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Analysis of Leadership
Words: 2905 Length: 10 Pages Document Type: Thesis Paper #: 99678359
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Leadership-scenario analysis
The case study on which this analysis will predominantly be founded is on the management of a teenage prison. Medway Secure Training Center (MSTC) was managed by G4S at the time of the expose of the mistreatment that the teenage offenders held therein. The undercover footage that was captured over a number of days within the center by an individual who posed as a trainee depicts gross cases of teenage physical and psychological torture as had never been seen before in the outside world. The video footage depicts the G4S staff charged with taking care of the teenage offenders mishandling the teenagers unnecessarily even with no or little provocation. The training session captured in the video clearly gives the guidelines on how the teenagers who might turn rogue should be retrained without use of excessive force. The training gives a detailed and professional way of handling the teenagers…

References
Astin A. & Astin H., (2001). Principles of Transformative Leadership. Retrieved September 30, 2017 from  http://www.pmc.edu/Websites/pmc/Images/Principles%20of%20Transformative%20Leadership.pdf 
Australian Institute of Business (2017). 6 Reasons Why Effective Communication Should Be a Focus in Your Business. Retrieved September 30, 2017 from  http://www.aib.edu.au/blog/communication/6-reasons-effective-communication-focus-business/ 
Communicaid (2017). Regular Communication with Customers is Key to Success. Retrieved September 30, 2017 from  https://www.communicaid.com/communication-skills/blog/communication-skills-2/regular-communication-with-customers-is-key-to-success/ 
Hammond R., (2017). Teenage Prison-Undercover Prison Documentary 2017. Retrieved September 30, 2017 from  https://www.youtube.com/watch?v=0HQuJpiUOGw 



 

Transformational and Charismatic Leadership
Words: 670 Length: 2 Pages Document Type: Essay Paper #: 15358557
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Transformational Leader
Transformational and charismatic leadership has increasingly been shown to be valuable for organisations, especially with respect to empowering employees. Generally, transformational and charismatic leaders inspire and motivate their followers to achieve their maximum potential. They work together with their followers to formulate and execute the organisation’s vision, strategy, goals, and objectives. Transformational and charismatic leaders achieve this by communicating effectively as well as eliciting positive emotions and citizenship behaviours in their followers.
Effective communication is a particularly important characteristic of transformational and charismatic leaders. As explained by Latham (2009), effective leaders inspire their followers by appealing to their emotions. They communicate in a way that captures the imagination of their followers and portrays a sense of altruism. Such communication is vital for energising followers towards the organisation’s goals and objectives. With effective communication, employees gain a clear understanding of the organisation’s vision as well as their role in…

References
Antonakis, J., Fenley, M., & Liechti, S. (2012, June). Learning charisma: transforming yourself into the person others want to follow. Harvard Business Review.
Bolino, M., & Turnley, W. (2003). Going the extra mile: cultivating and managing employee citizenship behaviour. Academy of Management Executive, 17(3), 60-71.
Conger, C. (1991). Inspiring others: the language of leadership. Academy of Management Executive, 5(1), 31-45.
Kotter, J. (2007, January). Leading change: why transformation efforts fail. Harvard Business Review.
Latham, G. (2009). Making the science of management work for you. Boston: Davies Black.
 

Explanation of Operationalizing Variables
Words: 1548 Length: 5 Pages Document Type: Research Paper Paper #: 54111395
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Two Studies for the Selected Variable "Leadership"
Chukwaba (2015) studied the role of transformational leadership on job satisfaction on hotel employees. Transformational leadership and job satisfaction were calculated using means and standards deviations in SPSS version 22. Transformational leadership was treated as an independent variable, measured using Bass Avolio's Multifactor Leadership Questionnaire (MLQ). The dependent variable was job satisfaction measured by a validated job-satisfaction scale. The variables have been assessed in this paper accurately since detailed statements have been given for the data's reliability and validity. The MLQ design has been chosen for only this purpose. The independent variable on the dependent one for a large sample, just as that of hotel employees, could be evaluated accurately.
Moreover, the descriptive analysis showed a clear relationship between the two variables of interest. The study's hypothesis was to observe the effect of transformation leadership on job satisfaction, which was evident in the…

