Strategic Leadership Essays (Examples)

In this sense, large companies operating in different sectors would fit this description. An example in this sense would be Vivendi, the French company who went from being a simple water company to having businesses in cinema and movies, the music sector, etc.

4. Michael Milken was an ambitious financial tycoon who was CEO at one of the best investment banks on Wall Street, Drexler. His ambition drove him into deals with junk bonds and inside trading affairs, which led to a $200 million fine and 22 months in jail due to fraud on 1989.

Jake Welch, CEO at General Electrics, revolutionized management by introducing a series of innovatory ideas at his company. Among them, the best known is the Six Sigma methodology, which was subsequently successfully implemented by Motorola as well.

ill Gates was indeed a man with vision, having the chance to foresee the success that the information…

Bibliography

1. Strategy Notes. On the Internet at  http://www.tutor2u.net/business/strategy/what_is_strategy.htm 

2. Entrepreneurial Leadership. On the Internet at  http://www.1000ventures.com/business_guide/crosscuttings/leadership_entrepreneurial.html 

Strategy Notes. On the Internet at

(Quick MBA, 2004)

Q4. Choose any 3 leaders and discuss the actions that they took or their personal characteristic that you think influenced firm's strategy.

Sam alton's desire to offer the best prices, all the time at his al-Mart, rather than high-low pricing like K-mart's Edward Lampert that requires printing costly circulars and newspaper ads to advertise special deals, indicate alton's revolutionary de-emphasizing of marketing specific products as inexpensive in contrast to Lampert's stress on making consumers think they got a special deal as an incentive. (Haber, "It's a Lean Operation," 2003)

However, within the K-Mart empire, ironically, Martha Stewart has deployed an effective branding strategy of her aspy image of good living, combined with quality products, that have resulted in continued product loyalty, despite her financial woes.

Q5. Discuss corporerate governance.

Reach, competitive contact, managing businesses and business advantages, management practices and activities are all under the realm of…

Works Cited

Consumer Psychologist (2004) "DISTRIBUTION: Firm, Brand, and Product Line Objectives." Retrieved on September 13, 2004 at  http://www.consumerpsychologist.com/distribution.htm 

Haber, Gary. (May 7, 2003) "Kmart hopes pricing, brand names work: It's a lean operation leaving bankruptcy." Detroit Free Press. Retrieved on September 12, 2004.  http://www.freep.com/money/business/kbox7_20030507.htm 

Pavilion, Corwin. (April 12, 2004) "Wal-Mart: Template for 21st Century Capitalism?" Retrieved on September 13, 2004  http://www.ihc.ucsb.edu/walmart/ 

Retail Forward. (2004) "Distribution Channels Strategy." Retail Forward Website. Retrieved on September 13, 2004 at  http://www.retailforward.com/freecontent/distributionchannels.asp

Corporate-level strategy centers its focus on determining a company's core business amid the existence of other businesses. This core business ultimately determines the company's corporate image, influencing its marketing and advertising plans and programs. An example of a company that adopts the corporate-level strategy is PepsiCo, which is primarily known as a beverage business company for its product Pepsi Cola, its core business despite the existence of its other businesses in the food and beverage industry, known also to manufacture products from brands such as Frito-Lay, Gatorade, Tropicana, and Quaker Foods.

Steven Reinemund, CEO of PepsiCo, Nobuyuki Idei, CEO of Sony Corporation, and Leonard Riggio, Chairman of the Board and CEO of Barnes & Noble, Inc. are three business leaders who are able to maintain their firm/company's leadership in the beverage, electronics, and trade books business, respectively. Their ability to identify the needs of their customers and determining their target…

Leadership -- its Importance for Today's Organization

hen looking at leadership and the role it plays in organizations, it is important to not only define it, but also recognize the differences with respect to "Management." The characteristics of effective leaders need to be examined, as well as how one can develop leadership skills in today's work environment.

This report will show the importance of leadership in terms of developing and implementing effective strategies, as well as traits employees feel are important for an effective leader. Three articles concerning leadership will also be examined in this report.

Definition of Leadership and Differences with Respect to "Management" good definition of leadership is one who possesses the "capacity or ability to lead (http://education.yahoo.com/reference/dictionary/entries/06/m0070600.html)" or give an organization direction or guidance.

Management, however, refers to the executive ability or skill in managing an organization.

Management skills should be balanced with leadership skills. It is…

Works Cited

American Heritage Dictionary. Leadership and Management. ( http://education.yahoo.com/reference/dictionary/entries/06/m0070600.html ).

Bolton, Bart. Leadership From The Inside. Computerworld, Leadership Series. (1997):

19 May.

Harrison, E. Frank. CEO perceptions of strategic leadership. Journal of Managerial Issues.

