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Leadership has often been described as both an art and a science. Having the ability to influence other's decisions is paramount in order to be considered a good leader by one's followers. Good leadership is a necessity in all facets of today's world and within its daily operations. Each specific leadership situation is also different in its own way. This specific and relative facet of this phenomenon makes this topic interesting and very deep with example and information. The purpose of this essay is to describe what specific attributes contribute to a successful leader. In order to fully understand this topic, it is necessary to divide the topic into three separate stages in order to properly put into context the many different ideas that can contribute to positive and successful leadership.
To me, leadership development occurs in three distinct steps. The first step is a base line understanding of one's…
Bolden, R. Gosling, J. Marturano, A and Dennison, P. " A Review of Leadership Theory and Competency Frameworks" Centre for Leadership Studies University of Exeter June 2003. Web 4 June 2011.
Boje, David "Transformational Leadership" Transform Webpage 25 December 2000. Web 4 June 2011.
Fullan, Michael "Leadership for the 21st Century: Breaking the Bonds of Dependency" Educational Leadership Vol 55 #7 April 1998. Web 4 June 2011.
House, Robert et al. "Understanding cultures and implicit leadership theories across the globe: an introduction to project Globe" Journal of World Business 37 (2002) 3-10. Web 4 June 2011.
The first question asks the author to provide an overview of community building practices as defined by the Kouzes and Posner text. The second question asks the author to identify three different cultures from countries than their own and how they establish and create a sense of community. The third question asks the author to give examples of leaders that are definitely or probably using Contingency Theory. Fourth, the author needs to provide an example of a culturally diverse work team that the author worked in and how the author promoted cohesiveness in that team. Finally, the author is asked to suggest specific actions that can be taken to implement a tangible and effective leadership approach.
As for how a sense of community and overall community building practices are best implement and effected, the main headers of the relevant Kouzes chapter tells the story. In order, they…
Babson. (2014, March 11). Contingency Theory. Contingency Theory. Retrieved March
11, 2014, from http://faculty.babson.edu/krollag/org_site/encyclop/contingency.html
Kouzes, J.M., & Posner, B.Z. (2012). The leadership challenge: how to make extraordinary things happen in organizations (5th ed.). San Francisco, CA:
Leadership: Enhancing Lessons Experience
According to Johnson, & Giorgis (2002), Leadership is the process in which an individual influences actions of others towards common goals, Formulates policies, strategies, and influence people towards achievement of the same strategies. Over the past decades, various changes in the world have led to various definitions of leadership. The fall of the Soviet Union, globalization and various advances have changed the world we knew. A woman in leadership positions is a new phenomenon; various leadership trainings are available, and leadership as a skill is now an asset for professionals. For African Universities to ensure knowledge transfer and observing millennium development goals, a good leadership structure is essential. A leader has exception skills and acts outrageously to situations (Padam, 2009).
Scholars have advanced various theories on leadership. Leaders' Individual personal attributes beat explains the trait theory, when one looks closely at Mahatma Gandhi and Hitler it…
Johnson, N.J., & Giorgis, C. (2002). Leadership. The Reading Teacher, 56(3), 315-316. Retrieved from http:/ / proquest.com/docview/203276035
Padam, S. (2009). Leadership: Theory and practice. South Asian Journal of Management, 16(3), 136-137. Retrieved from http://.proquest.com/docview/222728386
Ilgen, D.R., Hollenbeck, J.R., Johnson, M., & Jundt, D. (2005). TEAMS IN ORGANIZATIONS: From input-process-output models to IMOI models. Annual Review of Psychology, 56, 517-543. Retrieved from http://search.proquest.com/docview/205830055
Hanson, K., & Leautier, F. (2011). Enhancing institutional leadership in african universities: Lessons from ACBS's interventions. World Journal of Entrepreneurship, Management and Sustainable Development, 7(2), 385-417. doi: http://dx.doi.org/10.1108/20425961201000040
Effective leadership has a big role to play when it comes to the life and success of any organization. Leadership normally transforms what is potential into a reality. Leadership is therefore the successful act that brings success to all of the potent potential that is in an organization as well as its people. Each day there are new paradigms that are proposed and at the same time the old ones are loosing their effectiveness. Leadership is therefore a major way through which people normally change the minds of other people and steer forward towards the accomplishment of the goals that have been identified within an organization. Organizations need leaders so as to orient and make new employees familiar with how things go about in the organization.in this case George Latour is making attempts of leading and coaching a new employee into the organization, Sherry Stern. However the relationship…
Fryer, B., Goodnight, J., Goulston, M., Lawrie, J.M. & Chappelow, C. (2004). The Micromanager. Harvard Business Review, 82(9), 31-39.
Chambers, H. (2005, Summer). Surviving the Micromanager. How to Succeed with Away Boss. Canadian Manager, 30(2), 24-25.
Simonton B.(2010). Good Leadership vs. Bad Leadership. Retrieved April 10, 2014 from http://www.bensimonton.com/good-vs.-bad-leadership.html#.U0evb8uLrFw
Benincasa R.(2007). 6 Leadership Styles, And When You Should Use Them. Retrieved April 10,2014 from http://www.fastcompany.com/1838481/6-leadership-styles-and-when-you-should-use-them
The Role of Leadership in Excellence Initiatives
Leadership is often thought of as a quality that is innate to certain individuals, such as CEOs and Presidents who have demonstrated their tireless commitment to a specific cause. This belief is not entirely true, however, and must be examined so that what leadership entails can be fully understood. (Bennis, 2010) There are two theories of leadership, the trait theory and the process theory. The trait theory teaches that leadership 'resides' in people, and is based on a certain mixture of intelligence, extroversion, fluency, and even physical stature. The trait theory of leadership teaches that having these innate traits will directly contribute to one's ability to lead, and therefore the best leaders will combine the highest amount of these aforementioned traits. The process theory of leadership, however, teaches that leadership comes as a result the interactions of individuals in a group. The…
Bennis, Warren. (2010). Concepts of Leadership. Retrieved September 21, .
Myatt, M. (2012). A Leadership Job Description. Forbes Magazine. Retrieved September 21, .
No Author. (2012). A Definition of Leadership. Oxford University. Retrieved September 21, .
No Author. (2012). Our Definition of leadership. The Teal Trust. Retrieved September 21, .
This week, maybe not my most charismatic week to be honest. There are definitely times when I can turn on the charm and be very charismatic, but this week I don't think I've excelled in this regard. I think that I should pay attention to opportunities to be charismatic because this is a skill that can be developed. Since I know that I have it in me to be this way, I figure that I should probably cultivate this skill a little more, because that will help me to be a better leader.
I think back to a recent trip I took. I was able to get a free seat upgrade just by asking, and when I met people I was able to impress them right away, gain their confidence and talk business effectively. I got a lot out of that trip in that regard, just be…
He projects a persona of trustworthiness, likability and brilliance that even his harshest critics admire. But a multiplicity of goals does not always make for a sense of coherent mission, and this sense of mission is required to sustain as well as initiate major changes. One of Obama's most-admired historical figures was Abraham Lincoln and: "Lincoln united his followers with a 'corporate mission' of preserving the Union and abolishing slavery, and this objective became more firm and resolute with the onslaught of the Civil War" (Lewis 2009). Of course, Lincoln had the advantage of having a single crisis to deal with -- Obama has many, spanning from healthcare, to the environment, to the financial crisis, to two wars. Creating a coherent philosophy to unite his ambitious, compassionate social objectives and the need for strong action on terror is no easy feat.