References
Breed, M., Downing, C. & Ally, H. (2020). Factors influencing motivation of nurse leaders in a private hospital group in Gauteng, South Africa: A quantitative study. Curationis, 43(1), e1-e9. DOI: 10.4102/curationis.v43i1.2011
Cavilla, D. (2017). The effects of student reflection on academic performance and motivation. Sage Open, 7(3).  https://doi.org/10.1177/2158244017733790 
Chukwaba, K.U. (2015). A quantitative model studying the effects of transformational leadership on job satisfaction (Master\\'s dissertation). Walden University.  https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=2944&context=dissertations 
Khan, R. & Bukhari, A. (2016). Effects of leadership style on healthcare organizational performance: A survey of selected tertiary care hospital in Karachi, Pakistan. International Journal of Economics and Management Sciences, 5(3), 1-7. DOI: 10.4172/2162-6359.1000333
Pandey, R., Goel, S. & Koushal, V. (2018). Assessment of motivation levels and associated factors among the nursing staff of tertiary-level government hospitals. International Journal of Health Planning and Management, 2018, 1-12. DOI: 10.1002/hpm.2526
Tsaras, K., Papathanasiou, I.V., Vus, V., Panagiotopoulou, A., Katsou, M.A., Kelesi, M. & Fradelos, E.C. (2018). Predicting factors of depression and anxiety in mental health nurses: A quantitative cross-sectional study. Medical Archives (Sarajevo, Bosnia, and Herzegovina). 72(1), 62-67. DOI: 10.5455/medarh.2017.72.62-67
Wenglinsky, H. (2001). Teacher classroom practices and student performance: How schools can make a difference (Report No. RR-01-19). Educational Testing Service.  https://www.ets.org/Media/Research/pdf/RR-01-19-Wenglinsky.pdf 
Zarate, R. (2012). The sounds of anxiety: A quantitative study of music therapy and anxiety (Master\\'s dissertation). Lesley University.  https://digitalcommons.lesley.edu/cgi/viewcontent.cgi?article=1060&context=expressive_dissertations

Leadership Is Said to Be
Words: 4556 Length: 17 Pages Document Type: Essay Paper #: 91314584
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(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…

Leadership Path Goal Theory the Boy Scouts
Words: 2436 Length: 8 Pages Document Type: Essay Paper #: 16812245
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Leadership Path Goal Theory

The Boy Scouts" using the "path- goal theory

Leadership theories

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?

Transformational Leadership

Transactional Leadership

Evaluate the role of transformational and transformational leadership in the organization

Effectiveness of transformational and transactional leadership in the organization

Examples

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?

Conclusion

eferences

Introduction:

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…

References:

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 Defining an Ethical Leader Jeffrey Immelt
Words: 2221 Length: 8 Pages Document Type: Essay Paper #: 27684435
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Leadership

Defining an Ethical Leader

Jeffrey Immelt, General Electric

The nature of leadership is multifaceted and often requires the continual mastery of new skills, insights, intelligence and perspectives to stay effective over the long-term. Such is the nature of ethical leadership, which requires a steadfast focus on a core set of ethical principles and values that guide a leader's judgment, ensuring consistency over the long-term. These are also the fundamental aspects of any leader's long-term credibility as well, and their ability to transform their enterprises over the long-term as well (John, 2005). Ethical leaders often resonate with credibility and the willingness to also change quickly in response to the needs of their organizations, employees, stakeholders and customers.

The purpose of this analysis is to define what an ethical leader is, how managers can progress to being more ethical in their leadership style, and how Jeff Immelt, CEO of general Electric,…

References

Crainer, S. (2009). From Edison to Immelt: The GE Way. Business Strategy Review, 20(3), 18-22.

Gonzalez, T.F., & Guillen, M. (2002). Leadership ethical dimension: A requirement in TQM implementation. The TQM Magazine, 14(3), 150-164.

Heinze, E. (2010). The meta-ethics of law: Book one of Aristotle's Nicomachean Ethics. International Journal of Law in Context, 6(1), 23-44.

Immelt, J. (2010). Renewing American Leadership. Vital Speeches of the Day, 76(2), 53.