Leadership and Employability

eport on Accounting and need of Strategic Leadership

Accountants at the management levels can be depended upon to have technical accounting expertise to give organizations the financial knowhow they need to fulfill statutory reporting requirements. However, management accounting also entails supporting the enterprise. Management accountants can combine analysis and accounting skills with their business understanding, making them able to give reliable performance metrics and forward looking, evidence-based management information. Management accounting skills are very much in demand. We are aware of many others who are not fortunate in this context. About 75 million young people are not employed, whilst employers still cannot find individuals with the right skills to grow their businesses (CGMA eport, 2014). This report aims to inform and make young accounting graduates aware of ways to become effective accounting department team members and to eventually grow into future finance directors within businesses. A firm…

References

ACCA. (2013). The importance of strategic financial leadership in the UK public sector in a time of financial austerity. UK.

Accountingverse Team. (2015). What is accounting?. Introduction to Accounting.

Accountingverse.com. Retrieved from  http://www.accountingverse.com/accounting-basics/whatis-accounting.html 

CEO Services, ASAE & The Center for Association Leadership. (2008). The Challenge of Financial Leadership. American Society of Association Executives ™ (ASAE), Washington. Retrieved from  http://www.asaecenter.org/Resources/whitepaperdetail.cfm?ItemNumber=34618

Leadership is a challenging endeavor in any sector. In the public sector, however, leadership tends to be particularly more challenging. Public sector leaders often have to work with fewer resources to address increasingly complex challenges. In addition, effective leadership in the public sector is vital for not only driving employee motivation and performance, but also ensuring efficient performance of government agencies and the government in general (McCarthy, 2015). Indeed, leadership is important for effective public governance -- transparency, accountability, planning, efficiency, and so forth (Organization for Economic Cooperation and Development [OECD], 2001). Another challenge stems from the fact that public sector leaders operate within a conundrum of bureaucratic rules, processes, and processes, which affect processes such as communication, delegation, and teamwork (Teelken, Ferlie & Dent, 2012). In essence, leaders in the public sector face different challenges compared to their counterparts in the private sector, making public sector leadership an especially…

Business Psychology/consulting/Industrial Psychology

Business Psychology/consulting/industrial Psycholog

Transformational leadership plan is a process moving leadership positions from one person to another or from one generation to another. Two major theories in relation to leadership transition plan are contingency theory and behavioral theory. Contingency theory emphasizes that there is no leadership style, which can stand alone as a proper leadership style. From the internal and external environmental factors, a leader should adapt to any given situation because leading has no redefined path. Behavioral theory emphasizes that great leaders are not born but made. The theory states that any leader can be more effective through teaching, experience, and observation. The theories can be applied in case of a sudden departure, for strategic leadership succession, and a possible planned departure (Ismail & Yusuf, 2011).

Merger transition plan is a process where two or more companies joined such that they can benefit on large capitals,…

References

Bass, M.B. (1990). From Transactional to Transformational Leadership: Leaning to share the vision. Organizational Dynamics. Volume 18, Issue 3: 19 -- 31

Cohen, A. & Golan R. (2007). Predicting absenteeism and turnover intentions by past absenteeism and work attitudes: An empirical examination of female employees in long-term nursing care facilities. Career Development International, Vol. 12 Iss: 5, pp.416 -- 432

De Dreu, C.K. W & Weingart, L.R. (2003). Task vs. relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, Vol 88(4), Aug 2003, 741-749. doi: 10.1037/0021-9010.88.4.741

Emery, M. (2010). When the Cure is the Cause: the Turnover and Absenteeism Problems. The Innovation Journal: The Public Sector Innovation Journal, Volume 15(1), Article 6: 1-17

leadership requirements 3.2 plan development future situations requiring leadership 4.1 plan development leadership skills a specific requirement 4.2 report usefulness methods plan development leadership skills assessing McDonald.

Leadership at McDonald's

McDonald's has often been blamed for the negative impact its foods products have upon the population. And in the context in which more and more people suffer from nutrition related illnesses, McDonald's is becoming the emblem of fast food to be avoided (Kaufmann, 2010).

Still, the demand for its products continues to increase and this is explained by a wide array of social and economic changes. For instance, women's emancipation and the choice to work outside the home leave them with little time to cook (Parasecoli, 2004). Then, the experience of dining out has changed dramatically throughout the past recent years and it is exacerbated by the economic crisis, which decreases the population's access to traditional restaurants and drives them…

References:

Alon, I., Alpeza, M.., Erceg, A., Opportunities and threats regarding the development of the franchising business model in Croatia, Fransiza,  http://www.fransiza.hr/Opporurtunities%20and%20threats%20regarding%20the%20development%20od%20the%20franchising%20business%20model%20in%20Croatia.pdf  last accessed on November 22, 2011

Armstrong, G., Harker, M., Brennan, R., 2009, Marketing: an introduction, Pearson Education, ISBN 0273713957

Boonstra, J.J., 2004, Dynamics of organizational change and learning, John Wiley and Sons, ISBN 0471877379

Garfinkle, A.M., 2000, Politics and society in modern Israel: myths and realities, 2nd edition, M.E. Sharpe, ISBN 0765605147

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,…

Reference

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.