As a leader, Obama's greatest strength is his ability…
Finn, Christine & Sarah Baxter. (2008, November 23). Long-range love of Obama's absent mother. The Times. Retrieved July 11, 2010 at http://www.timesonline.co.uk/tol/news/world/us_and_americas/article5213328.ece
Lebovitch, Marge. (2010, February 29). Missing element in Obama's ties with GOP leaders.
Retrieved July 11, 2010 at http://www.nytimes.com/2010/02/25/us/politics/25chemistry.html?scp=1&sq=Obama%20personality&st=cse
Lander, Mark. (2010, June 24). Short, tense deliberation, then a general is gone.
Leadership is a term that can mean many things to many people in many situations. It can refer to a sergeant in the U.S. Army leading his men through minefields to track down enemy combatants in Afghanistan. It can mean the fastest car in a NASCAR race and it can allude to the young man in a Sunday School class who takes over competently when the regular teacher is unable to be present.
When discussing leadership it is helpful to use examples of people who showed leadership in various ways. The best-selling book by Michael Abrashoff (It's Your Ship: Management Techniques from the Best Damn Ship in the Navy) offers a wonderful glimpse into how a captain took over a Navy ship that was ranked very low in its capabilities because of a number of serious problems with personnel, with equipment, and obviously with leadership.
In Abrashoff's book the author…
Most conclusions on this approach were vague or indecisive in terms of social, psychological or mental significance (ice, 1978, 1981; Graen et al., 1972; Ashour, 1973).
Furthermore, over the years, many scholars have come to the realization that leadership is situational and hence there are many realistic settings like the environment, the employees, the resources, etc. that determine the characteristics needed in a leader as well as his/her business approach (Hershey and Blanchard, 1977, 1984). This is why it is important to first understand the different types of scenarios that a leader can face and then use those scenarios as the foundation on which most leadership techniques and approaches are built. This idea of leadership being situational is very helpful in outlining the methods through which leadership can be developed and has taken up a good part of the last three-decade of research (Mckenna, Boyd and Yost, 2007).
Adler, a. (1946). Understanding human nature. New York: Permabooks.
Ashour, a.S. (1973). The Contingency Model of Leadership Effectiveness: An Evaluation. Organizational Behavior and Human Decision Processes 9: 335-76.
Bandura, a. (1997). Self-efficacy. The Exercise of Control. New York: W.H. Freeman. (Bass, B.M. 1985). Leadership and Performance Beyond Expectations. New York: The Free Press.
Bennis, W., and B. Nanus. (1985). Leaders. New York: Harper and Row.
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.
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.
By the same token, by not having any specific policy implications, servant leadership theory does not expressly reject the transformational, situational or results-focused ideas of leadership. It is merely an adjunct to these theories, and is mostly useful for deciding on whether or not somebody should become a leader in the first place.
Situational Leadership and Results-Focused Leadership
These two leadership theories are opposed to one another, but they share the same philosophical underpinnings. The underlying theory of each of these leadership styles is that the leadership style is flexible, and the best leaders have the ability to utilize different styles and techniques depending on the needs of the day. here the two differ is in the understanding of the most important determinant of leadership style. Situational leadership theory argues that leaders need to adapt to the different circumstances, changing their style to suit the challenges with which they are…
The transformational leader- N.M. Tichy and M.A. Devanna ( 1990)
Servant Leadership- Robert Greenleaf
Leadership in organization - G. Yuki (2006)
Though there has been a strong correlation shown between the possession of certain key traits and effective leadership, no trait (or combination of traits) guarantees good leadership. More importantly, effective leadership does not really depend upon specific character traits so much as specific choices. The personality traits that can lead to good leadership tend to be those that allow for decisive and informed decisions based on the needs of the group or organization being led; charisma is certainly not among these, and the traits themselves are secondary to the decisions they lead to, regardless (Kirkpatrick & Locke 1991). Charisma no more makes a leader than attractiveness or another physical attribute.
Going back to charisma specifically, some have questioned whether the use of charisma as an enhancement to leadership -- or at least a tool of persuasion used by one in authority -- is even an ethical way to lead. In…
Elliott, M. (2009). "No charisma? Don't worry, you can still be a leader." Time. Accessed 29 January 2010. http://www.time.com/time/magazine/article/0,9171,1909616-3,00.html
Howell, J. & Avolio, B. (1992). "The ethics of charismatic leadership." Academy of management executive 6(2), pp. 43-54.
Kirkpatrick, S. & Locke, E. (1991). "Leadership: Do Traits Matter?" The Executive 5(2), pp. 48-60
Nye, J. (2008). "Charisma and leadership." Accessed 29 January 2010, http://www.huffingtonpost.com/joseph-nye/charisma-and-leadership_b_99466.html
y providing 'Role clarity' formalization eliminates the confusion pertaining to 'who does what' in an organization. Formalization also results in 'specialization of tasks'. Formalization is a process by which organizations try to standardize employee behavior. Larger organizations are generally more formalized due to greater manageability.
The downside of formalizing is well-known. If an organization wants to implement formalization it would be met with resistance. Managing employee resistance will be a big problem for managers who attempt to standardize work procedures. Employees in a formalized organization strictly perform the duties allotted to them and not more which causes a serious effect on the productivity. The lack of initiative by workers and the consequent loss of productivity and increased operating costs imply a loss of competitive advantage. Also, the one sided bureaucracy witnessed in a formal organization may in some instances lead to opportunistic behaviors by leaders resulting in misuse of power.…
1) Anita Hall, (March 2007), 'Influence: The Essence of Leadership', Retrieved Aug 17th 2009, from, http://www.ianrpubs.unl.edu/epublic/live/g1695/build/g1695.pdf
2) California State University, 'Influence Tactics', Retrieved Aug 17th 2009, from, [HIDDEN]
tactics are most likely to change followers' attitude?
3) Kotterman, James, (July 2006), 'Leadership vs. Management: What's the Difference?', Journal for Quality and Participation,
Leadership ehavior for Effective Decision Making
Effective decision making in the competitive business environment is closely linked with leadership skills. Managing change in existing organizations can often be extremely difficult, as it requires changing the organizational culture, the very roots that bind its members. This paper analyses the characteristics of a successful leader, illustrated with a practical example. Contrary to popular understanding, there is no unique style of leadership for all situations and the leader needs to be flexible and change his approach depending on case to case basis. The analysis takes into account the various theories on leadership - behavioral, contingency and transformational and evaluates the response of the leader to various situations in a typical organization operating in a fiercely competitive environment.
From the analysis, it is observed that the leader exhibited varying leadership styles and behavior to address and resolve various issues. The leader is found to…
Bennis, W. (1994) 'Visionary Leadership', in W.Bennis, J.Parikh and R.Lessem (eds) - 'Beyond Leadership: Balancing Economics, Ethics and Ecology', Blackwell: Oxford, pp.32-34
Gardner, H. (2001) 'Leading Minds' (ed) Manrik, J - 'Writers on Leadership', London: Penguin, pp. 73-76
Hampden-Turner, C. (1994) 'Charting the Corporate Mind' in W.Bennis, J.Parikh and R.Lessem (eds) 'Beyond Leadership: Balancing Economics, Ethics and Ecology', Blackwell: Oxford, pp.110-114
Jacobson, R. (2000) 'Leading for a Change: How to master the Five Challenges faced by every leader', MA: Butterwoth-Heinmann, pp.135-138
According to Blass, et al., writing in Human Resources Management, the best way to acquire political skills, is through the mentoring process. The inexperienced individual who has a desire to become a leader in the HR field must have a mentor who is "…armed with organizational experience" that is borne of "vicarious and firsthand experience" and is willing to share "insights and cues with proteges on what it takes to be successful in the organization" (Blass, et al., 2007, p. 6). Mentors must be able to have an "adaptive capacity" to teach the political skills necessary to lead, Blass continues.
