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Analyzing Why Marissa Mayer's Leadership Style Is So Effective
In High Technology Companies
Attaining leadership effectiveness in rapidly changing, complex industries that requires a balanced approach to transformational, transactional and situational leadership requires a unique series of skills and training. For high technology companies including Google, finding leaders who have these innate skills and the training to define product, service and technology strategies effectively often requires the company to find leadership candidates with the core technology and leadership skills, then develop them over time. Google founders Sergei rin and Larry Page took this approach when they hired Marissa Mayer in the formative years of their company's growth. The Google senior management team focused on integrating the core strengths of every member of the senior management team into a single, unified leadership platform predicated on deep technology expertise, coupled with strong leadership styles. Creating a consortium-based approach to integrating…
Beugre, C.,D., Acar, W., & Braun, W. (2006). Transformational leadership in organizations: An environment-induced model. International Journal of Manpower, 27(1), 52-62.
Brin, D. (2010). Future tense: How the net ensures our cosmic survival. Association for Computing Machinery. Communications of the ACM, 53(6), 120.
Carter, S.M., & Greer, C.R. (2013). Strategic leadership: Values, styles, and organizational performance. Journal of Leadership & Organizational Studies, 20(4), 375.
Darling, J. & Beebe, S.A. (2007). Enhancing entrepreneurial leadership: A focus on key communication priorities. Journal of Small Business and Entrepreneurship, 20 (2), 151-168.
I think that both would be useful because they would perceive leaders with the same means and the same relationship with their employees/troops etc., but with different objectives, may they be maximizing profit or shareholder value, conquering a new country or delivering a message of peace. Reading books and biographies of different leaders would improve my skills by presenting different perspectives of the same activity.
Jack Welch. Jack - Straight from the Gut. Jack Welch is a charismatic figure that has successful led General Electrics through periods of change and growth and has remained one of the business figures that gave way to inspirational concepts such as Six Sigma. This book is simply a biography of Welch, from his accession to General Electrics to his retirement, covering about 20 years of his period as CEO of the company. It would be a good source to see how you…
Our persistent approach to the initial years of the twenty-first century, necessitates to recall the crucial incidents of the previous century and to foresee the events to be come across in future more specifically in the ensuing years. The commercial class considered to constitute the largest section in the society much concerned bout the future events. Taking all the technological advancements that took place during the past century in to consideration the corporations are to strive for maintaining the competitiveness in the international market relentlessly. Taking together all the factors one can visualize the extraordinary variations that have profound impact on the global trade and commerce. The veracity of global economy combined with the dissemination of the information technology provided adequate impetus to the corporations large and small to compete in a new dimension. This lays emphasis of the effectiveness of management and leadership skills as a determinant for…
Big Dog's Leadership Page - Concept of Leadership. Retrieved at http://www.nwlink.com/~donclark/leader/leadcon.html
Classical leadership. Retrieved at http://www.infed.org/leadership/traditional_leadership.htm
Clemmer, Jim. Customer Satisfaction is a Reflection of Employee Satisfaction. Retrieved at http://www.clemmer.net/excerpts/cust_satisfaction.shtml
Employee Motivation in the Workplace. Retrieved at http://www.bnet.com/abstract.aspx?cid=110&sortby=comp&docid=62973
Self-confidence is one of the most universally agreed-upon traits of a leader. In order for the organization as a whole to have confidence, the leader must exude confidence. There will be moments in any initiative the followers cannot see the benefits of the initiative or do not feel that they will be able to execute the initiative. It takes the confidence of the leader in order to enable the rest of the organization to believe in the initiative.
Locke's knowledge, skills and ability form the second of the four key to leadership. These are relatively self-evident, but they are still important aspects of genuine leadership. Knowledge of the industry, for example, is built up over the course of years. This knowledge allows the leader to make the right decisions and forge the right strategies. In addition, the leader will also have more ability to instill confidence in their followers if…
Locke, E. (1991). The Essence of leadership: The four keys to leading successfully. New York: Lexington- Macmillan.
Website of Edwin A. Locke, Ph.D., various pages. (2009). Retrieved December 3, 2009 from http://www.edwinlocke.com/
However, the sum total of the organization's output extends beyond the realm of the quantifiable. Qualitative measures also exist, and they can impact on the quality of the organization's output as well. It can be argued that even qualitative outputs will eventually impact on quantitative outputs. Ford's loss of reputation as the result of the Pinto scandal, for example, cannot be quantified but the sales and profit decreases that flow from the scandal can be quantified. The implications, however, of the damaged reputation cannot be avoided once the damage has been done. Thus, it is important for managers to control the qualitative output before the impacts appear in quantitative form. It may be impossible to control the impacts once the damage has already occurred.
In this way, the notion of quality as typically defined in production-oriented theories like Six Sigma or TQM, proves inadequate. As Ordonez, et al. (2009) showed,…
Ordonez, Lisa D,; Schweitzer, Maurice E.; Galinsky, Adam D. & Bazerman, Max H. (2009). Goals Gone Wild: The Systematic Side Effects of Overprescribing Goal Setting. Academy of Management Perspectives.
Wood, J.C. & Wood, M.C. (2002). F.W. Taylor: Critical Evaluations in Business and Management, Vol. 1. Taylor and Francis: London.
Hashmi, Khurram. (2009). Introduction and Implementation of Total Quality Management (TQM). iSixSigma.com. Retrieved September 6, 2009 from http://www.isixsigma.com/library/content/c031008a.asp
Kouzes, Jim & Posner
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.
However, this finding is dependent on the culture from which the leader comes from. This assessment is best applied, as was the case in Liu's study, among Japanese leaders being assessed by their Chinese employees; the same finding cannot be applied when Chinese employees were asked to assess their Chinese leaders'/managers' effectiveness in terms of leadership. Correspondingly, Chinese leaders are considered effective if they maintain a "frequent, mutually beneficial interaction" with their Chinese employees."
