm not sure that it adds significant value to the study of leadership.
The most successful training programs are concentrating on the cognitive side of emotions, specifically evaluating how leaders can provide individualized attention and support to help subordinates prioritize tasks, focus their efforts, organize their time and resources and attain a higher level of performance. The transition of managers into leaders is also determined by the level of trust the latter is able to create and sustain through greater authenticity and genuineness of interaction with subordinates. No longer directing activities in the short-term, a leader with a sufficiently high level of EI interprets acts on and promotes the vision the organization is attempting to accomplish by taking a much focused path to their fulfillment. This can only happen when a leader has a strong focus on the needs of the team while also underscoring the urgency to focus on and achieve goals. Transactionally-oriented leaders struggle with this trade-off of task orientation to…
Antonakis, J., & House, R.J. (2002). The full-Range Leadership Theory: The Way Forward. In B.J. Avolio & F.J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. 3 -- 33. Boston: JAI Press.
Avolio, B.J., & Yammarino, F.J. (2002). Introduction to, and Overview of, Transformational and Charismatic Leadership. In B.J. Avolio & F.J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. xvii -- xxiii. Boston: JAI Press.
Bar-on, R. (1997). The Emotional Intelligence Inventory (EQ-I): Technical manual. Toronto: Multi-Health Systems.
Bass, B.M. (1985). Leadership and Performance Beyond Expectations. New York: The Free Press.
Stephen obin's Leadership Models: Assessment of Film Queen Elizabeth I
What is the leadership-effectiveness model?
Leadership behaviors and Styles
Group member characteristics
Internal and External environment
After watching the 1998 movie "Elizabeth," this paper was written which to shortly examine the make of her according to obin's leadership model. An extremely astute, intelligent and most extraordinary irregularity of her time question of whether Elizabeth should be considered the great model of leadership most would, Elizabeth rose to power and prospered in bonding her people. This monarch did this without husband or successor, was an extraordinary writer who was able to utilize her words in order to gain power and had an age named after her. She was the virtuous and carried herself as ethical symbol to which many would more than likely assign the title "great leader." It was clear from the viewpoint of the movie…
Clemens, J. & W.M., 2000. Movies to manage by: Lessons in leadership from great films. New York: McGraw-Hill Education.
Elizabeth I. 1998. [Film] Directed by Shekhar Kapur. United Kingdom: PolyGram Filmed Entertainment.
English, F. & S.B., 1997. Using Film to Teach Leadership in Educational Administration.. Educational Administration Quarterly, 33(1), pp. 107-125.
Herrington, J.O.R. & R.T.C., 2009. Patterns of engagement in authentic online. Australian Journal of Educational Technology, 19(1), pp. 59-71.
Facilitate Shared Leadership and Team Flow?
Management literature is rife with advice on how to engage teams of workers in their tasks, how to get teams to cooperate, and how to build cultural identity as a company. Historically, humans have used group rhythmic tasks to solidify affiliation in religious, cultural, and military settings (iltermuth & Heath, 2009). Traditional team-building approaches have focused largely on the content or style rather than the form of team-building exercises (Midura & Glover, 2005), but new research in the shared leadership model of team dynamics suggests that formal elements that promote cognitive fluency - or "flow" - between team members produce more innovative results and heighten trust within a team (Makowski & Breman, 2008). Research on fluency shows that it is a key element in building rapport and effective shared leadership (Hooker & Czikszentmihalyi, 2003; iltermuth & Heath, 2009). This research probes the…
Alter, A., & Oppenheimer, D.L. (2009). Uniting the tribes of fluency to form a metacognitive nation. Personality and Social Psychology Review, 13; 216-225.
Hooker, C. & Czikszentmihalyi, M. (2003) Flow, Creativity, and Shared Leadership. In Pearce, C.L. (Ed.), Shared Leadership: reframing the how's and why's of leadership. Thousand Oaks, CA: Sage.
Kirschner, S. & Tomasello, M. (2008). Joint drumming: Social context facilitates synchronization in preschool children. Journal of Experimental Child Psychology, 102(3), 299-314.
Makowski, M. & Breman, P. (2008) Team Flow - The magic of collaboration. In Grant, K. (Ed.) Fourth European conference on management, leadership, and governance. November 27-28, 2008, Reading, UK.
More importantly, our appreciative and participatory stance with our co-researchers has allowed us to witness and learn about the cutting edge of leadership work in such a way that is and feels qualitatively different from other research traditions we have used in the past, because it is built on valuing. Even though it is challenging at times (Ospina et al. 2002), our inquiry space is enhanced by our collaboration with the social change leaders. (Schall, Ospina, Godsoe and Dodge, nd)
Qualitative Research Methods
Qualitative research methods are those of:
(1) Phenomenology -- this is a form of qualitative research in which the researcher focuses on gaining understanding of how an individual or individuals experience a phenomenon.
(2) Ethnography -- qualitative research that focuses on the culture of a group and describing that culture.
(3) Case Study Research -- form of qualitative research that provides a detailed account of a case…
Betts, Dion E. (2008) Professional Learning Communities and Special education: We Are Gathering Student Performance Data, Now What? PA Administrator.
Blaydes, John (2004) Survival skills for the principalship: a treasure chest of time-savers, short-cuts, and strategies to help you keep a balance in your life. Corwin Press, 2004.
Condelli, Larry and Wrigley, Heide Spruck (2004) Real World Research: Combining Qualitative and Quantitative Research for Adult ESL paper was presented at the National Research and Development Centre (NRDC) Second International Conference for Adult Literacy and Numeracy, Loughborough, England, March 25-27, 2004.
Cotton, K. (1996). School size, school climate, and student performance (School Improvement Research Series, Close-Up #20). Portland, OR: Northwest Regional Educational Laboratory. Retrieved September 30, 2006, from http://www.nwrel.org/scpd/sirs/10/c020.html
Instead, it is rigid and reinforced with bureaucracy and red tape, thus making it a poor system for education and children.
Educating the whole child." Educating the whole child is an idea that took root in the early 20th century and is making a comeback in education. The educational model is conducted throughout the child's education - from kindergarten through high school, and recognizes the child is a complete being, with spirit, mind, and body, and each item must be addressed in the educational model. The model attempts to educate the "whole" child - heart, head, and hands, by offering education in a variety of areas, from academics to art and practical, hands-on activities. The children are encouraged to play as well as study, to help develop fully rounded personalities and ideas. Teachers also use storytelling, fairy tales, and other folk art as models for teaching and involving the children…
Editors. (2007.) Ism book. Retrieved from the Ismbook.com Web site: http://www.ismbook.com/intellectualism.html17 March 2007.
Gur-Ze'ev, I. (1999). Knowledge, violence, and education. Retrieved from the Encyclopedia of philosophy in education Web site: http://www.vusst.hr/ENCYCLOPAEDIA/main.htm17 March 2007.
Waghid, Y. (2005). Action as an educational virtue: Toward a different understanding of democratic citizenship education. Educational Theory 55 (3), 323-342. doi:10.1111/j.1741-5446.2005.00006.x http://www.blackwell-synergy.com/doi/full/10.1111/j.1741-5446.2005.00006.x