Leadership Theories

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,…

References

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.

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…

References

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.

Strategi Management

[Book Manusript Draft]

The New Business Environment

Globalization

Expansion and Benhmarking

Organizational Mission

Nature of Human Behavior

Human Networking & Human Capital

Rules and Priniples of Management

Total Quality Management

Innovation

Cultural Barriers

Strategi Management Rooted in Eduation

Change in Today's Organization

Transformation

Transformational Change

Transformational Leadership

Tehnology to Enable Strategi Management

Strategi Management

Strategi management is an elusive term that has as its basis various theories of leadership and the assoiated various fators that omprise the leader that is effetive in leading the organization to suess. This hapter provides a review of previous examinations of leadership theory and the formation of leaders in today's organizations as well as providing a brief review of the fators that impat strategi leadership in the organization. This hapter sets the stage for a study of what fators and elements serve to formulate, affet, and drive strategi management within the organization and…

cited in the work of Dumdum, Lowe, and Avolio (2002).

Transformational leaders have been found to be more effective and under analysis possess certain factors including higher levels of morality and of self-sacrifice and ethics. Transformational leaders empower and motivate those whom they lead and put their own interests aside placing the group interests first. The most effective leaders are those with transformational and transactional leadership skills. There are various models of leadership that are used by today's strategic management in the organization.

The following chapters in this book will delve into these various leadership styles, which include but are not limited to such as transformational, transactions, contingency, and other models of leadership that are effective in leading today's organizations. These leadership models can be used singularly or in combination as effective forms of leadership in the organization. Charismatic leadership is another leadership model that is very similar to the transformational leadership model and is one that is comprised by the combination of the capacities of the leader including such as self-confidence and moral conviction as well as in the capacity to articulate goals and visions for the organization.

Leadership theory was first researched around 1910 in the attempt to ascertain what traits of personality, intelligence or other factors were associated with those who lead in order to distinguish the qualities of future leaders. However, researchers in 1948 determined that there were not any specific common traits that could be used to define leaders. Following World War II other researchers set out to attempt to determine the various types of leadership styles or behavior that could identify leader and provide insights for effectiveness of leaders. These studies were such that made predictions about the relationships between certain leadership styles and productivity however, these studies were again unsuccessful in providing an explanation for the effectiveness of leadership.

Research conducted later started by examining leadership styles as a function of performance and was focused on an examination of the interactions between leaders and those whom are being led. The primary focus in the late 1980s was the contingency model approach and which emphasized the significance of any given situation including such as the nature of the environment, the nature of tasks, as well as power distribution based on power theory in which the functions of leadership take place. This was the dominant theme in theories including Fiedler's Theory, the Vroom and Yetton's Decision Theory and the Path Goal Theory. It was noted that each of this theories are leadership-oriented theories since the focus is the actions and attitudes of the leader.

Leadership and Organization Culture and Ethics in Leadership

Model Preferred for Leaders to Follow

The DCL (Dynamic Culture Leadership) model is the most advantageous model for leaders, as dynamic leaders possess a basic grasp of their institution's affirmative moral duty and function from the perspective of a humanistic paradigm, as all organizations have a positive ethical duty to do ensure that "good" is done to all stakeholders, and nobody is harmed, by any means. On the basis of this premise, one may argue that businesses are morally obliged to work to the "good" of their workforce (who represent stakeholders that are non-owners). Therefore, dynamic leaders need to considerably focus on ethical and moral elements, for enhancing cultural values of the organization (Lowder, 2007).

Dynamic Culture Leadership (DCL) Model and How it is Applied.

Leaders, in this instance, need to adopt a leadership style aimed at evaluating the necessity of increased…

References

Dimitrios, N. K., Sakas, D. P., & Vlachos, D. S. (2013). Analysis of Strategic Leadership Simulation Models in Non-profit Organizations. Procedia-Social and Behavioral Sciences, 73, 276-284.

Ledlow, G. R., & Coppola, M. N. (2011). Leadership for health professionals: Theory, skills, and applications. Sudbury, Mass: Jones and Bartlett.

Lowder, B. T. (2007). Implementing a dynamic leadership program: A moral construct for adding cultural value. Available at SSRN 1016601.