This "discovery" on the unequal assessment of organizational members on leaders with different cultural backgrounds, demonstrates the complex nature of effective leadership in multicultural settings. Liu's conclusions include the insight that,
The synergistic rule suggests that both cultural groups must together overcome difficulties and strengthen their relationship. Unilateral effort is typically inadequate for developing strong intercultural bonds. Together they discuss the nature of effective leadership and publicly decide whether they want the teams to adopt cooperative…
Corderman, D. (2006). "What is leadership?" FBI Law Enforcement Bulletin, Vol. 75, Issue 2.
Dulewicz, V. (2003). "Leadership at the top: the need for emotional intelligence in organizations." International Journal of Organizational Analysis, Vol. 11, Issue 3.
Hughes, R. (2005). "Five steps to leading strategically." T+D, Vol. 59, Issue 12.
Liu, C. (2004). "Effective Japanese leadership in China: co-operative goals and applying abilities for mutual benefit." International Journal of Human Resource Management, Vol. 15, Issue 4/5.
Leadership in Organizations
Leadership refers to the process of influencing other people towards attainment of organizational or group goals. Leadership entails three key factors: first, leadership is a process of social influence. It is non-existent without followers and a leader. Second, leadership requires that the followers act voluntarily. The nature of compliance is voluntary thus differentiating leadership from other forms of influence based on formal authority. Finally, leadership elicits behavior in followers that are goal directed in an organized setting (Griffiin, 2010).
Most organizational sciences focus on the topic of leader-behavior approach. There is enough documentation showing that thousands of leader-behavior approach studies have undergone publication. However, the precise nature and correlation of leadership with key criterion variables such as commitment, subordinate satisfaction, and performance remains uncertain (Green & obinson, 2010). This paper focuses on leader-behavior research approach for studying leadership. It also incorporates the strengths and weaknesses…
Green. G., P. & Robinson, J.W. (2010). Introduction to Community Development: Theory,
Practice, and Service-Learning. Michigan: SAGE
Griffiin, R. (2010). Management. New York: Cengage Learning
Response to Post #1
Your example of Shaar Mustaf, founder and leader of the Take Charge Juvenile Diversion Program, Inc. does exemplify the value of programs dedicated to helping at-risk individuals, especially young people, to overcome some of the most serious challenges they face in becoming productive and law-abiding members of society. However, I am not clear from your post what style or personal philosophy of leadership Mr. Mustaf uses to achieve the worthwhile objectives of the Take Charge Juvenile Diversion Program. I would be curious to know how much of his success and that of the organization and program is a function of his substantive knowledge and the effectiveness of the organization in other areas and how much of the success of the organization and program might be directly related to leadership style or leadership effectiveness on the part of Mr. Mustaf and, more generally, within the hierarchy…
Leaders that are experienced in a certain type of situations can manage them faster and more efficiently.
Such experienced leaders have the advantage of having experienced similar situations before. Therefore, this means that these leaders know what the phases of the situation are and what outcomes they should expect to take place. In other words, they are aware of the actions and decisions they must make in order to efficiently manage the situation in case.
For example, in the case of a police station with an experienced leader, the teams are confronting with a situation where several burglars tried to steal the money from a corner shop. The salesperson managed to press the alarm button and several police cars arrived at the location of the scene. The burglars are armed and are threatening the salesperson and other clients of the store that have been taken hostages inside the location.
1. Transactional Leadership (2010). Retrieved October 4, 2010 from http://changingminds.org/disciplines/leadership/styles/transactional_leadership.htm .
2. Leadership analysis of the two former Arab leaders
Sheikh Zayed bin Sultan Alnahyan and Saddam Hussein were two great Arab leaders that significantly influenced the Arab world, but there is very little resemblance in their leadership styles. As a manner of manifestation, the two had very distinct leadership styles, although their objective was somewhat common: the prosperity and unity of the Arab world.
2.1. General leadership analysis
The two Arab leaders had similar objectives, the unification of the Arab world, but different leadership styles, almost opposite.
Saddam Hussein exerted an autocratic leadership style that consisted in the strict surveillance of his subordinates, informational flows directed mostly up-down, inspiring fear to his subordinates, using fear as a way of control.
In opposition, Sheikh Zayed exerted a democratic leadership style, having as most main traits: sociability, flexibility, cooperation, communication, open spirit and friendly environment. The democratic leadership style is the most…
Saddam Hussein (2007). Wikipedia, the free encyclopedia. Retrieved March 25, 2007 at http://en.wikipedia.org/wiki/Saddam_Hussein#Secular_leadership .
DuBrin, Andrew J. (2005). Leadership: Research Findings, Practice, and Skills. Fifth Edition. Chapter 1: The Nature and Importance of Leadership. Retrieved March 25, 2007 at http://college.hmco.com/business/dubrin/leadership/5e/chapters/chapter1.html.
DuBrin, Andrew J. (2005). Leadership: Research Findings, Practice, and Skills. Fifth Edition. Chapter 2: Traits, Motives, and Characteristics of Leaders. Retrieved March 25, 2007 at http://college.hmco.com/business/dubrin/leadership/5e/chapters/chapter2.html.
DuBrin, Andrew J. (2005). Leadership: Research Findings, Practice, and Skills. Fifth Edition. Chapter 7: Power, Politics, and Leadership. Retrieved March 25, 2007 at http://college.hmco.com/business/dubrin/leadership/5e/chapters/chapter7.html.
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.
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.
I see that in my own leadership style I am oriented towards a transactional style, but that in order to improve my leadership I need to weave the daily leadership actions together better with an eye to creating long-term organizational excellence. I feel that I have developed strong communications skills and healthy leadership traits in terms of being rational but also being able to deal with the emotional elements of the job. I perhaps struggle a little at listening, but I also can be short-sighted with my decision-making, such that months or years later I find my decisions have set an undesirable tone that must be corrected. These are the most significant deficiencies between the leader I am and the leader I wish to become.
Long-term strategy can also be considered somewhat of a weakness. There is certainly a gap between the specificity of long-term strategies that the organization has…
Schermerhorn, John. (2001). Situational Leadership: Conversations with Paul Hersey. Ohio University. Retrieved August 1, 2009 from http://www.situational.com/PdfViewer.aspx?pdfPath=~/Pdf/Conversations_With_Paul_Hersey.pdf
Fielder, Fred. (1964). A Contingency Model of Leadership Effectiveness. Academic Press, Burlington, MA.