Leadership Management Assessment of Transformational
Words: 906 Length: 3 Pages Document Type: A-Level Coursework Paper #: 78255087
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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 Assessment Definition of Leader
Words: 1585 Length: 6 Pages Document Type: Term Paper Paper #: 28602647
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un Tzu informs that we cannot punish people until they feel loyalty to us: namely, until they consider themselves members of our group.

10. Keep them guessing

This quality may be pertinent only to leaders of a business / corporation. Her un Tzu advises keeping one's strategies and plans concealed from one's competitor so that one retains competitive advantage.

III. Conclusion

The Art of War, maintains un Tzu, is "a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry which can on no account be neglected." (pt. 2)

The same goes for the Art of Leadership. It is also "a subject of inquiry which can on no account be neglected" and its qualities need to be known and inculcated in order to have maximum success in the field.

'Leader' as term may be inchoate, but as many entrepreneurs have…

Sources

Bateman, T.S., & Snell, S. (2009). Management: Leading and Collaborating in a Competitive World, Eighth Edition. New York, NY: McGraw-Hill Companies, Inc.

Kotter JP. 1996. Leading Change. Boston, MA: Harv. Bus. School

Schein, E. (1985). Organizational culture and leadership. CA: Jossey-Bass.

Sun Tzu, (2001). The Art of War Wylie, TX: Pickard & Son, Publishers.

Transformational Women Leaders
Words: 3061 Length: 9 Pages Document Type: Essay Paper #: 64604216
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Transformational Women's Leadership

The website for Changing Minds.org describes transformational leadership in the standard way, as charismatic leaders with vision and imagination who inspire followers to achieve radical change in an organization or society. Transformational leaders are passionate and exciting and they care about their followers. They make people believe that their ideals can be achieved through their own commitment, enthusiasm and drive. In the process, their followers are also transformed and empowered to do things that they would never have believed possible. This website also points out some of the dangers of transformational leadership in that when such leaders are wrong they can lead "the charge right over the cliff and into a bottomless chasm." They may also "wear out" their followers with constant demands for high energy and commitment, especially if those at the lower levels really do not desire change (Transformational Leadership 2002-11)

Legacee.com has a very…

References

Goodman, D., ed. (2003). Marie Antoinette: Writings on the Body of a Queen. Routledge.

Lever, E. (2000). The Last Queen of France. Farrar, Strauss and Giroux.

Plain, N. (2002). Louis XVI, Marie Antoinette, and the French Revolution. Marshall Cavendish.

Price, M. (2004). The Road from Versailles: Louis XVI, Marie Antoinette, and the Fall of the French Monarchy. NY: St. Martin's.

Leadership in Simplistic Terms There
Words: 1215 Length: 4 Pages Document Type: Essay Paper #: 7566413
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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.…

Works Cited:

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.

Leadership Type a Versus Type B Leadership
Words: 558 Length: 2 Pages Document Type: Essay Paper #: 74005367
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Leadership

Type a versus Type B Leadership

The ability to guide and direct a group, department or entire organization is predicated on being able to balance task and relationship orientation through transformational leadership. The most effective leaders balance short-term transactional strategies for getting immediate results with transformational leadership skills, intermediating between each using emotional intelligence (EI) to guide their decision making (Ivey, Kline, 2010). The foundational elements of transformational leadership include individualized consideration, intellectual stimulation, inspirational motivation (Ismail, Mohamed, Sulaiman, Mohamad, Yusuf, 2011) and idealized influence. Transformational leaders are able to use situational awareness and EI to selectively apply each of these approaches at the most opportune time to get the best results (Ivey, Kline, 2010). The intent of this analysis is to evaluate how these techniques can be used for assessing scores from the Type A versus Type B tests taken. I received a score of 38 on Type…

References

Ismail, A., Mohamed, H.A., Sulaiman, A.Z., Mohamad, M.H., & Yusuf, M.H. (2011). An empirical study of the relationship between transformational leadership, empowerment and organizational commitment. Business and Economic Research Journal, 2(1), 89-108. Retrieved from ProQuest.

Ivey, G.W., & Kline, T.B. (2010). Transformational and active transactional leadership in the Canadian military. Leadership & Organization Development Journal, 31(3), 246-262. Retrieved from ProQuest.