O'Connor. S.J. (n.d). CHAPTER 6: Management of Corporate Culture and Responsibilities

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…

References

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.

Print.

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…

References

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

Strategic Plan 0200

The Management.

July, 2nd, 2013

Leading the Team

Individual Evaluation:

The requirements for leadership role include understanding of the inner self as well as the needs of others. The Emotional Intelligence Theory is presented as an evidence for the notion that leaders require to maintain efficient emotional self-awareness, accurate self-awareness, and self-confidence in order to gain self-awareness, The second domain of the theory is with respect to the competencies of self-control, transparency, adaptability, achievement, initiative, and optimism. The personal competence is dependent on the internal and external factors including the emotional state, values, personal standards, and gathering feedback from trainings of the teams (Walsh, 2009).

The social awareness includes the empathy, organizational awareness, and personal service. The relationships management is also one of the significant requirements in team management and leadership. The requirements of relationship management include interpersonal leadership, influence, and development of team members, change, conflict…

References:

Walsh, W.B. (2009). The Evaluation of Leadership Styles in Relationship to Job Performance.USA: ProQuest.

Leadership Research

Models of leadership and management

Comparison and contrast of leadership models

Application of leadership model: Case of Mark Zuckerberg

Table 1- Leadership Table

Leadership Research

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.…

Bibliography

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.

Leadership

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…

References

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/

Leadership SME

Leadership Strategy from the Top Down: Lessons from the Boardroom in Small and Medium Enterprises

Leadership and management theories and strategies have proliferated at a rapid rate in the twentieth and twenty-first centuries, as organizations have grown larger and more complex and have faced pressures of a much faster pace of business. The demands made on leaders of business organizations and the need for strong leadership in navigating the ever-more changeable waters of modern business have grown along with businesses themselves, in both the degree to which leadership can affect operations and overall success as well as in the number of tasks and knowledge areas that leaders are supposed to be able to handle. Much of the diversification and increased scrutiny of leadership theories, processes, and practices can be attributed to the increased importance and complexity of leadership positions.

In something of an irony, however, the many different…

References

Demmer, W., Vickery, S., & Calantone, R. (2011). Engendering resilience in small- and medium-sized enterprises (SMEs): a case study of Demmer Corporation. International Journal of Production Research 49(18): 5395-413.

Gong, Y., Huang, J. & Farh, J. (2009). Employee learning orientation, transformational leadership, and employee creativity. Academy of Management Journal 52(4): 765-78.

Kotter, J. & Schlesinger, L. (2008). Choosing strategies for change. Harvard Business Review.

Kunze, F., Boehm, S. & Bruch, H. (2011). Age diversity, age discrimination climate and performance consequences -- a cross organizational stud. Journal of Organizational Behavior 32(2): 264-90.

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.

Literature review

Management and leadership are interchangeably used in our everyday…

References

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 Approaches and Theories

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

Blanchard on Learning and Growth

Blanchard writes that one has to pay attention to "not only what you're doing now to perform better but also to what…

References

Blanchard, K. (2010) 'Mission possible', Leadership Excellence, 27 (4), p.17.

How to Conduct a GAP Analysis of Leadership (2011) Toolbox.com. 5 Jan 2011. Retrieved from:  http://hr.toolbox.com/blogs/strategic-employee-recognition/how-to-conduct-a-gap-analysis-of-leadership-43481 

South West Regional Skills Enterprise and Employment Analysis 2007/2008. Retrieved from: http://www.swslim.org.uk/labourmarket/swrsp/gapanalysis/chap4/leadership.asp

The Gap Analysis Model (nd) The Oregon Schools Initiative.

It is the balancing of tools within the rubric of employee-supervisor roles that requires one use different managerial techniques in order to solve the problem at hand. Similarly, find ways to build and increase trust between members of the group and management and group.

EFEENCES

Blake, . And Mouton, J. (1985). The Managerial Grid III.: The Key to Leadership Excellence. Houston, TX: Gulf Publishing Company.

Boulgarides, J. And Cohen, W. (2001). Leadership Styles Vs. Leadership Tactics. The Journal of Applied Management and Entrepreneurship. 6 (1): 59-73. etrieved from: http://www.stuffofheroes.com/leadership_style_vs%20leadership%20tactics.htm

Cronkite, J. (2006). Why is Leadership Style Important. Dirgo Consulting Group. etrieved from: http://www.dirigoconsulting.com/articles/WhyIsLeadershipStyleImportant.pdf

Porter, M.E. (1998). Competitive Advantage: Creating and Sustaining Superior

Performance. New York: Free Press.

owe, A. And Boulgarides, J. (2998). Managerial Decision Making. New York: MacMillan Publishing.

Senge, P.M. (2006). The Fifth Discipline: The Art and Practice of the Learning

Organization. New York: Broadway.