Politically skilled individuals generally possess "greater adaptive capacity," Blass continues, which can result in "positive and strong leader reputation" (p. 6). Moreover, Blass argues that individuals with well-honed political skills gain "influence" because they are socially astute, have learned adaptability, and adjust behaviors "to meet situational demands" (p. 11).
Blass, Fred R. And Ferris, Gerald R. (2007). Leader Reputation: The Role of Mentoring, Political
Skill, Contextual Learning, and Adaptation. Human Resource Management, 46(1), 5-19.
Choo, Ho Geok. (2007). Leadership and the Workforce in Singapore: Evaluations by the Singapore Human Resources Institute. Research and Practice in Human Resource
Management, 15(2), 104-114.
49). That goes for leaders in the learning community as well. Thessin asserts that while it is important to teach students to solve problems, there is a lack of focus on another important, related goal: "the need for teachers to learn to do the same" (49). Teachers are leaders and they must be given the training to develop problem solving skills along with the other important skills mentioned in this paper.
Alansari, Eissa M., and Albustan, Suad A. (2009). Center for Continuing Education and Community Service at Kuwait University: A Model in Leadership for Adult and Continuing
Education. College Student Journal, 43(2), 1-8.
Fulton-Calkins, Patsy, and Milling, Charlie. (2005). Community-College Leadership: An Art to be Practiced: 2010 and Beyond. Community College Journal of Research and Practice, Vol.
Jameson, Jill, Ferrell, Gill, Kelly, Jacquie, alker, Simon, and Ryan, Malcolm. (2006). Building
trust and shared knowledge in communities…
Alansari, Eissa M., and Albustan, Suad A. (2009). Center for Continuing Education and Community Service at Kuwait University: A Model in Leadership for Adult and Continuing
Education. College Student Journal, 43(2), 1-8.
Fulton-Calkins, Patsy, and Milling, Charlie. (2005). Community-College Leadership: An Art to be Practiced: 2010 and Beyond. Community College Journal of Research and Practice, Vol.
The Leader is interested in aligning the beliefs and values of people with the overall goals and vision of the organization. In the Leadership role one can bring about change by providing direction, by setting an example, by motivating through inspiration, and by building teams based on respect and trust. A leader is focused on results rather than methods, systems and procedures. Leaders ask themselves "For what purpose?" And "What are the consequences for the system as a whole?" (Chait, 1997)
Different organizations offer various training programs for developing leadership skills in relation to planning, organizing, staffing, leading and controlling. The following paper analyzes the subject matter of these leadership trainings from various training writings and programs, in the light of the aforementioned human resource and management functions within an organization.
Planning is concerned with the future impact of today's decisions. It is the fundamental function of…
Altbach, P.G., Berdahl, O., Gumport, P.J. (1998). American higher education in the twenty- first century. Baltimore, Md.: The Johns Hopkins University Press.
Angelo, T.A. (1997) The campus as learning community: Seven promising shifts and seven powerful levers. AAHE Bulletin.
Chait, R. (1997) Contradictions of leadership and application of common sense. Speech delivered at the Leadership Conference of the California State University System, Long
Leadership and Change Management
History and experience suggest that effective leadership is integral to organizational success, as well as the success of individual members within the organization. Well, studies have given different perspectives as to what exactly constitutes effective leadership; however, what they all agree on is that effective leadership aids in the effective and efficient management of organizational resources and relationships as well as in the building of power and strength in the organization. Employees need leadership to inspire and motivate them to align their personal goals with those of the organization, and to give their all in the conduction of their duties. In the same way, clients and customers need leadership to inspire confidence and trust in an organization's output. Investors too need leadership to inspire confidence in the organization's stocks and assets. Good leadership, therefore, invariably produces greater benefits for the organization in terms of motivated employees,…
Daft, R., The Leadership Experience. 6th ed. Stamford, CA: Cengage Learning
Griffin, R., 2012. Management. 11th ed. Mason, OH: Cengage Learning
Hamilton, C., 2010. Communicating for Results: A Guide for Business and the Professions. 9th ed. Boston, MA: Cengage Learning
Hitt, M., Ireland, R.D., and Hoskisson, R., 2006. Strategic Management: Concepts and Cases. 7th ed. Mason, OH: Cengage Learning
Perhaps it is the subliminal desire to be a teacher. Or maybe it is that I never had the opportunity to actually stand in front of a room and instruct. Whatever the reason, I see myself falling into the leadership role of teacher and mentor.
A enjoy the different personalities and styles of people. That could be one of the motivations for being inclined toward this type of leadership. Teaching or mentoring is a very interpersonal type of leadership style. I get satisfaction from seeing and encouraging others and sharing information with them. In return, I learn a great deal from them as well. I also gain greater self-esteem when people tell me I am doing a good job or thank me for helping out. It is a real boost to the ego.
In a classroom setting, at parties and casually talking with friends, when playing sports and…
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.
Hambrick, D. et al. (1998). When Groups Consist of Multiple Nationalities: owards a New Understanding of the Implications. Organization Studies 19(2): 181-205.
he researchers examined the ways in which international companies are increasingly coming to depend on multinational groups. At times these groups can be highly effective but at other times their multicultural dynamics prove frustrating to all concerned. he authors looked both to characteristics of individuals in these groups such as gender and education and then assessed how the traits of individuals affected overall group dynamics and leadership style.
Harris, L.C. (2006). he dynamics of employee relationships in an ethnically diverse workforce. Human Relations 59: 379-407.
his article makes the important point that multiculturalism is not a concept that means the same thing to everyone. Especially important for the researcher to consider is the fact that not everyone in a multicultural group will define what are the most relevant…
The authors examine a particular subset of multicultural groups, that of health and social care workers. They find that one of the barriers is the professional orientation of the workers. This is not surprising, of course, but it is an important reminder that while leaders of multicultural groups must consistently attend to the cultural aspects of the members, they must not in this process slight other potential factors of affiliation or conflict.
Randel, a. (2003). The Salience of Culture in Multinational Teams and its Relation to Team Citizenship Behavior. International Journal of Cross Cultural Management 3: 27-44.
The author examines the degree to which cultural identification is important to group members. She found that groups that were either very highly diverse or relatively un-diverse tended to have members who were most likely to find culture to be highly salient. Members of groups that fell in the middle of this spectrum tended to downplay the salience of culture.
They are able to implement a long-term approach to organizational planning that allows their organizations to make long-term improvements and profitable investments.
A third characteristic of good leaders is the ability to take accurate assessment of the relative strengths and weaknesses of others as well as of themselves and to delegate authority in the manner most appropriate to those relative strengths and weaknesses. That requires the ability to evaluate fundamental areas of business management skills and to make definitive decisions about assigning responsibilities to those most capable of achieving success. In that regard, good leaders must also be their own most honest critics to avoid confusing their authority with their ability. Good leaders must know their limits and they must be able to trust allowing others the authority to make decisions based on their talents and abilities in specific areas.
Without effective leadership, it is extremely difficult for organizations…
Leadership Best Practices
Military leadership depends upon the ability to motivate, support and drive the team to accomplish the mission. Leadership styles are diverse in the military and can include everything from the autocratic style to the servant leadership style. The key to employing best practices in military leadership, however, is to understand the needs of the situation, the needs of the stakeholders, and the needs of the moment so that the right strategy is employed for the goal to be achieved.[endnoteRef:2] This paper will discuss leadership best practices, particularly how sharing leadership best practices can help individual, group, corporation and military success. [2: For this reason, Stogdill asserts that contingency theory is the best way to explain how leaders should perform.]