Vroom, VH & Yetton, PW. (1973). Leadership and Decision-Making. Yale University. Retrieved August 1, 2009 from http://www.lederne.dk/NR/rdonlyres/E8715858-DCEE-4355-88BB-B3E82FE7DA9B/0/18VictorVroom2.pdf
Enos, Darryl D. (2007). Performance Improvement. CRC Press, p. 153
After completing the self-analysis in Hackman & Johnson's (2008) book Leadership: A communication perspective, I have evaluated myself as follows: For competence I rated myself as being skilled, informed and trained. In regards to trustworthiness I evaluated that I am honest, kind and friendly. For dynamism, I regard myself as assertive and active. This paper will summarize the results that I found and discuss what those results illustrate or reveal about my leadership communication behaviors.
I rated myself as skilled, informed and trained when it comes to competence. When it comes to leadership, the higher the individual is in a leadership role, the more important communication competence becomes. I rated myself as skilled because I have been in leadership roles where I have had to communicate information effectively. Being in these positions helped me hone my leadership communication skills. I feel that being in smaller leadership roles were good…
Hackman, M.Z. & Johnson, C.E. (2008). Leadership: A communication perspective. (5th edition). Waveland Pr Inc.
Some say that leadership is just getting a job done. I wish to dispute that it does not work that way. Every professional's job is now the front lines, and the skills of leadership are now becoming pivotal to everyone's imagination of himself or herself as a professional. It is well-known fact that simply declaring yourself a leader will not induce anyone to follow you. The course of becoming a leader does not happen overnight. Leadership is growing and beginning to incorporate its significance in every aspects of work. The former command and control model of leadership is dwindling, and self-organizing systems are becoming new practices of looking at leadership.
Leadership is an inner journey, one that never halts. If you take this journey from the viewpoint of following your calling, listening to your heart, and exploring how you can be of service to something greater than yourself, then…
Community service awardee Bob Adams honored for his work with local youth
Publication Date: May 22, 2002
Town Crier Correspondent
The Town Crier Company, Inc., Los Altos, California. All rights reserved. http://www.losaltosonline.com/latc/arch/2002/21/Communit/1adams/1adams.html
Leadership Styles Among Male and Female Principal
It is the intention of this research to study the leadership and cognitive styles of teachers and instructors of both genders within the educational system and their preference for types of leadership in a principal of that institution.
The research will include teachers and educators from all levels of the educational system from grade school to high school. The study will also include teachers and instructors from all major academic fields of study offered in public and private schools. The studies conducted thus far in the educational arena indicate that teachers are equally inclined towards different cognitive styles.
Teachers prefer a mix of idealist, analytical and realistic cognitive styles of leadership in their Principals. Studies have also indicated that teachers prefer that principals are people oriented and task oriented in their approach to running the school or institution. In addition, teachers also prefer…
Berens, Linda V., and Dario Nardi. Personality Types, Descriptions for Self-Discovery. New York: Telos Publications, 1999.pp.
Blake, R.R., H. Shepherd, and Jane Srygley Mouton. Managing Intergroup Conflict in Industry. Houston, Tx: Gulf Publishing Company, 1964.pp.
Blau, Francine D., Marianne A. Ferber, and Anne E. Winkler. The Economics of Women, Men, and Work. Prentice-Hall Series in Economics. 4th ed. Upper Saddle River, N.J.: Prentice Hall, 2002.pp. xviii, 446
Bossert, S.T., et al. "The Instructional Management Role of the Principal." Educational Administration Quarterly 18.3 (1982): 34-64.
With this quiz, I have all of these traits, indicating that I am good at empowerment. I agree with this assessment.
This score indicates a "below average tendency to play office politics," a statement with which I agree wholeheartedly. Office politics detracts from maximum efficiency and effectiveness. I detracts from making the best decisions possible. Organizations full of people playing politics are not only negative places in which to work, they aren't very productive either, and tend not be leaders in their industries. The only question where I wish my answer was different was for #16 -- I admittedly have not done nearly enough to cultivate a network of contacts. I've started looking at networking strategies in order to learn more about this and remedy this, because I recognize that as being a…
Leadership Style Application
The leadership style adopted by different companies and how these companies motivate their employees should be that which can work in multicultural context. This can enhance employee productivity and job satisfaction. Cross-cultural motivation is imperative in a person's work and personal life. People work for various reasons. Some work so that they can access economic necessities like food, housing, and clothing. Some are motivated by what work provides other than money like achievement, honor, and social contacts (Bedrow & Lane, 2003). Others work because they have some emotional attachment to work. Studies have shown that the higher the mean-work centrality score, the more motivated and committed the workers would be. Maslow's upper level needs are very important at managerial levels. Work related values and needs are similar across nationalities. Maslow and Herzberg motivational categories also apply universally. In fact, there are common clusters of goals and needs…
Bedrow, I. & Lane, H.W. (2003). International Joint Ventures: Creating Value through
Successful Knowledge Management. Journal of World Business, 38(1), 15-30.
Danis, W.M. (2003). Differences in Values, Practices, and Systems among Hungarian Managers
and Western Expatriates: An Organizing Framework and Typology. Journal of World
All the research completed on how to attain lasting, permanent change in any organization is predicated on first concentrating on how to share ownership of the change, no matter how large or small, with those associates most affected by it. Second, there is the critical need for any CEO and his staff to be entirely immersed in the change management programs and strategies of the proposed system, process or procedure for them to succeed (Aguirre, Calderone, Jones, 2004). Third, the introduction of technologies must be specifically designed to allow for process improvement over time, not introduced merely for the convenience of automation but to significantly increase performance of the entire company's processes over time. Only when a company takes on these specific steps will they be successful.
Aguirre, Calderone, Jones (2004) -10 Principles of Change Management.
esilience eport, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on…
Aguirre, Calderone, Jones (2004) -10 Principles of Change Management.
Resilience Report, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on February 4, 2009:
Ann Gilley, Jerry W. Gilley, Heather S. McMillan. (2009). Organizational change: Motivation, communication, and leadership effectiveness. Performance Improvement Quarterly, 21(4), 75. Retrieved March 5, 2009, from ABI/INFORM Global database. (Document ID: 1644932441).