Zeidan, H. (2005).…

REFERENCES

Blake, R. And Mouton, J. (1985). The Managerial Grid III.: The Key to Leadership Excellence. Houston, TX: Gulf Publishing Company.

Boulgarides, J. And Cohen, W. (2001). Leadership Styles Vs. Leadership Tactics. The Journal of Applied Management and Entrepreneurship. 6 (1): 59-73. Retrieved from:  http://www.stuffofheroes.com/leadership_style_vs%20leadership%20tactics.htm 

Cronkite, J. (2006). Why is Leadership Style Important. Dirgo Consulting Group. Retrieved from: http://www.dirigoconsulting.com/articles/WhyIsLeadershipStyleImportant.pdf

Porter, M.E. (1998). Competitive Advantage: Creating and Sustaining Superior

So was this true for Cornwallis, who must bear the
dubious association of his side's historical failure to retain the American
colonies even as evidence suggests that his best efforts were extended as
exemplary traits of leadership. Certainly, as Buchanan reports, "it is
also a measure of his leadership that in all the actions in which we have
observed him his militia performed like seasoned regulars." (Buchanan, 190)
This relationship between leader and organizational members is an expected
demand of the military.
Perhaps more surprising and pleasing with consideration of unique
anecdotal detail of the Buchanan text is the core competency listed by the
military requiring "the ability to operate in an environment, encompassing
higher and lower command structures, and using one's influence outside the
traditional chain of command." (DoA, 67) This means that a leader is
expected even such formally and bureaucratically impacted contexts to hold
a certain degree…

Works Cited

Buchanan, J. (1999). The road to Guilford Courthouse: The American
Revolution in the Carolinas. Wiley.

Department of the Army (DoA). (2006). Army Leadership: Competent,
Confident, and Agile (FM6-22). Defense Link. Online at
 http://www.defenselink.mil/Blogfiles/Blogassets/20080422ColReiderfieldma 
nual.pdf

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…

Bibliography

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.

The passive style is described as management by exception where employees do not receive notice for their positive contributions to the organization, but instead are paid attention by their manager only when an error or problem arises. Punishment or disciplinary action is often the medium used in this approach. Active transactional leadership uses contingent rewards. With this approach, employees are praised for their performance and may be eligible for pay increases or other incentives (Bolman & Deal, 1991, p. 419). The type of leadership exhibited clearly determines the type of motivation used and often its success or failure.

The situational leadership theory of Hersey and Blanchard proposes that the optimal amount of task and relations behavior depends upon subordinate maturity. As the authors note, what the manager needs is a simple and logical framework for making decisions that will be successful (Hersey & Blanchard, 1990, p. 412). This theory prescribes…

References

Bolman, L. & Deal, T. (1991). Reframing organizations. San Francisco: Jossey-Bass.

Bossidy, Larry; Charan, Ram; Execution, the Discipline of Getting Things

Done; Crown Business, New York, NY. 2002.

DuBrin, a.J., R.D. Ireland, & J.C. Williams. Management & Organization. Cincinnati: South-Western, 1989.

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).

There were…

References

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.

Use of stakeholders of all kinds to achieve goals -- One is never a leader in isolation. Even the greatest musical conductor cannot make music without an expert orchestra that is inspired; without a team to ensure the production is put on; and an audience to attend and fund the venture. There are a number of stakeholders within any organization -- employees, stockholders, customers, vendors, professionals (legal, accounting, banking) that have a vested interest in seeing the business succeed. Including and using those stakeholders based on their expertise is the mark of a good leader.

Understanding of the particular psychology of the organization with which one works -- People are different, organizations are unique. Regardless of the strategic direction and goal, a good leader takes the time to understand the particular demographics and psychographics of the organization and appeals to the strengths of the resources, and tries to minimize the…

Leadership and Human Resources

Sunflower Electric Power Corporation certainly had compelling circumstances that motivated management to pursue cultural change. Having recently undergone debt restructuring and charges of mismanagement and corruption, employee morale was at an all-time low. The major priority for the company was to completely change its corporation culture with a huge emphasis on interpersonal relationships.

The culture of Sunflower was a command-and-control culture characterized by authoritative and conservative leadership. This culture had encouraged turf wars among managers and had inhibited effective job performance. Sunflower's new CEO, Chris Hauck, undertook many initiatives to change the culture to a competence culture in which leadership is visionary, sets high standards and encourages people to achieved new heights.

Competence cultures, unlike command-and-control ones pursue excellence and innovation. However, resistance to change would make Sunflower's cultural evolution a challenging one. There are four basic reasons for resisting change (Greene, Adam and Ebert, 1995):…

Bibliography

Greene, C., Everet, A, and Ebert, R. (1005). Management for effective performance. Englewood Cliffs: Prentice-Hall, Inc.