Leadership has been defined as the ability to give empowerment to others (Conger). Leaders make a difference in the lives of others by helping them…
Servant leadership is often based on Christian principles, although this is not required. It is a leadership concept that is designed to show that a leader can be a steward for the company, lead by example, help others, and not have to use any of the more 'heavy handed' leadership styles. While the servant leadership style is more often employed by women, men are becoming increasing more aware of (and more interested in) this particular style, because it seems to work well. The easiest way to show what servant leadership is would be to discuss the work of Stephen Covey, as he advocates this style in "The Seven Habits of Highly Effective People" and many other books.
Even though Stephen Covey is seen by many to be extremely important when it comes to management and effective individuals Covey himself appears to be somewhat scattered and disorganized. This is not actually…
JIM Kouzes, lecturer and author of nine books of leadership, including the best seller, "The leadership Challenge," qualities that make an effective leader have different perspectives.
There are four things that everyone look for in a good leader. Firstly, people want a leader who is honest to them, trustworthy, and has integrity. Secondly, people want someone who looks forward that is forward looking, who has a vision of the future, and thinks about the long-term, also people want someone who can forecast things in case of crisis. Thirdly, people want someone who is consistent, competitive, expertise and knows what they are doing. Fourth, people want a person who is inspiring, energetic, optimistic and positive about the future.
Research on how leaders execute or put all those attributes into action, or execute those qualities has produced five practices that successful leaders indulge those practices on the job and contribute to the…
Brady, Chris. (2007): Launching a Leadership Revolution: Mastering the Five Levels of Influence. New York: Business Plus.
Citrin, James M. (2007): The Dynamic Path: Access the Secrets of Champions to Achieve Greatness Through Mental Toughness, Inspired Leadership and Personal Transformation. New York: Rodale Press, Inc.
Covey, Stephen M.R. The Speed of Trust the One Thing that Changes Everything. New York: Free Press, 2006.
Kouzes, James. (2003): Leadership Challenge. New York: John Wiley and Sons, Inc.
Leadership: Succeeding in the Private, Public, and Not-for-Profit Sectors
Competency-Based Approach (Federal Government). The "competency-based" approach to leadership helps leaders "fully explore the challenge before them" so they can come up with solutions on a collaborative basis. The competences presented include: a) paying close attention to the situation; b) tapping into person life experiences to better tackle "group challenges"; c) using images (metaphors, photos, stories) to make sense of "complex information"; d) gaining knowledge through improvisation; e) being collaborative with others; and f) "synthesizing issues, objects, events and actions" so they have meaning (Sims, et al., 2005, 159). I fully agree that these competencies are what government leaders must adhere to.
The President's Management Agenda (Federal Government): Since the Federal Government is such a vast and expensive workforce it makes sense that the federal government sub-contracts some of the duties of government out to private vendors. Sims claims that the…
Northouse, P.G. (2013). Leadership: Theory and Practice. Thousand Oaks, CA: SAGE
Sims, R.R., and Quatro, S.A. (2005). Leadership: Succeeding in the Private, Public, and Not-
for-profit Sectors. Armonk, NY: M.E. Sharpe.
An additional theory that could be used to analyze a true leader is adaptability. Another writer notes, "Adaptive leaders learn to live with unpredictability. They spend less time fretting about the inability to establish a routine or control the future and focus more on exploiting opportunities" (Whiffen, 2007). Every organization experiences change, growth, and development. A good leader must be able to adapt to those changes, grow with them, and motivate their team to adapt, as well. The same writer continues, "Once a leader perceives changes in the operating environment, he should identify the 'critical elements of the new situation'" (Whiffen, 2007). This is essential for any organization, no matter the size. Nothing stays static, and new situations are always developing, so leaders must adapt to them, grow, and be open to change.
An example of a successful leader who headed a successful company is Herb Kelleher, the founder of…
Jerabek, S., & Day, D. (2009, November). Traits of leadership. FBI Law Enforcement Bulletin. 78, 20+.
Whiffen, H.H. (2007). Becoming an adaptive leader. Military Review, 87(6), 108+.
educational change in regard to the need for curriculum change aimed at addressing curriculum inadequacy that affects our elementary schools. In this paper, the concept of transformational, situational and distributive leadership are discussed in line with instilling positive change to the curriculum development process.
The concept of educational change is one which is often misunderstood by many people (Fullan,2007,p.29).Educational change is either imposed involuntarily or voluntarily accepted by the relevant person or authority. Its meaning too is accepted with a lot of ambivalence as indicated by Fullan.In this paper, we discuss how the concept of educational change is enacted in order to improve student learning through the development of an updated curriculum that is aligned with the state standards for an elementary school. Students often state assessment outcomes as (not met) on the school report card for years. It would therefore require good leadership to instill the necessary change to…
Bondi, J. & wiles, J., (1998) Curriculum Development; A Guide to Practice (5TH Edition).
Prentice Hall, Upper Saddle River New Jersey.
Burns, J.M. (1978), Leadership, New York: Harper and Row, Publishers
Bryman, A. (1992), Charisma and Leadership in Organisations, Newbury Park, CA: Sage
autobiography Leadership, written by udolph Giuliani and Ken Kurson as the main resource for this biography of Giuliani. I have chose udy Giuliani for exemplary leadership because of his charisma, his fearless attitude, and the way he managed the crisis in New York City after the terrorist bombings of September 11, 2001. While Mr. Giuliani certainly is not a perfect man, he showed remarkable skill, empathy, and leadership when New York City (and the nation) needed it the most.
In addition, Mr. Giuliani is a charismatic man, and before the terrorist bombings, he was a controversial leader at best. Not everyone liked or admired him. He sometimes seems to have an abrasive and grating personality. I was interested to see how his persona before and after the terrorist attacks changed, and how he came to be a hero in the hearts and minds of a nation that had largely ignored…
Barrett, W. (2000). Rudy!: An investigative biography of Rudolph Giuliani. New York: Basic Books.
Bernstein, A. (1997, September 29). Why Rudy reigns: Crime pays for New York's mayor. The Nation, 265, 11+.
Bielski, L. (2003). Rudy on leadership. ABA Banking Journal, 95(1), 8.
Giuliani, R.W. (2001, September/October). Ideals, principles & values must transcend all forms of prejudice. Presidents & Prime Ministers, 10, 7+.
Among the best ways to shape organizational culture and still be sure that the employees and their socially diverse cultures are being represented and honored is through ethical leadership models. Three of these models are: P4, Complexity, and 4-V. Each of these models will be discussed here. The P4 model stands for Purpose, People, Planet, Probity (or Purity or Principles) (Ethical, 2014). These four things are the cornerstones of sustaining success when it comes to any organization or business in the modern day, and require those who are in leadership positions to really think about what they are offering to their company, their employees, and their customers and stakeholders (Ethical, 2014). The goal is to show that the organizational purpose is strong, and that it is reconciled with proper care of others in order to keep the company moving forward without causing any harm to the people who…
Ethical leadership, decision-making, and organizations. (2014). Businessballs. Retrieved from http://www.businessballs.com/ethical_management_leadership.htm .
Macaluso, T. (n.d.). A model for ethical leadership. Complexity model and ethics. New Thinker. Retrieved from http://www.newthinker.com/NewThinking%20about%20ETHICAL%20LEADERSHIP.pdf .
McQueeny, E. (2006). Making ethics come alive. Business Communication Quarterly, 69(2), 158-170.
Reilly, E.C. (2006). The future entering: Reflections on and challenges to ethical leadership. Educational Leadership and Administration, 18, 163-173.