Leadership How Can Perceptions Affect
Words: 905 Length: 3 Pages Document Type: Essay Paper #: 9913103
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This theory also suits me well as I believe that the greater the effort and intensity, the higher the probabili8ty of attaining ones' objectives. There is also the element of continual learning, both at work and school to interpret and when applicable, use the lessons learned. Expectancy theory also is well-suited for accounting for environmental factors that can at times be uncontrollable yet capitalized on, leading to the attainment of objectives in the future. Finally, expectancy theory also concentrates on how the concepts of valence, or strength of a person's preference for a given outcome, when combined with instrumentality and expectancy, can accurately predict the attainment of objectives over time. The concept of linking effort and results is appealing.

6. What are the common characteristics of charismatic and transformational leadership? Compare Colin Powell and Osama bin Laden as charismatic or transformational leaders. Would your answer differ if you were sympathetic…

Leadership Choice Designing Climates of Blame or Responsibility
Words: 2027 Length: 6 Pages Document Type: Thesis Paper #: 9651056
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Leadership Choice: Designing Climates of Blame or esponsibility

In E. Grady Bogue's book The Leadership Choice: Designing Climates of Blame or esponsibility, the author addresses the impact that self-knowledge can have on a person's life and career. In other words, the way a person acts in his or her personal life is often directly related to the way a person acts in his or her professional life. The morals, opinions, and beliefs held by a person are not generally confined to one area of that individual's life. They are spread across all of the areas of life and designed to be used by that person in many different ways. When a leader has opinions and beliefs, those are generally included in that leader's personal and professional lives, and it may be very difficult to keep them separate. Most people would likely question why anyone would want or need to keep…

References

Antonakis, J., Cianciolo, A.T., & Sternberg, R.J. (2004). The nature of leadership. New York: Sage Publications, Inc.

Bogue, E.G. (2010). The leadership choice: Designing climates of blame or responsibility. New York: WestBow Press.

Frey, M., Kern, R., Snow, J., & Curlette, W. (2009). Lifestyle and transformational leadership style. Journal of Individual Psychology, 65(3), 212-240.

Leadership Is a Process That Helps in
Words: 3349 Length: 11 Pages Document Type: Essay Paper #: 26347063
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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 I Have Grown Fond of Mr
Words: 897 Length: 3 Pages Document Type: Essay Paper #: 36357745
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Leadership

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…

References List

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/

Leadership There Are Several Types
Words: 1531 Length: 5 Pages Document Type: Essay Paper #: 5491455
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Since trust is an important factor in the change process, special steps must be taken to build trust in the virtual environment. These include building a team with strong but complementary abilities and high integrity and immediately orienting the team towards the end objective in a non-competitive manner (Greenberg, et al., 2007).

There is also a higher risk for breakdown in a virtual team. Therefore, in organizing such a team I would place strong emphasis on building trust as quickly as possible among the team members. This includes instilling a common vision and establishing strong communication links between the group members almost immediately, as issues can emerge more quickly in a virtual setting than in a non-virtual one (Ibid).

orks Cited:

Bell, B. & Kozlowski, S. (2002). A typology of virtual teams. Group & Organization Management. Vol. 27 (1) 14-49.

Bergiel, B., Bergiel, E. & Balsmeier, P. (2008). Nature of…

Works Cited:

Bell, B. & Kozlowski, S. (2002). A typology of virtual teams. Group & Organization Management. Vol. 27 (1) 14-49.

Bergiel, B., Bergiel, E. & Balsmeier, P. (2008). Nature of virtual teams: A summary of their advantages and disadvantages. Management Research News. Vol. 31 (2) 99-110.

Bommer, W. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management. Retrieved April 9, 2010 from  

Leadership Analysis the Necessity of
Words: 1176 Length: 4 Pages Document Type: Essay Paper #: 34059566
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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.

This…

Reference list:

1. Transactional Leadership (2010). Retrieved October 4, 2010 from  http://changingminds.org/disciplines/leadership/styles/transactional_leadership.htm .

Leadership SME Leadership Strategy From the Top
Words: 2109 Length: 8 Pages Document Type: Article Review Paper #: 92981450
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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.