Education leaders note barriers to effective leadership with are unique to the educational setting. Politics and bureaucracy, fear of litigation, teacher unions and school boards are all noted by superintendents and principals as elements which hamper organizational excellence (Finn, 2002). In the same survey, leaders also noted a lack of freedom to accomplish managerial tasks, like hiring and firing or even rewarding outstanding performers. A review of job descriptions posted for superintendent and principal jobs across the United States demonstrates the wide variety of skill required for these positions. Samplings of descriptions include "experience as a principal"; "earned doctorate from an accredited institution"; there also exist a long list of complex organization and managerial tasks which accompany these basic requirements. As a result, the number of individuals completing Ed D. degrees has increased significantly. esearch completed in 2007 (Baker, Orr and Young, 2007) reported the number of programs offering educational…
Kotter, JP, Force for Change: How Leadership Differs From Management, the Free Press, 1990.
Kotter, JP. "What Leaders Really Do," in J.T. Wren (Ed.), the Leaders Companion, the Free Press, 1995, pp. 114-123.
Goffee R, Jones R. (2000) Why should anyone be led by you? Harv Bus Rev 5; 62-70
Finn, CE. (2002) Bureaucracy and school leadership - policy research organization Public Agenda survey on finding strong leaders for schools. Reason. Accessed online at http://findarticles.com/p/articles/mi_m1568/is_1_34/ai_84841777
This single entity can also more consistently value the differences of both the students and teachers in a meaningful, useful way. "Good leaders seek to bring together sets of different realities to form a holistic identity for the organization" (Walker & Quong, 1998) it is through the acknowledging and valuing of differences that this leadership can empower teachers to commit fully to the task of self-appraisal, realizing that they all have different strengths and weaknesses and that's valid and to even be expected in any school setting. it's using these differences as a springboard to motivate continuous improvement on behalf of the teachers that presents the most real and significant challenge.
Finally, it needs to be acknowledged that even the most effective form of leadership is a dynamic animal and is not something that is static. Leadership suffers when it is not supported; even the best leaders still need professional…
Earl, L., & Katz, S. (2010). Creating a Culture of Inquiry. In a. Blankenstein, & P. Cole, Data Enhanced Leadership (pp. 9-30). Thousand Oaks: Corwin Press.
Gronn, P. (2008). The Future of Distributive Leadership. Journal of Educational Administration, 141-153.
Robinson, V., & Le Fevre, D. (2011). Principals' Capability in Challenging Conversations. Journal of Educational Administration, 227-255.
Santamaria, L. (2011). Applied Critical Leadership in Education. New York: Routledge.
leadership characteristics that are important in making a good leader. The major attributes highlighted are commitment, character and competency. There is emphasis on how to integrate these attributes in all levels within an organization. Furthermore, there are improvements listed on making leadership better.
There has been a search for the best leaders ever since mankind evolved. Surely, regardless of where a person lives o what century he lives in, he will need a good leader. People often wonder what characteristics would qualify someone as a good leader. The characteristics or the abilities a person has a leader would vary depending on who it is they are ruling. No one race or region is alike and thus different tactics are required to deal with them in an appropriate manner. egardless, there are a set of characteristics that should be present in any leader regardless of where they rule.
Rost, J.C. (1991). Leadership for the twenty-first century. New York: Praeger.
Sogunro, O. (1998). Leadership Effectiveness and Personality Characteristics of Group Members. Journal of Leadership Studies, 5 (3).
Storey, J. (2004). Leadership in organizations: Current issues and key trends. London: Routledge
group leader? - Find define leadership styles - Evaluate leadership effectiveness leadership styles.
When it comes to different leadership styles there are many different types to choose from. At the same time, there is also no concrete consensus as to the one style that can be called the best. Depending on the situation, a particular style will be most suitable; even so, one needs to check whether there is in fact a correlation amid business type, team dynamics and culture, as well as age in order to find out the one style that is used the most. This article will be examining the different methods of managerial leadership to find out which ones are the most pragmatic and considered to be the best (Boykins, 2013).
Command & Control Leadership
The article called Five Leadership Styles for Successful Project Management lists the Command & Control Style to be the one leadership…
Anderson, D., & Anderson, L.A. (2013). How Command and Control as a Change Leadership Style Causes Transformational Change Efforts to Fail | Change Leader's NetworkChange Leader's Network. Retrieved November 20, 2013, from http://changeleadersnetwork.com/free-resources/how command-and-control-as-a-change leadership-style-causes-transformational-change-efforts-to fail
Benincasa, R. (2012, June). 6 Leadership Styles, And When You Should Use Them | Fast Company | Business + Innovation. Retrieved November 26, 2013, from http://www.fastcompany.com/1838481/6-leadership-styles-and-when-you-shoulduse-them
Boykins, C. (2013). An Empirical Study of Leadership Styles. Journal of Economic Development, Management, IT, Finance and Marketing, 5(2), 1-31.
Henson, R. (2013, January 14). How coaching as a leadership style boosts morale. Retrieved November 26, 2013, from http://blog.manageelitetraining.com/coachingboosts-morale/
leadership training and experiences for youth. The research methodology was carefully drafted and developed as the best means for exploring this concept. A mixed methods, non-experimental, correlational study will be conducted to examine how problem solving, communication, and the building of self-esteem, contributes to early leadership training and development for youth in rural and inner city communities. While few research methodologies are perfect, this one has a tremendous amount of inherent strengths. One of the benefits of using a more mixed methods approach is that it will allow the researchers to gather data about this issue in a more comprehensive manner. Using both quantitative and qualitative approaches empowers the researchers to gather a wider net of data and to be able to process it from a larger variety of perspectives.
If anything, the wealth of previous literature supports this exact methodology for this particular subject matter. The study, "Personality and…
Boyd, B. (2001). Bringing Leadership Experiences to Inner-City Youth. Journal of Extension.
De Lisle, J. (2011). The Benefits and Challenges of Mixing Methods. Caribbean Curriculum, 87-120.