He was a second round draft pick, but he just couldn't seem to connect with the Falcons. However, he never gave up on his dream to be a number one quarterback in the league. His fan web site notes, "You know the lyrics to the song 'I get knocked down, but I get up again - you're never gonna keep me down!'? Brett might not either, but he sure lives by those words" (Editors). In 1992, the Green Bay Packers traded a number one draft pick to take Favre, a move that many thought was totally crazy. However, in his first game, he went in for the injured first-string quarterback, and ended up leading the team to a nail-biting victory over the Cincinnati Bengals, 24-23. In that same year, he became the youngest quarterback ever to play in the Pro-Bowl (23). He took over the head quarterback position after the…
Beowulf. Trans. Charles W. Kennedy. Oxford: Oxford University Press, 1978.
Editors. "Bio." OfficialBrettFavre.com. 2008. 14 Feb. 2008. http://www.officialbrettfavre.com/bio/
Editors. "Brett Favre: The Person. BrettFavre.com. 2008. 14 Feb. 2008. http://220.127.116.11/person.php
" (Ying-Feng, 2006)
As mention earlier, the leadership at GE was able to pull of years of having the best leadership; for instance, in eptember 7, 2001, when 44-year-old Jeff Immelt was picked as being the company's twelfth leader after Edison, he faced an intimidating challenge. Not only would he be guiding a $130 billion global company managing businesses from lighting to aircraft engines to monetary services, nonetheless he would do so following Jack Welch, a legendary CEO who, over two decades, had generated an average annual total return to shareholders of more than 23%.
As Immelt took on one of the biggest management jobs in the world, some wondered whether GE's vaunted management development process had prepared him to lead such a complex organization. But for the new CEO, the bigger question was, how could he ensure that GE's talent machine kept developing executives who could continue driving the…
Storm, P., 1995. Strategy and leadership. Organization Studies, 16(3), pp. 527-527.
Tivendell, J., 2003. Teams that lead: A matter of market strategy, leadership skills and executive strength. Canadian Psychology,, 44(4), pp. 428-430.
Ying-Feng, K., 2006. Influences on employee career strategy adoption in the information service industry: Superior leadership style or employee achievement motivation?. International Journal of Management,, 23(1), pp. 176-186. .
Leadeship Skills Impact Intenational Education
CHALLENGES OF INTERNATIONAL EDUCATION
Pactical Cicumstances of Intenational schools
THE IMPORTANCE OF LEADERSHIP IN EDUCATION
What is Effective Leadeship fo Today's Schools?
Challenges of Intecultual Communication
Challenges of Diffeing Cultual Values
Impotance of the Team
Cuent Leadeship Reseach
APPLYING LEADERSHIP IN AN INTERNATIONAL SETTING
Wagne's "Buy-in" vs. Owneship
Undestanding the Ugent Need fo Change
Reseach confims what teaches, students, paents and supeintendents have long known: the individual school is the key unit fo educational impovement, and within the school the pincipal has a stong influence upon the natue of the school, the conditions unde which students lean, and upon what and how much they lean. Despite this ageement about the cental ole of the pincipal, thee is little eseach concening the chaacteistics of pincipals associated with effective leadeship and with pupil accomplishment, and even less insight…
Allen, K.E., Bordas, J., Robinson Hickman, G., Matusek, L.R., & Whitmire, K.J. (1998). Leadership in the twenty-first century. Rethinking Leadership Working Papers. Academy of Leadership Press. http://www.academy.umd.edu/scholarship/casl/klspdocs/21stcen.html
Bennis, W.G. (1997). "The secrets of great groups." Leader to Leader, No.3. The Peter F. Drucker Foundation for Nonprofit Management. http://www.pfdf.org/leaderbooks/L2L/winter97/bennis.html
Crowther, F., Kaagan, S., et. al. (2002). Developing Teacher Leaders. Thousand Oaks: Corwin Press.
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…
leadership and change management are very crucial factors in the determination of an organization's success. One of the main causes of organization failure is poor leadership. This coupled with the lack of appropriate change management program can quickly send an otherwise profitable business venture into the dreaded domains of bankruptcy and losses. This paper is therefore dedicated to the investigation of the effects of leadership and change management on organizational culture and organizational performance in the case of corporations undergoing mergers and acquisitions The role played by an organization leader is to align the organization's resources, envisioning of the future of the organizations and the motivation of the employees in the firm in order to achieve better results in terms of performance and profitability. A viable leadership strategy must therefore be devised and coupled with an effective change management strategy in order to ensure that businesses remain profitable in this…
Carnegie Bosch Institute (2010) Leadership and Change Management in a Multicultural Context
Chatterjee, S., Lubatkin, M., Schweiger, D. And Weber, Y. (1992). Cultural Differences and Shareholder Value in Related Mergers: Linking Equity and Human Capital, Strategic Management Journal, Vol. 13, 319-334
Covin, T., Kolenko, T., Sightler, K. And Tudor, R. (1997). Leadership style and post-merger satisfaction, Journal of Management Development, Vol 16, No.1, 22-33
representation of leadership in literary works is not identical to the representation of leaders. To take one of the most famous examples in English literature, King Lear may be the highest-ranking leader in the Shakespeare tragedy that bears his name, but his actions are neither wise nor principled; Lear's Fool, the court-jester, arguably displays more leadership over the course of the drama. Examining literary representations of leadership in the past two decades, therefore, will not always entail examining stories about powerful or influential people. In outlining a research proposal to examine how leadership issues are illuminated by recently published works, it is crucial to understand that a proper survey will include a mix of works. Some of these works will examine directly the highest leadership roles, like that of a commander-in-chief, while other works will illuminate leadership from the perspective of the ordinary soldiers who follow that lead. This proposal…
Beilin, K. (2012): "The split-screen syndrome": Structuring (non)-seeing in two plays on Abu Ghraib. Comparative Drama 46: 427-450.
Franzen, J. (2010). Freedom. New York: Farrar Straus.
Goodwin, DK. (2005). Team of rivals: The political genius of Abraham Lincoln. New York: Simon and Schuster.
Greenberg, KJ. (2007). Split screens. In McKelvey, T., ed. One of the guys: Women as
Leadership / Leadership: What? So What? Now What?
Wart (2014) defines leadership as the ability to instill in others the drive to pursue a collective vision so that the pursuit of this vision is a joint effort that leads to joint success. Influencing others in this way can be in terms of social influence. It does not use power which can be viewed as autocratic. It inspires to even those who do not directly report to the leader to accomplish much. olfe's model of reflection will be adopted in this essay and its attributes which include, what, so what and now what will be explored (olfe, et al. 2001).
Leadership as a concept and as a practice has many theories that seek to explain it. Each of these highlight specific attributes. Understanding these attributes is key to attaining goals. Some of these theories are highlighted below as they relate…
Bass, B.M., & Avolio, B.J. 1994, Improving Organizational Effectiveness through Transformational Leadership. USA: SAGE Publications.
Bass, B.M., & Riggio, R.E. 2006, Transformational Leadership. USA: Psychology Press.
Brayman A. 1992, Charisma and Leadership in Organizations. London: Sage.
Chemers, M. 2014, An Integrative Theory of Leadership. New York: Psychology Press.
This essaydescribes the meaning of leadership and defines the characteristics and qualities of effective leaders. It discusses the manner in which leadership skills can be developed and assesses the importance of leadership in organizations seeking to achieve specific aims. Leadership styles, such as servant leadership and transformational leadership, are analyzed and qualities such as boldness, good judgment and emotional intelligence are examined to show how they support effective leadership. The paper concludes with a discussion of what leadership means to different people and how leadership styles can reflect an individuals own subjective take on leadership and how it should be demonstrated.
What is leadership?
How can leadership qualities be promoted?
How does a bad leadership experience impact a workplace culture?