Maxwell, J. (2003). Leadership by example is key to guiding a strong company. Houston Business Journal. Retrieved November 13, 2003 from Houston Business Journal Web Site:  http://houston.bizjournals.com/houston/stories/2003/10/06/smallb2.html 

Schneider, B., Competence run amok. Retrieved November 13, 2003 from Hanigan Consulting Web Site: http://216.239.39.104/search?q=cache:frizEcXV4IUJ:www.haniganconsulting.com/competence_run_amok.pdf+%22Competence+culture%22&hl=en&ie=UTF-8

As a political leader, we can refer to Napoleon Bonaparte and his actions as First Consul and Emperor of the French. The shared goal with his followers was to promote the French Revolution ideals in Europe through continental domination and, at the same time, to bring glory to the country and its army. Napoleon's soldiers, the 'followers', believed in the ideals of French supremacy and glory in Europe and fought for 20 years to achieve it, from Spain to Russia.

As a community leader, Martin Luther King is an example of how the interests of a community (in this case of a minority) could be promoted and defended through direct action. Again, the social component is very important in characterizing this leadership example, as well as the common objectives that the followers and leader strived to achieve.

As a religious leader, Mohammed is the best example of the social interaction…

Indeed, without these legitimacy criteria, a leader would not be able to influence followers to either change or progress towards organizational goals: "The acceptance of leadership from another person involves an implicit contract in which followers sacrifice some level of personal autonomy and pledge loyalty and effort to the leader.... The followers must be sure that the leader has the competency to lead effectively and the trustworthiness and loyalty to the group and its goals to lead in the direction promised." (Chemers, 1997, p. 153) Since the focus of management is to build power, the nature of the image that ensues will perforce differ from that of leadership.

It is evident, by the discussion so far, that relationship building, image management, and inspiring confidence are essential parts of the leadership phenomenon. However, it must be noted that ultimately performance and productivity are the goals of effective leadership. Therefore, it is…

References

Chemers, M.M. (1997). An Integrative Theory of Leadership. Mahwah, NJ: Lawrence

Erlbaum Associates.

Harris, T.E. (1993). Applied Organizational Communication: Perspectives, Principles, and Pragmatics. Hillsdale, NJ: Lawrence Erlbaum Associates.

Sixth, his service commitment is exceptional, as he has been known to work with many customers to solve problems and help them get to their goals as hospitals and healthcare providers. Seventh, he is exceptionally resourceful and willing to move beyond traditional boundaries to accomplish greater tasks than would have been possible otherwise. Eighth, his focus on rewards and recognition is well-known throughout the entire healthcare industry, as is focus on giving credit to employees who create exceptional insight into how best to solve complex problems facing the company. Ninth, his focus on personal mastery is also evident in how much he invests in personal training for his employees. Tenth, his focus on being organized around priorities is also seen in how he uses the Internet as a means to communicate what is most important to the company and why. These ten core competencies are what differentiate the best leaders…

References

Dixon, D.L., & Bilbrey, P.A. (2004). Developing leaders daily. Executive Excellence, 21(6), 18-18.

Fitzgerald, S., & Schutte, N.S. (2010). Increasing transformational leadership through enhancing self-efficacy. The Journal of Management Development, 29(5), 495-505.

The Health Research and Educational Trust (2007). Report of the National Steering Committee on Hospitals and the Public's Health. Retrieved August 24, 2012 from  http://www.hret.org/about/resources/biennial07.pdf 

Mindtools (n.d.) Leadership styles - Using the right one for your situation.

Leadership

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…

The four lanchard leadership styles include:

1) directive;

2) managing;

3) coaching; and 4) delegating. (Clawson, 1989)

2) House's Path Goal Theory of Leadership - the motivational function of the leader consists of increasing personal payoffs to subordinates for work-goal attainment and making the path to these payoffs easier to travel by clarifying it, reducing roadblocks and pitfalls, and increasing the opportunities for personal satisfaction en route. (Clawson,1989)

V. CHARISMATIC THEORY

Charismatic leadership is measured by: (1) Followers' trust in the correctness of the leader's belief; (2) similarity of followers' beliefs to the leader's beliefs; (3) unquestioning acceptance of the leader by followers; (4) followers' affection for the leader; (5) followers' willing obedience to the leader; (6) emotional involvement of followers in the mission of the organization; (7) heightened performance goals of followers; and (8) belief of followers that they are able to contribute to the success of the group's…

Bibliography

Liu, W., Lepak, D.P., Takeuchi, R., and Sims, H.P (2003) Matching Leadership Styles with Employment modes: Strategic Human Resource Management Perspective. Human Resource Management Review. 13 (2003).