Ipregroup.com. (2013). Advantages of mixed methods in impact evaluation. Retrieved from ipregroup.com: http://ipregroup.com/2013/04/advantages-of-mixed-methods-in-impact-evaluation/
Judge, T. (2002). Personality and Leadership: A Qualitative and Quantitative Review. Journal of Applied Psychology, 765 -- 780.
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 capability relation accepted model leadership management. Part 1. 'Situational leadership redundant a task .' As a future leader teams, present arguments statement.
The internal environment within economic agents is suffering dramatic changes within the modern day society and this is the result of numerous pressures from the internal and external environments, such as technology, competition or increasing demands from the various categories of stakeholders. In such a setting, the role of the leaders and managers gradually increases, as these come to portray the link between executives and employees, and they are more essential in ensuring that the firms attain their overall objectives.
As the role of leaders and managers increases, the emphasis placed on the formation of the leaders and managers must also increase. In such a setting then, the current project sets out to discuss the situational leadership model through the lenses of its applicability within…
Haydon, G., 2007, Values for educational leadership, SAGE
Humphreys, J., Zhao, D., Ingram, K., Gladstone, J., Basham, L., 2010, Situational narcissism and charismatic leadership: a conceptual framework, Journal of Behavioral and Applied Management, Vol. 11, No. 2
Ireh, M., Bailey, J., 1999, A study of superintendent's change leadership styles using the situational leadership model, American Secondary Education, Vol. 27, No. 4
2012, Longman Dictionary of Contemporary English Online, http://www.ldoceonline.com/dictionary/feedback last accessed on May 22, 2012
Leadership Training and Its elationship to Communication Skills, Self-Esteem, and Problem Solving Skills among Youth
Transformational leadership remains a critical phenomenon as described through behavioral components such as inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation. Idealized influence is the first element and is reflected based on the conceptualization by transformational leaders who behave in a manner that allows them appear as role models among their followers. Such individuals are respected, trusted, and admired (Olive, Gottfried, Guerin, Gottfried & eichard, 2011). Followers relate with the leaders with the aim of emulating them.
Children's attachment style is normally attributed to parental factors or parenting style. Attachment styles are well formed at early ages even though they are predictive of outcomes for future leadership. Early life shows that bonds developed by infants with caregivers vary between from an insecure to secure attachment styles. The relationship identifies diverse infant attachment styles which…
Day, D.V. (2011) Integrative perspectives on longitudinal investigations of leader development: From childhood through adulthood. The Leadership Quarterly 22-561 -- 571.
Gottfried, A.E., Gottfried, A.W., Reichard, R.J., Guerin, D.W., Oliver, P.H., & Riggio, R.E. (2011). Motivational roots of leadership: A longitudinal study from childhood through adulthood. The Leadership Quarterly, 22(3), 510 -- 519.
Mortensen, J., Lichty, L., Foster-Fishman, P., & Warsinske, K. (2014). Leadership through a Youth Lens: Understanding Youth Conceptualizations of Leadership. Journal of Community Psychology, Vol. 42, No. 4, 447 -- 462
Murphy, S.E., & Johnson, S.K. (2011) The benefits of a long-lens approach to leader development: Understanding the seeds of leadership. The Leadership Quarterly 22. 459 -- 470.
Letter of Transmittal
This report is concerned with the transition of leadership on a crucial project that requires a seamless transition due to the importance of the project to the company and the significance of the team already in place. Due to the fact that this team has worked as an insular, cohesive unit for approximately two years perfecting this project, it is necessary to have a transition that approximates the qualities of the present leader. Unfortunately, this transition has become necessary, but it should not be difficult to find the right person going forward. This is a detailed report that lists the leadership criteria needed and the determination of the search team. The recommendation is to search outside of the company for a leader that exhibits the needed qualities and can provide continued and steady leadership for this crucial project.
The Failure of Leadership During Times of Transition
Bracksick, L.W. (2012). Tough transitions: How the future of a business depends on the succession planning for founders. Smart Business Pittsburgh, 10, 7.
Dewhurst, M., Guthridge, M., & Mohr, E. (2010). Motivating people: Getting beyond money. McKinsey Quarterly, 1.
Doh, J., Stumpf, S., & Tymon, W. (2011). Responsible leadership helps retain talent in India. Journal Of Business Ethics [serial online]. 98, 85-100. Available from: Business Source Complete, Ipswich, MA. Accessed November 23, 2012.
Gilley, A., Dixon, P., & Gilley, J.W. (2008). Characteristics of leadership effectiveness: Implementing change and driving innovations in organizations. Human Resource Development Quarterly, 19(2), 153-169.
Longford is a small community of approximately 3,000 people situated 20 kilometres south of Launceston. Longford lies within the Northern Midlands local government area, and has a predominantly Anglo-Saxon community. Longford Medical Services (LMS) has an active patient population of 9,905 people residing in or around Longford and employs eleven General Practitioners (GPs). In the past, some GPs experienced difficulties managing clients with mental health issues. They frequently required longer consultations, creating delays for other LMS patients, which became difficult to accommodate. There were also long delays for appointments with private psychiatrists, Tasmanian Psychiatric Services, and other programs that must be accessed in Launceston. As in other small communities, transport options are limited. The MHNIP commenced in Longford in early 2009. This coincided with the closure of a residential psychiatric service (Howard Hill) in Longford. Medical services are delivered from two LMS premises. The main site is in Longford itself,…
Carter, L., Ulrich, D., & Goldsmith, M. (Eds.). (2012). Best practices in leadership development and organization change: how the best companies ensure meaningful change and sustainable leadership (Vol. 18). John Wiley & Sons.
French, R. (2007) Cross-cultural management in work organisations. London: Chartered institute of personnel and development.
Fuller J. N & Green J. (2005). The Leader's Role in Strategy.
Gerras, S. J., Clark, M., Allen, C., Keegan, T., Meinhart, R., Wong, L., ... & Reed, G. (2010). Strategic leadership primer. ARMY WAR COLL CARLISLE BARRACKS PA.