Real-life leaders in the 20th century
Influential Leaders in Modern Times
Servant Leadership and Youth Programs
The Qualities That Define a Good Leader
Throughout your life, you have been under the leadership of both effective and ineffective leaders.
You have also been part of both effective and ineffective organizations. Those memories (both
pleasant and painful) are deeply ingrained in your mind, but you may have never stopped to consider
why you loved or hated a particular persons style or a particular organizations policies.
Well, here is your chance! In this class, we have been examining human nature and leadership from
several perspectives. Your task is to apply that academic knowledge to your own history.
You may include any leaders that you served under in any formal organization. Some examples
might include: former teachers, college professors, coaches, bosses, pastors, and church elders. If
you served in the military, superior officers would be good choices as well. Try to think of specific
leaders that you either loved or hated, and…
As the world becomes more populous, busy, and interconnected, the need for good leadership will grow. Furthermore, this leadership will be needed in a number of different social and cultural contexts. (Gibson & McDaniel, 2010, 451-452). Fortunately, we are undergoing a renaissance in the study of leadership and our notions of leadership are becoming more diverse and, at the same time, more fundamental.
Leaders are produced by their environment, which includes their personality, their experiences, and their organizations. Leaders tend to grow out of organizations in which they embody the core values and ambitions shared by the organization.
The Traditional Models of Leadership
The traditional view of a leader is someone who is dominant, competitive, and authoritarian. (Medina, et. al., 2008, p.249). Although most leaders do exhibit these qualities, that does not mean that a leader must have such qualities. The reason these types of leaders are prevalent is…
Bell, A.H., & Smith, D.M. (2010). Developing leadership abilities. Boston: Pearson.
Cheung, M.F.Y., & Wong, C.-S. (September 28, 2011). Transformational leadership, leader support, and employee creativity. Leadership & Organization Development Journal, 32, 7, 656-672
Medina, F., Munduate, L., & Guerra, J. (January 01, 2008). Power and conflict in cooperative and competitive contexts. European Journal of Work and Organizational Psychology, 17, 3, 349-362.
Gibson, C., & McDaniel, D. (January 01, 2010). Moving Beyond Conventional Wisdom: Advancements in Cross-Cultural Theories of Leadership, Conflict, and Teams.Perspectives on Psychological Science, 5, 4, 450-462.
Follower Outcomes of Leadership Behaviors
Comment by Sabina:
Follower Outcomes of Leadership Behaviors
The founder and current executive chairman of University of Phoenix is John Sperling. He is a very respectable, influential, and powerful leader. John Sperling founded the University of Phoenix by offering classes in his garage. Today University of Phoenix is one of the largest private universities in the country. A great leader is one that is capable of leading the company effectively and increasing follower outcomes. In this paper I will discuss John Sperling and his leadership behaviors and how they influence follower outcomes. I will also discuss some of the follower outcomes that originate from good leaderships.
John Sperling utilized his skills, his knowledge, his business savvy and his strong leadership skills to create a very successful and profitable organization. "University of Phoenix founder and Chairman John Sperling rewrote the rules for success in…
Adamson, L. (2010). John Sperling, Apollo Group. Industry News. Retrieved from http://www.inc.com/magazine/20040401/25sperling.html
External Influencers (1998). External Influencers. Change. 30 (1) 17-19
Oshagbemi, T. (2008). The impact of personal and organizational variables on the leadership styles of managers. The International Journal of Human Resources Management. 19 (10) 1896-1910.
The ole of Leadership in Developing and Implementing Strategy
The role of a leader is important in the determination and implementation of strategy within an organization. The potential impact of a leadership maybe seen with many examples; one is the return of Steven Jobs to the role as CEO of Apple when the firm was struggling. Jobs returned to this role in Apple in 1997 when the firm was struggling. It was under the leadership of Jobs, that the firm adopted a new strategy, rebuilding the image of Apple and developing the lifestyle product range starting with the iPod and iTunes (Stone, 2011). As well as increasing market share the success may be seen in the capitalization of the firm which increased from $5 billion in 1997 to $350 billion in 2011 (Stone, 2011). Another example may be seen when Howard Schultz returned as CEO to Starbucks in 2008,…
Buchanan, D; Huczynski, A, (2010) Organizational Behavior, Harlow, FT/Prentice Hall
Drucker, Peter F, (2006), The Effective Executive: The Definitive Guide to Getting the Right Things Done, Harperbusiness Essentials.
Mintzberg Henry, Ahlstrand Bruce, Lampel Joseph B. (2008), Strategy Safari: The Complete Guide Through the Wilds of Strategic Management, Financial Times / Prentice Hall
NBC News, (2008), Starbucks chairman Schultz returning as CEO, NBC News, retrieved 16th July 2012 from http://www.msnbc.msn.com/id/22544023/ns/business-us_business/t/starbucks-chairman-schultz-returning-ceo/
Leadership and Transforming an Organization
Leadership: Transforming an Organization
Many companies fail to meet the expectations of all of their stakeholders. Since there are a number of different stakeholders in any company (investors, customers, employees, etc.), it is possible to meet the needs of one or more groups while leaving out the needs of other groups. That is unfortunate for the one group left out, of course, and can also lead to serious problems for the company itself. When companies meet all stakeholder needs, they keep all of the groups affiliated with them happy and content. However, a company that avoids meeting the needs of one or more groups of stakeholders is setting itself up for problems. That does not mean that the company will fail. That largely depends on which group of stakeholders the company is effectively ignoring. Some stakeholder groups are more important to the overall operations of…
Chemers, M. (1997) An integrative theory of leadership. NY: Lawrence Erlbaum Associates, Publishers.
Hackman, M. & Johnson, C. (2009). Leadership: A communication perspective. Long Grove, IL: Waveland Press, Inc.
Hughes, R.L., Ginnett, R.C., & Curphy, G.J. (2012). Leadership: Enhancing the lessons of experience. (7th ed.). New York, NY: McGraw-Hill Irwin.
Spillane, J.P., Diamond, J., et al. (2004). Towards a theory of leadership practice. Journal of Curriculum Studies, 36(1): 3 -- 34.
Leadership Styles in Movies / Management Lessons about Leadership styles in Movies
Leadership is a major organizational resource, demonstrated by individuals via a wide range of skills and talents (Lester, 2015). Leadership represents a key means by which individuals change others' minds, moving people and organizations forward for achieving established aims (IAAP, 2009). Several leadership models exist, with some of them proving to be rather effective and helpful. However, rapid transformations in the world, particularly in the last decade, owing to emergence of globalization and extensive adoption of information technology, have led to drastic changes in workforces' behavior and expectations. One cannot now lead a workforce using conventional techniques of the past, if one desires to leverage staff talents and achieve optimal performance. A majority of successful companies today seek knowledge workers -- well-trained, skilled and experienced individuals desiring to utilize their abilities to their optimum potential in a work…
Argintar, L. (2014). The Devil Wears Prada, A Boss, Not AB*tch: Why Women In the Workplace Get A Bad Rep. Elite Daily. Retrieved from http://elitedaily.com/women/devil-wears-prada-boss-btch-women-workplace-get-bad-rep/
Balzac, S. (2015). Princess Bride Problem Solving. LinkedIn. Retrieved from https://www.linkedin.com/pulse/princess-bride-problem-solving-steve-balzac
Batke, k. (2015). How Not to Manage Like Bill Lumbergh. Jostle Corporation. U.S.. Retrieved from http://www.jostle.me/blog/how-not-to-manage-like-bill-lumbergh
Casse, P & Claudel, P. (2011). Leadership styles: a powerful model. Training Journal. www.trainingjournal.com.