Clawson, J.G. (1989) Leadership Theories. University of Virginia Darden School Foundation. Charlottesville, VA. Online SSRN Research.

Stodgills Handbook of Leadership (1981) revised Bernard M. Bass New York: The Free Press 1981.

Mintzberg, Henry (1973) Mintzberg's Ten Managerial Roles -the Nature of Managerial Work 1973.

This is going to get done by means of using email, text messaging and the Internet to interact with my workers in a professional manner. egardless, I am shaping my staff to change and become better people. I will have to maintain an open mind to their various ideas, and see whether or not they are able to get implemented within the Hospice.

As I strive to become a better leader through using humility, freewill and delegation. I know that I can positively impact others through my hard work. They may want to one day become a Nurse Practioner themselves in any setting of their choosing. The decisions I make could become the deciding factor on whether or not they go further in the medical field. I want to set aside my pride, and become a better servant and transformational leader. This will mean that I strive to put others…

References

Collins, J. (2001). Good to great. New York, NY: HarperBusiness.(Chapters 2).

Collins, J. (2005). Good to great and the social sectors, A monograph to accompany Good to Great. Boulder, CO: Jim Collins.

Goleman, D. Emotional intelligence: Why it can matter more than IQ. New York: Bantam

Books.

The charisma that true leaders possess allows them to organize and motivate others around them, which is ultimately the most important aspect of a leader.

I have learned a lot about leadership from being around these great leaders. I have first learned much about my own leadership abilities. I have been able to compare the great leaders I have worked with to myself and learn about my own strengths and weaknesses as a result. I believe that I possess most of the hard skills that a leader needs, such as patience and intelligence, but I have learned a lot about the soft skills as well. The leaders to whom I have been exposed have taught me much about the subtler aspects of communication, in particular when dealing with difficult people or situations.

As mentioned, I believe that I have sufficient intelligence and patience to be a great leader. I feel…

Works Cited:

Yukl, G. (2002). Leadership in organizations. BlackDiamond.dk.. Retrieved April 3, 2010 from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf

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.…

Bibliography

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 - 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

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.

Leadership skills…

References

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

Leadership

Attila the Hun; Collaborative, Driven and Leadership Qualities

Leaders have followers, but the way in which this is achieved may vary. esearch may not have identified a singular set of characteristics or qualities which are always present, but there is general agreement on some qualities and styles that leaders may utilize, these include the collaborative, driven and ethical leadership styles. These are often applied in the modern context of leaders within the commercial context. However, if qualities of leader that are advocated today are valid, they will also be seen in the leaders of the past, as seen with the examining of Alexander the Great by Mintzberg (et al., 2008). Another leader who may be considered is that of Attila the Hun; a man that is portrayed as a barbarian in many texts, but must have had some leadership qualities to gain such a strong and long-term following. As…

References

Chrislip, D; Larson, C, (1994), Collaborative leadership, San Francisco, Jossey-Bass.

Mintzberg Henry, Ahlstrand Bruce, Lampel Joseph B, (2008), Strategy Safari: The Complete Guide Through the Wilds of Strategic Management, Financial Times / Prentice Hall

Roberts, W, (1990), Leadership Secrets of Attila the Hun, Business Plus

" (Harmon 2006)

Both Peter and Tom seem to be committed to the nine key areas of leadership discussed in 'Challenge and Charge'.

Those nine traits include such characteristics as; being ethical, displaying courage and honesty, having a vision, teaching others those characteristics and values to which the leader holds true, have high expectations of those which are put into leadership capacities, and understanding those people with which the leader comes in contact with.

Further traits include; being competent and knowledgeable, and perhaps, most importantly, learning to delegate, support and encourage those that the leader puts in charge.

These traits can enhance the abilities of a leader, especially when not only are such traits being espoused, but they are being adhered to as well. The leader can set the example of what is expected by constantly and consistently reminding all those he or she comes in contact with the standards…

Works Cited

Blanchard, Ken, (2006) Leader to Leader Institute,  http://www.leadertoleader.org/knowledgecenter/thoughtleaders/blanchard/ondrucker.html , Accessed January 9, 2007

Harmon, Frederick, (2006) Leader to Leader Institute,  http://www.leadertoleader.org/knowledgecenter/thoughtleaders/harmon/ondrucker.html , Accessed January 9, 2007

Tom Peters Company,  http://www.tompeters.com/blogs/main/leadership.xml , Accessed January 9, 2007

Many of these modern characteristic of a leader have been passed down to us in the form of the business and political leaders. For example, a company leader or business manager nowadays will certainly be required to have charisma, to be able to organize his personnel so as to obtain the desired strategic and tactical results. It is by being a respected personality and by a certain charisma that the leader is able to impose his will over the rest of the employees. This is perhaps the best reflection of a meritocracy at work, as well as that of its most important benefits.