Gender-Leader Association and Qualities
From the data, it is evident that I have a "moderate association of Male with Career and Female with Family as compared to Female with Career and Male with Family." For this, the interpretation is described as an 'association between Female and Family' because I was faster when the names were classified as Males names with Career words, and Female names with Family words. To me, work has always been important, and I enjoy working with individuals of both sexes. The results of the questionnaire shocked me as I was expecting to have a strong association with Female and Family and Male and Career (Northouse, 2016). Nonetheless, I learned the importance of formulating a personal leadership philosophy, which looks at exercising civic responsibility. Therefore, as a leader, I need to take action and engage others in making positive differences for the common good. This philosophy has…
Cheung, F. M., & Halpern, D. F. (2010). Women At The Top: Powerful Leaders Define Success As Work + Family In A Culture Of Gender. American Psychologist, 65(3), 182-193.
Christman, D. E., & Mcclellan, R. L. (2012). Discovering Middle Space: Distinctions of Sex and Gender in Resilient Leadership. The Journal of Higher Education, 83(5), 648-670.
Northouse, P. G. (2016). Leadership: Theory and Practice (7th Ed.), Chapter 15, Gender and Leadership (Pp. 397-426). Thousand Oaks: CA: Sage Publications
Leadership is defined as the ability to influence others enough to gain loyalty or confidence of others who follow their direction. A leader therefore has followers. Leaders are able to step up to resolve crisis situations. They are very intelligent and can see a problem as an opportunity to apply new ideas in finding a solution. Leaders also have the ability to share a vision that will benefit others or the organization. They can gain the support and cooperation of others in following their instructions or objectives. The ability to influence others by changing taping into their emotional response, personal attitudes or beliefs or even actions.
Leadership style is transformational and it appears to be some traits that leaders have in common according to Aditya and House in "The Social Scientific Study of Leadership: Quo Vadis" (1997). Certain traits inherent in leaders are boundless energy, high intelligence (1997,…
Aditya, R.N. And House, R.J. (1997). The social scientific study of leadership: quo vadis? Journal of Management. May-June 1997 v23 n3 p409(65).
Fiedler, F.E. (1967). A theory of leadership effectiveness. New York: McGraw-Hill.
Lord, R.G., Foti, R. & DeVader, C.L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions.
Organizational Behavior and Human Performance, 34: 343-378.
.....change management for any leader.
The most important feature of change management for any leader is the alignment of company culture and its behaviors to suit desired outcomes. Therefore, change management depends on setting strategic goals and objectives first, and then managing change incrementally. As Jones, Aguirre & Calderone (2014) put it, "plans themselves do not capture value; value is realized only through the sustained, collective actions" of the organization's members. This is especially true in large organizations, but change management strategies and philosophies apply to organizations of all sizes and types.
When leaders are managing long-term major changes in their organization, they may need to keep in mind the four types of organizational change: scale, magnitude, duration, and strategic importance. The scale of the change determines whether it affects the entire organization or only one department. The magnitude of the change refers to the degree to which the change…
Leadership and the ole of Sex and Gender
Previous studies have revealed that gender roles and gender may both be predictors of the emergence of leadership. This paper will examine the impact of the above variables, using role congruity and expectation states theories. With respect to gender, males will most likely emerge as the leaders in case of gender-neutral and masculine tasks, while females more likely dominate the domain of feminine tasks. The process may be explained in terms of performance expectations the society has for females and males with regard to specific tasks. In the gender role context, androgynous and masculine personalities will most probably come forward in the leadership role across a range of tasks. This arises out of congruence between androgynous and masculine gender roles, as well as the stereotypical example of the leadership role. It appears that (in western societies, at least), model leaders remain stereotyped…
Catalyst, (2016). Women CEOs of the S&P 500. New York. Retrieved from http://www.catalyst.org/knowledge/women-ceos-sp-500 on 19 May 2016
Dawson, M., Burrell, D. N., & Rahim, E. (2010). Deep Dive into Understanding the Theory of Military Organization, Military Leadership, Skill Transfer, Aspects of Program Management, and Decision Support Systems. International Handbook of Academic Research and Teaching, 33.
KENT, R. & MOSS, S.E. (1994). EFFECTS OF SEX AND GENDER ROLE ON LEADER EMERGENCE. Academy of Management Journal, 37(5), 1335-1346.
Laurence, J. H. (2011). Military Leadership and the Complexity of Combat and Culture. Military Psychology, 23, 489-501. doi:10.1080/08995605.2011.600143
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.
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:
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
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 Path Goal Theory
The Boy Scouts" using the "path- goal theory
Path Goal Theory
Explain how the theory works and include an example
Explain the effect of power and influence that leaders have on followers in the organization
Are the followers receptive?
Would you recommend another strategy?
Evaluate the role of transformational and transformational leadership in the organization
Effectiveness of transformational and transactional leadership in the organization
Assess the traits and characteristics of an effective team leader within the organization
Explain how the leadership supports vision, mission, and strategy in the organization
If you were the leader in the organization, what would you change and why?
The leadership theories are different in their relevance and approach, however, the importance of effective leadership cannot be undermined in operations of a successful organization. The boy scouts and other military organizations also…
Bolman, L.G., & Deal, T.E. (2011). Reframing organizations: Artistry, choice and leadership. USA: Jossey-Bass.
Samson, D., & Daft, R.L. (2009). Fundamentals of management. Australia: Cengage Learning.
Winkler, I. (2010). Contemporary leadership theories. USA: Springer.
Leadership in an International Business
Changing oles of Managers & Teams
Leadership and Employees Behavior in International Business
With the change in the structure of enterprises from national to international, the organizations are forced to hire talent from cross-cultural background. Due to this, a complexity for an organization while handling their human capital increases. In order to combat this complexity, it is important that the individuals inducted show an acceptance to diversity and eagerness to work in a cross-cultural environment. Similarly, the individual needs of such employees should also be satisfied in order to motivate them and enhance the effectiveness of their performance.
Where the nature of human resources changes in an international business, so does the role and responsibility of managers. Manager in such environment are expected to play a role of a leader who knows how to motivate his team, celebrate difference, handle conflicts effectively and improves overall…
Griffin, Ricky & Pustay, Michael, 2004, International Business, 4th ed, Prentice Hall.