Transformational vs Charismatic Leadership Leading
Words: 2008 Length: 8 Pages Document Type: Research Paper Paper #: 35625689
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Dangers linger in any relationship where one party holds power and the other party gives it. Any student of leadership, must recognize that tripwire, and assiduously avoid it through correctly recognizing the dangers that abuse of power can bring.

orks Cited

Bass, B., Atwater, L., & Avolio, B. (2008). The Transformational and Transactional Leadership of Men and omen. Applied Psychology, 5-34.

Beverly Alimo-MetcalfAlban-Metcalfe, J., Bradley, M., Mariathasan, J., & Samele, C. (2008). The impact of engaging leadership on performance, attitudes to work and well-being at work: A longitudinal study. Journal of Health Organisation and Management, 586-598.

Beyer, J. (1999). Taming and promoting charisma to change organizations. The Leadership Quarterly, 307-330.

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

Pedler, M., Burgoyne, J., & Boydell, T. (1944). A Manager's Guide To Self-Development 4th ed. London: McGraw-Hill.

Ulrich, D., Zenger, J., Smallwood, N., & . (1953; CR 1999). Results-Based…

Works Cited

Bass, B., Atwater, L., & Avolio, B. (2008). The Transformational and Transactional Leadership of Men and Women. Applied Psychology, 5-34.

Beverly Alimo-MetcalfAlban-Metcalfe, J., Bradley, M., Mariathasan, J., & Samele, C. (2008). The impact of engaging leadership on performance, attitudes to work and well-being at work: A longitudinal study. Journal of Health Organisation and Management, 586-598.

Beyer, J. (1999). Taming and promoting charisma to change organizations. The Leadership Quarterly, 307-330.

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

Leadership Is the Ability of Influencing Individuals
Words: 713 Length: 2 Pages Document Type: Essay Paper #: 8358963
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Leadership is the ability of influencing individuals or groups for attainment of particular goals. It is the ability of managing interpersonal behaviour by motivating others. There are a number of approaches to leadership, but these can broadly be categorized as Behaviouristic theory, Traits theory, Charismatic theories of leadership and transformational leadership. For the purpose of this assignment, we have chosen transformational leadership approach.

Transformational Leadership

The process of transforming and changing individuals is termed as transformational leadership. In simple terms, transformational leadership can be defined as the ability to make people improve, change and led. Transformational leadership involves assessment of subordinates' needs, motives and giving them due value. Thus, it can be said that a leader having characteristics of transformational leader has the ability to increase the performance of company by giving due value to the employees/subordinates. (Hesselbein and Cohen 1999)

Transformational leadership has four factors which are commonly named…

References

Hesselbein, Frances, and Paul M. Cohen. (1999). Leader to Leader. San Francisco, CA: Jossey-Bass Publishers.

Northouse, Peter G. (2001). Leadership Theory and Practice, second edition. Thousand Oaks, CA: Sage Publications, Inc.

Leadership Yukl 2010 Does Not
Words: 1552 Length: 5 Pages Document Type: Essay Paper #: 52607421
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Frequent virtual meetings at the onset of the change team would be required to create a sense of teamwork and also to clarify roles. The virtual team can take full advantage of technologies that enable collaboration. By keeping in mind the core vision and its underlying values, a virtual change team can be every bit as effective as a live one.

eference

Hay, I. (n.d.). Transformational leadership. etrieved online: http://www.leadingtoday.org/weleadinlearning/transformationalleadership.htm

Lim, J.Y. (n.d.). Transformational Leadership, Organizational Culture and Organizational Effectiveness in Sport Organizations. etrieved online: http://www.thesportjournal.org/article/transformational-leadership-organizational-culture-and-organizational-effectiveness-sport-or

Yukl, G.A. (2002). Leading change in organizations. etrieved online: http://docs.google.com/viewer?a=v&q=cache:3HhW9jlhnmMJ:www.hss.doe.gov/deprep/archive/oversight/OrgCultureList/YuklOnCulture.pdf+yukl+functional+change&hl=en&pid=bl&srcid=ADGEEShM_w6gqSrEzWZ-uUX-v-AkxkiiFJutzoFrD6O2zj5Hu1zrCbgTzEL33_cpW5nN-aMhYqy_2HLWsdJVQq5fbn9wNqxrJTZlpnMXKi283D4M4IGnfc1QgUBErPwk7Khr-5zne&sig=AHIEtb3ujTiWDQkDjiKKZZD-jvFmpeTyw