The meritocracy-based leadership view is certainly the most inspiring. There are several reasons for this. First of all, this type of view guarantees that the best leaders make it to the top rather than that they are selected based on birth and rank criteria. This will guarantee…

Leadership

The Five Steps of Leadership

Strong leadership is the seed of a successful organization. Everyone can set goals and suffer through battles to achieve what one wants; however only one who figures out how to develop strong leadership from scratch and become skilled at decision-making and team-building, knows best how to play the card, and most likely will accomplish the full result.

The following concept presents the five common basis of leadership and how one can follow it as the process to achieve the goals.

You must know what you believe.

Knowing oneself is a total exploration to be a leader. During the journey to fulfill the challenge, one has to start somewhere. This means that the person needs to depart from a strong base, where he/she can define the most important values or goals he/she wants to accomplish in life. A list of clear focuses will help the…

References

Bender, P.U. (2004) Five Steps to Personal Leadership. Retrieved April 22, 2004, from Speaking.com. Web site:  http://www.speaking.com/articles_html/PeterUrsBender_883.html .

Russel, B. & Falkner, D. (2001) Russell Rules: 11 Lessons on Leadership from the Twentieth Century's Greatest Winner. Penguin USA.

High-performance teams are self-directed and empowered to achieve powerful results in a very short period of time. Team members will learn and grow as they work together.

Negative team members or malcontents are individuals who will come into the process already with a bad attitude and not agree with anything that is suggested. This can bring the entire team down. It is up to the team leader to reinforce the strengths of this individual and the purpose for his/her role on the team. The person should have the opportunity to address his/her concerns with an objective and non-judgmental environment. The leader should ask the person to give three reasons that are of most concern. Then narrow it to two, and finally to one. Then the leader can transfer to a more positive approach and ask the person to give ways to address the concerns. Positive group members keep an open…

(2010).

Transactional leaders use the extrinsic motivators, to get goals met within an organization, as stated by Suliman (2009). This type of leadership used internal reward or punishment mechanisms to get employees to follow their directive. Transactional leaders usually leave the current organizational structure and goals intact, since the characteristic of these leaders is not effective in situations that require change. Suliman, (2009) also argue that some leaders are very passive and only get involved if the necessary actions are contrary to the overall goal or achievement of the organization.

Visionary leaders are usually characterized as individuals who do not compromise their personal integrity for the overall goal of any organization or process. These leaders do not portray ordinary character traits, since they are usually concerned with direction or organizing action based on new possibilities or a progressive agenda as argued by McIntosh and Tolson (2009). These are usually interested…

A leader carries with him/her a vision that he/she shares with those that are led.

In today's society a leader must by dynamic and flexible, as society is constantly changing and with that the rules that govern society. Thus a good leader must be possessed of a solid ethical and moral constitution, must be flexible in nature, adaptable to circumstances and perhaps above all else a good communicator. A leader must work with people to establish rapport and subsequently develop strategies for success.

Some people are born leaders whereas others need some tutelage, thus the journey toward leadership may begin in the schools, where teachers have the ability to cultivate young leaders and help them flourish for a time when they will later step out into the world to lead. It does not end there however, and must continue throughout the lifetime of the leader, as a successful leader is…

References

Chemers, Martin M. An integrative theory of leadership. Mahwah, NJ: Lawrence

Erlbaum Associates, 1997.

Conger, J.A., & Kanungo, R.N. (1998). Charismatic leadership in organizations.

Thousand Oaks, CA: Sage.

Leadership Styles

It is highly likely that I will be able to develop high quality leadership traits with the passage of time.

Values and personality:

It is hard to become familiar with your personality because you cannot see the flaws in yourself. No matter how hard you try the positive aspects will come forward leaving the negative ones far behind. But observing yourself every once in a while is the key to success. It helps you change your personality according to the situation. If I had to put my values and my personality on a piece of paper I would begin it by telling about my behavior with my closed ones, my associates and especially with the ones I deal with on daily basis. I believe on taking everyone with me and not being competitive as competitiveness leads you nowhere. It might lead you to success somehow but leaves you…

References

Adair, John (2009) Effective Leadership London. Pan Macmillan.

Montana, Patrick J.; Bruce H. (2008). Management. Hauppauge, New York: Barron's Educational Series, Inc.

Schultz, Duane P. Schultz, Sydney Ellen (2010). Psychology and work today: an introduction to industrial and organizational psychology (10th ed. ed.). Upper Saddle River, N.J.: Prentice Hall.

Zaccaro, S.J. (2007). Trait-based perspectives of leadership. American Psychologist, 62, 6-16.

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,…

References

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