Kets De Vries, Manfred.F.R. 2005. Characteristics of effective leadership. Management Today, 20 (10), 14-16.
Kotter, John, 2003. Leading change. What leaders really do? Management Today, 19 (3), 4-7.
Northouse, Peter G. 2004, Leadership: Theory and practice. 3rd ed. California. SAGE Publications.
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 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 - Central Core of Organizational Success
Effective Leadership in Corporations
you didn't mentioned anything about (For each theory explain how it might benefit a named organisation as well as how it could be incorporated effectively into the organisation.
Introduction to Leadership
What is leadership? A leader could be interpreted as someone who sets direction in an effort and influence people to flow the direction, helps them to establishment to goal, guides them towards achieves these goals, thereby allowing them to be effective. A leader is one who influences others to attain goals. he greater the number of followers correlates to the greater the influence. Additionally, the more successful the attainment of worthy goals, the more evident is the leadership. However, one must explore beyond this bare definition to capture the excitement and intrigue that devoted followers and students of leadership feel when they see a great leader in action.…
Transactional leadership was described by Max Webber in 1947, and then by Bernard Bass in 1981. The transactional leadership theory is widespread and commonly used inorganizations (e.g. military). It is based on transactions or deals made between an employee and an organization or between followers and leaders. A transactional leadership is based on a military like clear chain of command with a 'Carrot and Stick' philosophy. In short, it is a proven method of running an organization wherein, through reward and punishment, things are done! The main motivation behind transactional leadership is taught to be in the self-interest of the subordinate. There is an exchange process that is meant to affect a subordinate's behaviour in a positive way.
Transactional leadership works well in organizations that have a need for absolute and immediate response to authority, and where innovation is not a valued variable. A good example of this theory applied to an industry is the type of country-rebuilding that occurs after a war. The operations of the mercenary army company of Blackwater USA. It is not an accident that Blackwater USA leadership mirrors that of the military, since the company is, in effect, an army.
If one is familiar with Maslow's hierarchy of needs, then one will understand that this transactional leadership theory will work on people, whose needs in the bottom half of the
I have grown fond of Mr. Joe Scott because of his ability to inspire his followers to do more than they would have expected to do. He has the capability of engaging his staff's commitment in a context of shared values and vision. He is capable of aligning the interests of the organization and its members. Those who have worked closely with him attest to his ability to inspire and motivate those who are working directly under him. He is capable is inspiring change because he's idealized influence, individual consideration, intellectual stimulation, and inspiration. He can maximize mutual interest and restrain in the process of exercising his power. His leadership style broadens and elevates the interest of the follower (Mind Tools, 2013). This ends up generating awareness and motivation towards the purpose and mission of the organization. His leadership traits bring the group purpose above individual needs for the…
Mind Tools (2013). Leadership Styles: Choosing the Right Style for the Situation. Retrieved from http://www.mindtools.com/pages/article/newLDR_84.htm
Murray, A. (2013). Leadership Styles. http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/
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
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.
Over the decades, much research has been devoted to studying leadership traits and the qualities of an effective leader. Some of the approaches to assessing leadership include personality theory, as well as the qualitative approach to leadership research.
In the Journal of Personality and Social Psychology, (1988), D.K. Simonton used the personality basis of leadership research that looks at the effectiveness of a leader as a result of particular personality traits. For this study, Simonton carried out an archival analysis of the personalities and personal histories of thirty-nine American presidents, and related that to their perceived effectiveness as Heads of State. An analysis of eight-two separate personality characteristics were ultimately reduced to five general categories; "The interpersonal, charismatic, deliberative, creative, and neurotic styles." (Simonton, 1988).
Simonton makes the point that research into leadership is frequently concerned with the question of whether a great leader is born, or becomes a…
Bryman, A., Stephens, M., & Campo, C. (1996). The importance of context:
Qualitative research and the study of leadership. Leadership Quarterly, 7(3),
Simonton, D.K. (1988). Presidential style: Personality, biography and performance.
Journal of Personality and Social Psychology, 55(6), 928-936.
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.
Leadership Self-Assessment Analysis
In the wake of the corporal scandals of Enron and the Arthur Anderson Company, there have been increased calls for strong ethical leadership. Leadership had always been regarded as a key factor in ensuring the effectiveness of any organization. However, new models are also being developed to challenge the limitations of the prevailing classical theories of leadership.
This paper argues for a tempered approach, one that combines effective leadership with good management. Both factors are important, since over-managed and under-led organizations tend to lose sight of their goals. By the same token, while charismatic leaders can lead their organizations to high levels of success, the lack of management skills means that such victories do not last in the long run.
The growing awareness of corporate and white-collar crime has likewise presented new challenges to the classical leadership model. Organization leaders should now be wary of lawsuits the…
Bolman, Lee G. And Deal, Terrence E. 1997. Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass, 2nd ed.
Northouse, Peter G. 1997. Leadership: Theory and Practice. Thousand Oaks: Sage Publishing.
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 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
Taking the Helm
Assuming leadership of Pequod, Inc., will not be an easy task. The previous leaders left suddenly, creating an atmosphere of infighting, challenge, disorder and confusion, and now the organization is having significant trouble operating as a cohesive unit. As the newly appointed CEO of the firm, it will be my responsibility not simply to maintain operations and keep various departments goal-oriented and on target, but also to instill a culture that promotes the ongoing fulfillment and success of the company and the individuals that are a part of it.
According to leaders with practical as well as scholarly experience, an environment that supports gossip, factions, and power struggles is directly counter-productive to empowering employees, even those not directly involved in such conflicts (Kraft, 2010). An empowering leader creates a culture where all employees, managers, and executives have ownership and responsibility for the operation, which leads to…
Kraft, D. (2010). Leaders Who Last. New York: Crossway.
Srivastava, A., Bartol, K. & Locke, E. (2006). Empowering leadership in management teams. Academy of Management Journal 49(6): 1239-51.
Zhang, X. & Bartol, K. (2010). Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement. Academy of Management Journal 53(1): 107-28.
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.
The authors also find that the firms where these antecedents are most present are those in which either leadership style is highly evident. Firms that lack either leadership style are the lowest performing with respect to quality management.