Leadership style sued by Bill Gates
Having left his classroom studies at high school level, Bill Gates went on to form and lead one of the most successful computer manufacturing business of all times at the global level, the Microsoft. This would not be possible without vision, focus, passion and above all good leadership style that Gates exhibits among his employees. Bill gates has been known to display a mix of three major leadership styles, the autocratic style of leadership, participatory leadership and laissez faire leadership style.
Bill gates is known to be a leader who makes decisions on critical matters with little consultation or with very little consultation among the top leadership, the autocratic leadership style. This has been leadership style that comes out due to his character traits of being intelligent, skillful, determined and a person of high integrity. He known to be less social especially at the…
Leadership-Level Implementation of Strategic Plan
Good leadership is a key aspect of project management. Leading a project requires working with the manager and other staff drawn from the project's functional areas. It is not accurate to say that a leader only influences the subordinates under him. esponsibilities of a leader can go either vertically or horizontally. An effective leader will not only lead the subordinates under him or her, but also all the people involved in the project including those who are his seniors. A leadership model referred to as 3D model has been fronted by various players and promotes team leadership, self-leadership as well as teamwork that is leadership oriented. Effective leadership takes the ability to spot opportunities to improve a project and also execute on the project improvement. Besides the existing good personal traits, the style of leadership can be modeled through experience, training as well as dedication.…
Abou-Zeid, E.S. (2005). A culturally aware model of inter-organizational knowledge transfer. Knowledge management research & practice, 3(3), 146-155.
Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009). Virtual teams: a literature review. Australian Journal of Basic and Applied Sciences, 3(3), 2653-2669.
Bidgoli, H. (2013). MIS 3. Boston, Mass: Course Technology/Cengage Learning.
Caligiuri, P. (2006). Developing global leaders. Human Resource Management Review, 16(2), 219-228.
Technical, interpersonal, and conceptual skills
Interpersonal skills entail knowing how to interact with others. No employee desires to have a boss who is inconsiderate or rude or one who has poor human skills. All these could reduce productivity and employee morale. Managers with effective human skills tend to have subordinates who have positive attitudes and strong desires to increase productivity. Managers are always expected in any organization to have harmonious relationships with those below them like supervisors, peers, and subordinates (Yukl, 2012).
Conceptual skills refer to an individual's aptitude to formulate ideas. These skills include formulating abstractions, thinking creatively, understanding issues, solving problems, and analyzing complex situations. Within the business context, these skills are viewed as integral prerequisites for top executive positions. Conceptual skills differ from technical skills and interpersonal skills. The three types of skills assume vital roles for certain purposes and in certain situations. However, conceptual skills…
Phillips, D. T (1993). Lincoln on Leadership: Executive Strategies for Tough Times. Warner Books, Inc.
Yukl, G.A. (2012). Leadership in Organizations. 8th Ed. Boston, MA: Pearson Education
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.
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.
Models of leadership and management
Comparison and contrast of leadership models
Application of leadership model: Case of Mark Zuckerberg
Table 1- Leadership Table
Leadership in public and private sector businesses is important for the growth of these businesses. Of late, many researchers have thoroughly investigated the role leadership in promoting businesses. Researchers have also tried to explore the common characteristics of global business leaders that have led their businesses to successful heights. Different models of effective leadership in corporations have also been drafted. One major aspect of leaders being explored in their ability to inspire people surrounding them and use this inspiration to achieve results that could be achieved without having complete trust of followers. While followers might be hard to make for a leader, and yet harder to retain, few researchers have put forth consolidated models of inspirational leaders that effectively make and retain followers.…
Brio, M.M. (2013). Think like Zuck: How Leadership diversity Sparks Innovation. Forbes Magazine. Retrieved from: [ http://www.forbes.com/sites/meghanbiro/2013/01/27/think-like-zuck-how-leadership-diversity-sparks-innovation/ ]
Forbes. (2013). The World's Billionaires: Mark Zuckerberg. Forbes Magazine. Retrieved from: [ http://www.forbes.com/profile/mark-zuckerberg/ ]
Drucker, P.F. (2004). What makes an effective executive? Harvard Business Review, 58-63.
Goffee, R., & Jones, G. (2001). Why Should Anyone Be Led by You? IEEE Engineering Management Review, 29(1), 94-100.
Two of the most pressing issues in corporate leadership today include gender equality and labor rights. In "Women See Slow Progress in Leadership," Gay (2013) cites numerous empirical studies showing that the glass ceiling remains nearly impenetrable at the highest levels of management. The report cites the work-life balance ideal as the most common reason offered for why many women are either opting out of the CEO lifestyle, or are not considered ready or willing to handle the challenges and pressures of senior leadership.
In "The Best etail Companies to Work for ight Now," Smith (2013) describes Costco's approach toward human resources management. The company has recently been named one of the best companies to work for in the United States because of their relatively high salaries, supportive work environment, opportunity for growth, and job security. Its ethical labor rights practices are helping gain positive publicity for Costco, showing…
Gay, M. (2013). Women see slow progress in leadership. The Wall Street Journal. 14 Nov, 2013. Retrieved online: http://online.wsj.com/news/articles/SB10001424052702303289904579196123043065800
Greenleaf, R. (2013). Ten principles of servant leadership. Butler University. Retrieved online: http://www.butler.edu/volunteer/resources/principles-of-servant-leadership/
Lavinsky, D. (2013). Are you a visionary business leader? Forbes. Retrieved online: http://www.forbes.com/sites/davelavinsky/2013/04/26/are-you-a-visionary-business-leader/
Robert K. Greenleaf Center for Servant Leadership (2013). What is servant leadership? Retrieved online: https://greenleaf.org/what-is-servant-leadership/
My organization is Miami-Dade Transit, for which I am a bus operator. The Transit system is an independent operating entity within the government of Miami-Dade County. Leadership of this company is typically appointed, and this was the case of the current Director, Ysela Llort. She was posted to the position at Transit in February 2012, after a career spanning many different units within the county, including Public Works, Aviation and Seaport, as well as an earlier role at Transit. Her background is diverse enough that she not only can effectively manage the transit system for one of the most highly-populated counties in the country but also that she can perform a role as liaison with the county, the government entity that funds and provides oversight for the Transit division. This paper will examine the leadership style of Ms. Llort, in the context of my experiences working there.
CBS (2010). Miami-Dade Commissioners livid over transit scandal. CBS News. Retrieved December 7, 2013 from http://miami.cbslocal.com/2010/12/07/miami-dade-commissioners-livid-over-transit-scandal/
LeMay, N. (2008). Leadership can be learned, but how is it measured? U.S. Aid. Retrieved December 7, 2013 from http://www1.msh.org/Documents/OccasionalPapers/upload/How_Can_Leadership_Be_MeasuredOP.pdf
Miami-Dade (2013). Ysela Llort -- Director. Miami Dade County Retrieved December 7, 2013 from http://www.miamidade.gov/biographies/transit.asp
Miami Today. (2012). Ysela Llort puts transit on track to open airport link station while trying to restore federal faith in the systems controls Miami Today. Retrieved December 7, 2013 from http://www.miamitodaynews.com/news/120308/story-profile.shtml
un Tzu informs that we cannot punish people until they feel loyalty to us: namely, until they consider themselves members of our group.
10. Keep them guessing
This quality may be pertinent only to leaders of a business / corporation. Her un Tzu advises keeping one's strategies and plans concealed from one's competitor so that one retains competitive advantage.
The Art of War, maintains un Tzu, is "a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected." (pt. 2)
The same goes for the Art of Leadership. It is also "a subject of inquiry which can on no account be neglected" and its qualities need to be known and inculcated in order to have maximum success in the field.