Yukl, G.A. (2008). The importance of flexible leadership. etrieved online: http://docs.google.com/viewer?a=v&q=cache:0ZB72AcLc6kJ:www.kaplandevries.com/images/uploads/Importance_of_FL_SIOP08Yukl.pdf+multiple-linkage+model:+yulk&hl=en&pid=bl&srcid=ADGEESiDSwYcHX-gcBwH_QGKITxVgh5HmHfX5IYnSzMaPH0DDnOa5andwhqokJYcLSMmJ1-IUf0ZB9VPF0ib9x-tJseuG8kScir9-yK0zgNN073O-nAtAGysTtLJGXIQ6ua_aOYoBD&sig=AHIEtbQbvVU6LmhLhTJcWpWDpnUytxw1Q

Yukl, G.A. (2010). Leadership in Organizations. Prentice-Hall.

Reference

Hay, I. (n.d.). Transformational leadership. Retrieved online:  http://www.leadingtoday.org/weleadinlearning/transformationalleadership.htm 

Lim, J.Y. (n.d.). Transformational Leadership, Organizational Culture and Organizational Effectiveness in Sport Organizations. Retrieved online:  http://www.thesportjournal.org/article/transformational-leadership-organizational-culture-and-organizational-effectiveness-sport-or 

Yukl, G.A. (2002). Leading change in organizations. Retrieved online:  http://docs.google.com/viewer?a=v&q=cache:3HhW9jlhnmMJ:www.hss.doe.gov/deprep/archive/oversight/OrgCultureList/YuklOnCulture.pdf+yukl+functional+change&hl=en&pid=bl&srcid=ADGEEShM_w6gqSrEzWZ-uUX-v-AkxkiiFJutzoFrD6O2zRj5Hu1zrCbgTzEL33_cpW5nN-aMhYqy_2HLWsdJVQq5fbn9wNRqxrJTZlpnMXKi283D4M4IGnfc1QgUBErPwk7KRhr-5zne&sig=AHIEtbR3ujTiWDQkDjiKKZZD-jvFmpeTyw 

Yukl, G.A. (2008). The importance of flexible leadership. Retrieved online:  http://docs.google.com/viewer?a=v&q=cache:0ZB72AcLc6kJ:www.kaplandevries.com/images/uploads/Importance_of_FL_SIOP08Yukl.pdf+multiple-linkage+model:+yulk&hl=en&pid=bl&srcid=ADGEESiDSwYcHX-gcBwH_QGKITxVgh5HmHfX5IYnSzMaRPH0DDnOa5andwhqokJYcLSRMmJ1-IUf0ZB9VPF0ib9x-tJseuG8kScir9-yK0zgNN073O-nAtAGysTtLJGXIQ6ua_aOYoBD&sig=AHIEtbQbvVU6LmhLhTJRcWpWDpnUytxw1Q

Leadership Has Become a Prominent
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According to the Ohio State University (2004), both could be equally appropriate in terms of overall company outcomes, as they are very similar in terms of valuing and inspiring follower excellence.

When considering the motivation towards leadership for each type of leader, the contrast is sharper. The servant leader, for example, leads from a motivations basis of egalitarianism. The leader's fundamental belief is that he or she is no better than followers. The company's collective goals are then reached by means of an egalitarian team effort, where both leader and followers learn from the experience. Servant leaders are therefore much more focused upon the non-traditional form of leadership, which exists in beign servants themselves (Patterson, edmer and Stone, 2003, p. 6). Followers are provided with a large amount of freedom to exercise the abilities they can bring to the promotion of the business goals. This means that a very high…

References

Bugenhage, M.J. (2006, Dec). Antecedents of Transactional Transformational, and Servant Leadership: A constructive-Development Theory Approach. University of Nebraska. Retrieved from:  http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1001&context=aglecdiss 

Changing Minds (2011). Bass' Transformational Leadership Theory. Retrieved from:  http://changingminds.org/disciplines/leadership/theories/bass_transformational.htm 

The Ohio State University. (2004, Dec. 22). Transformational and Servant Leadership: Content and Contextual Comparisons. Leadership Center. Retrieved from:  http://leadershipcenter.osu.edu/library/publications/leadership-discoveries/2004/december-2004-transformational-and-servant-leadership-content-and-contextual-comparisons 