The ultimate objective of any leader is to improve the company's performance. The most basic measures of performance are profit, revenue, market share and other financial statement measures. Even if the leader excels at other elements, if they do not translate to the bottom line, then the leader is not meeting the needs of the shareholders. hittington et al. (2009) have found that organizational performance is most positively affected by transactional leadership, whereas transformational leadership as found to have no impact. By contrast, Spinelli (2006) found the opposite -- that transformational leadership was more effective at delivering performance outcomes. This again hints that the best leadership style is dependent on the situation.…
Burns, J. (1979) Leadership. Harper Books.
Pieterse, a., van Knippenberg, D., Schippers, M. & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior. Vol. 31 (4) 609-623.
Kezar, a. & Eckel, P. (2008). Advancing diversity agendas on campus: Examining transactional and transformational presidential leadership styles. International Journal of Leadership in Education. Vol. 11 (4) 379-405.
Zagorsek, H., Dimovski, V. & Skerlavaj, M. (2009). Transactional and transformational leadership impacts on organizational learning. Journal of East European Management Studies. Vol. 14 (2) 144-165.
" This sometimes leads to a lack of improvement through the use of new ideas, thus having an overall negative effect on the department's efficiency.
When looking at Mr. Shaiban through the six characteristics of a leader in which Wren identifies, it can be concluded that Mr. Shaiban exhibits a majority of them and thus can be considered a leader. For example, Mr. Shaiban is clearly driven and has leadership motivation in that he often is seen leading by example and is not the type of supervisor who is not willing to get directly involved in a project. Further, Mr. Shaiban is honest and has a high respect from his employees and his superiors, which demonstrates his integrity. More s, as can clearly be seen by his ability to function in a complex, high-tech based industry, he has both the cognitive ability and industry knowledge needed to be a successful…
Wren, Thomas J. (1995): The Leaders Companion: Insights on Leadership throughout the Ages. New York: The Free Press.
Leadership and management are two different concepts. Management is involved with the operational oversight of employees, departments, or processes, while leadership is involved with leading the company through organizational changes that are intended to enable the company to meet its objectives. Leaders, as are expected to carry themselves in a positive manner to motivate and influence the rest of the organization positively, because they act as an example to the rest of the employees in the organization.
Since leadership is mainly influenced by the behavior, different leaders apply different strategies to ensure that the objectives of the company have been fully met (Sheahan, 2006). This paper therefore analyzes the difference between leadership and management, and ways of cultivating leadership skills in managers that benefits the organization. The paper also explains how managers can set effective expectations for their employees so as to increase the performance of the organization.
Harvard Business Review, (2012). The Real Leadership Lessons of Steve Jobs. Retrieved September 28, 2012 from http://hbr.org/2012/04/the-real-leadership-lessons-of-steve-jobs/
Robert G. & Rebecca H., (2012). What Do Managers Do? Exploring Persistent Performance
Differences among Seemingly Similar Enterprises. Harvard Business School Weekly Newsletter. Retrieved September 28, 2012 from http://hbswk.hbs.edu/item/7091.html
Sheahan, K. (2006). Modern Leadership Theories. Retrieved September 28, 2012 from http://www.ehow.com/about_6303375_modern-leadership-theories.html
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)
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,
It was after this season that Phil Jackson left the Platoons of Albany and joined the Chicago Bulls as an Assistant Coach, and as it is generally said, the 'rest is history'. (Lakers Coach Phil Jackson signs with WMA and Original Entertainment)
In a nutshell, a leader can be seen as a person or an individual who is inevitably the most important person within the group or organization where he is working or associated with in any way. It is this very leader who is most often responsible for the successes and the failures of the group or the team, which is under him. However, it is sometimes said that success and failure also lies in the hands of the followers, and in nay sort of organization or group, it is in the hands of the follower that the leader's goals and dreams are generally carried out or executed. Chris…
DuPree, David. Phil Jackson, Zen and Now. USA TODAY. 6 June, 2002. Retrieved at http://www.usatoday.com/sports/nba/02playoffs/2002-06-05-cover-jackson.htm . Accessed on 24 January, 2004
Empowerment: Developing Effective Followers. Retrieved From www.surcon.com/Surcon_Empowerment.doc+the+career+and+leadership+of+Phil+Jackson&hl=en" http://www.surcon.com/Surcon_Empowerment.doc . Accessed on 24 January, 2004
Evaluate Performance Constantly. Retrieved From www.teamsthatwin.com/ftp/EVALUATE%2520PERFORMANCE%2520CONSTANTLY.pdf+how+was+Coach+Phil+Jackson+effective+in+enabling+players+to+reach+their+peak+performance+levels+&hl=en" http://www.teamsthatwin.com/ftp/EVALUATE%20PERFORMANCE%20CONSTANTLY.pdf . Accessed on 24 January, 2004
Lakers Coach Phil Jackson signs with WMA and Original Entertainment. William Morris Agency, Press Releases. Retrieved at http://www.wma.com/0/press/pressreleases/Phil_Jackson_Final.html . Accessed on 24 January, 2004
Course No -- Leadership
It had often been said earlier that leadership is an inherent quality in certain individuals, but there are also leaders who are made through management institutions, by organizations, through institutions like the armed forces and even through political relationships, etc. There are certain qualities that a leader must have or develop to be a leader and remain a leader and those are the subject matter of discussion now.
The situation in the world is changing and it has come to a position in the beginning of the twenty-first century, that certain characteristics are seen as requirements for being able to influence future changes. Some of them are the ability to bring together individuals as much as possible for them to take a collective action, demonstrate collaborative decision and inclusive decision making for the entire group, maintain a flexible and responsive reaction in reference to all…
"Devolution in Practice: An Update" Retrieved from http://www.wkkf.org/Pubs/Devolution/Pub3623.pdf Accessed 10 September, 2005
"Leadership" Retrieved from http://www.productivesolutions.com.au/leadership.htm Accessed 10 September, 2005
Leboeuf, Maureen K. "Developing a Leadership Philosophy" Retrieved from http://www.au.af.mil/au/awc/awcgate/milreview/leboeuf.htm
Accessed 10 September, 2005