'Leader' as term may be inchoate, but as many entrepreneurs have…
Bateman, T.S., & Snell, S. (2009). Management: Leading and Collaborating in a Competitive World, Eighth Edition. New York, NY: McGraw-Hill Companies, Inc.
Kotter JP. 1996. Leading Change. Boston, MA: Harv. Bus. School
Schein, E. (1985). Organizational culture and leadership. CA: Jossey-Bass.
Sun Tzu, (2001). The Art of War Wylie, TX: Pickard & Son, Publishers.
e. leadership (Pruyne, 2001, p. 6), but also that "determining how to abstract a set of leadership concepts that apply across contexts without sacrificing an understanding of how the conditions and qualities involved in leadership vary among those same contexts" remained elusive (Pruyne, 2001, p. 7). Experts provided extended series of examples, mostly from the 20th century, demonstrating how leadership characteristics change over time and vary with context. Therefore future, 21st-century leaders should learn from the confused, sometimes contradictory and still evolving historical development of the concept "leadership," in order to distill the useful concepts from mistakes and temporary analytical fads. What seems to persist from the development of leadership theory over the last three centuries, is that leaders can be made rather than born regardless of inherited socio-economic status, and that while certain traits may be more prominent or apparent in those who find themselves in positions of leadership…
House, R., Javidan, M., Hanges, P. And Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Business 37, 3-10. Retrieved from http://t-bird.edu/wwwfiles/sites/globe/pdf/jwb_globe_intro.pdf
Kirkpatrick, K.A. And Locke, E.A. (1991). Leadership: do traits matter? Academy of Management Executive 5(2), 48-60. Retrieved from http://sbuweb.tcu.edu/jmathis/org_mgmt_materials/leadership%20-%20do%20traits%20matgter.pdf
Pruyne, E. (2002). Conversations on leadership. Harvard Leadership Roundtable 2000-2001, 1-
78 Center for Public Leadership, John F. Kennedy School of Government. Retrieved from http://www.morehouse.edu/centers/leadershipcenter/pdf/ConversationsOnLeadership.pdf
Leadership and Management Training Guide:
Leadership and management are terms that have been used interchangeably as many people assume that they are similar despite of their fundamental differences. The main reason attributed to this trend is the fact that these concepts must go hand in hand because they are complementary and linked together. Actually, attempts to separate leadership and management always contribute to several problems more than it solves. However, much has been written regarding the importance and difference between leadership and management. The effectiveness of managers and leadership abilities in a management team basically depends on their understanding of the differences between the two.
Differences in Leadership and Management:
Effective leaders and managers have become necessary for the successful operation of teams, organizations, and groups. This is because of the similarities and differences that exist between leadership and management for effective functioning of each. Leadership is basically described as…
Bacon, T.R. (2011, June 3). Five Deadly Leadership Power Drains. Retrieved May 6, 2012,
DiMaio, R.O. (2011). How To Be A Leader. Retrieved May 6, 2012, from http://www.leadershipinstitute.org/resources/writing.cfm?w=6
Ricketts, K.G. (2009, February). Leadership vs. Management. Retrieved from University of Kentucky -- College of Agriculture website: http://www.ca.uky.edu/agc/pubs/elk1/elk1103/elk1103.pdf
Leadership Choice: Designing Climates of Blame or esponsibility
In E. Grady Bogue's book The Leadership Choice: Designing Climates of Blame or esponsibility, the author addresses the impact that self-knowledge can have on a person's life and career. In other words, the way a person acts in his or her personal life is often directly related to the way a person acts in his or her professional life. The morals, opinions, and beliefs held by a person are not generally confined to one area of that individual's life. They are spread across all of the areas of life and designed to be used by that person in many different ways. When a leader has opinions and beliefs, those are generally included in that leader's personal and professional lives, and it may be very difficult to keep them separate. Most people would likely question why anyone would want or need to keep…
Antonakis, J., Cianciolo, A.T., & Sternberg, R.J. (2004). The nature of leadership. New York: Sage Publications, Inc.
Bogue, E.G. (2010). The leadership choice: Designing climates of blame or responsibility. New York: WestBow Press.
Frey, M., Kern, R., Snow, J., & Curlette, W. (2009). Lifestyle and transformational leadership style. Journal of Individual Psychology, 65(3), 212-240.
Leadership Style: What Do People Do When they are Leading?
Hewlett Packard (HP) remains one of the most successful computer and related services company in the Diversified Computer Systems industry. In this text, I concern myself with the leadership style of Meg Whitman -- the CEO of HP. In so doing, I will amongst other things analyze how her leadership style aligns with the company's culture. I will also examine Whitman's strengths, weaknesses as well as personal and organizational values.
Born in 1956, Whitman has over the years earned herself an enviable reputation as an efficient and brilliant corporate executive keen on making a mark in a corporate environment dominated by men. Having cut her teeth at Hasbro, Stride ite, Disney, and most notably eBay where served as CEO for a decade, Whitman rose to become the head of HP. She has also in the past tried her hand in…
Ferris, G.R. & Treadway, D.C. (Eds.). (2012). Politics in Organizations: Theory and Research Considerations. New York, NY: Taylor and Francis Group.
Forsyth, D.R. (2010). Group Dynamics (5th ed.). Belmont, CA: Cengage Learning.
Fox, W. (2007). Managing Organizational Behavior. Cape Town: Juta and Company.
Hellriegel, D. & Slocum, J.W. (2009). Organizational Behavior (12th ed.). Mason, OH: Cengage Learning.
Leadership Plans for Upcoming Academic Year
Over the course of the upcoming academic year, I hope to pursue opportunities that will ground my academic work in educational experiences outside of the classroom. I will become part of an undergraduate research program that will enable me to marry my real-life work in the world with what I have learned about marketing theory in school. I also will join more activities that will enable me to connect with other students of similar interests and aptitudes. One difficulty with working full-time and pursuing an undergraduate degree is that time is often scarce; obtaining a scholarship would free up more of my time to delve deeper into extracurricular activities. I have come to realize how the opportunities afforded to me to network with my peers and future employers are essential. I seek new opportunities to lead and to learn from other student and professional…
Sustainability in Leadership
Current global occurrences have posed a great challenge to the continued existence of living things on earth. At this stage in the history of man, humanity is struggling with a lot of challenges; and these challenges are not restricted to region or race. Problems associated with climate change, increased rate of poverty, inconsistent democracy, and lack of justice and fairness in society are common to all nations. At this critical moment, there becomes a vacuum to be filled with urgency by leaders whose sole desire and purpose is to salvage the earth from total destruction. The world needs leaders who possess strategies to effectively combat these challenges and lead their followers into lifestyles that are self-sustaining. Leaders who could bring about this much needed sustainability to our environments are regarded as Sustainability Leaders.
Purpose of Sustainable Development in Modern Leadership
Leadership in the traditional setting is,…
Banuri, T. & Najam, A. (2002). Civic Entrepreneurship: A Civil Society Perspective on Sustainable Development (Vol. 1: Global Synthesis). Boston, MA: Stockholm Environment Institute -- Boston Center.
Bennis, W. & Goldsmith, J. (2003). Learning to Lead: A Workbook On Becoming a Leader. 3rd ed. New York: Basic Books.
Brown, D. (2000). What Practical Difference Would the Adoption of the Earth Charter Mean to the Resolution of Global Warming Issues? P. Miller & L. Westra (Eds.), Just Ecological Integrity: The Ethics of Maintaining Planetary Life (pp. 205-214). New York: Rowman & Littlefield Publishers, Inc.
Boutros-Ghali, B. (1998). Leadership and Conflict. In Carnegie Commission on Preventing Deadly Conflict (Ed.), Essays on Leadership (pp. 1-6). New York: Carnegie Corporation.