Patterson, K., Redmer, T.A.O., and Stone, a.G. (2003, Oct.) Transformational Leaders to Servant Leaders vs. Level 4 Leaders to Level 5 Leaders -- the Move from Good to Great. Regent University. Retrieved from:  http://www.cbfa.org/Patterson.pdf

Leadership Analysis of Osim High Growth Technology
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Leadership Analysis of OSIM

High growth technology companies are fertile organizations for the conflicts of leadership styles. The incessant need for accelerating new product development and staying in step with customer needs on the one hand and the pressure to reduce costs often lead high tech firms to adopt transactional leadership mindsets (Eppard, 2004). This gets amplified in Asian cultures where time is a very limited resource and large-scale organizations including OSIM International have a myriad of conflicting priorities (Beugr, Acar, Braun, 2006). Defining a management style that is agile enough to respond to these many challenges while at the same time concentrating on attaining cost targets is essential for survival in highly competitive industries (Pieterse, van Knippenberg, Schippers, Stam, 2010). on Sim, CEO of OSIM, must balance these many requirements while engraining a high level of accountability and ownership throughout the global operations of OSIM International. Balancing transactional and…

References

Beugr, C.D., Acar, W., & Braun, W. (2006). Transformational leadership in organizations: An environment-induced model.International Journal of Manpower, 27(1), 52-62.

Deluga, R.J. (1988). Relationship of transformational and transactional leadership with employee influencing strategies.Group & Organization Studies, 13(4), 456.

Eppard, R.G. (2004). Transformational and transactional leadership styles as they predict constructive culture and defensive culture. (Order No. 3144365, Virginia Polytechnic Institute and State University). ProQuest Dissertations and Theses, 129-129.

Guay, R.P. (2013). The relationship between leader fit and transformational leadership. Journal of Managerial Psychology,28(1), 55-73.

Leadership There Are a Number
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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…

Works Cited:

The transformational leader- N.M. Tichy and M.A. Devanna ( 1990)

Servant Leadership- Robert Greenleaf

Leadership in organization - G. Yuki (2006)

Leadership Lessons Learned From Herb
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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…

References

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.

Leadership Characteristics of Administrators to
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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.

Leadership Change Suggested Changes to
Words: 1134 Length: 4 Pages Document Type: Term Paper Paper #: 86401437
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There are several candidates for taking charge of Gene One during its initial public offering and for some time following, at least until the company has stabilized in its new position, if not for longer. There are of course positive aspects and drawbacks to each of the potential company leaders, but any negative aspects of one individual's leadership can be mitigated by a more temperate and even handed leadership structure, yet one that still allows for efficient and decisive decisions to be made and carried out.

Studies have shown that leadership is often more even-handed when measured in terms of influence rather than in terms of procedural behavior, and this knowledge will be directly and explicitly applied to the Gene One leadership structure in the situation at hand (Hysom & Johnson 2006). Michelle Houghton and John Kirby will be the primary decision makers for the company; Houghton's commitment to the…

References

Hinduan, Z.; Wilson-Evered, E.; Moss, S. & Scannell, E. (2009). "Leadership, work outcomes and openness to change following an Indonesian bank merger." Asia-Pacific journal of human resources 47(1), pp. 59-78.

Hysom, S. & Johnson, (2006). "Leadership Structures in Same-Sex Task Groups." Sociological Perspectives 49(3), pp. 391-410.

Massod, S.; Dani, S.; Burns, N. & Backhouse, C. (2006). "Transformational Leadership and Organizational Culture: The Situational Strength Perspective." Proceedings of the Institution of Mechanical Engineers; Part B; Journal of Engineering Manufacture 220(6), pp. 941-9.

Leadership for Organizations
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Leadership for Organizations

Leadership

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…

Bibliography

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 a Leader Is Who
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Transformational leaders have the innate ability to motivate their team members by the vision of what they are trying to accomplish together (Hur, van den Berg, Wilderom, 591). Leaders at this level also show through personal effort why sacrificing for a goal is worth it (Pryor, Oyler, Humphreys, Toombs, 18). Contrasting my own leadership style, I have learned that being able to provide subordinates with an opportunity to take on a task their own way, master it, and find purpose in it is a major step in the right direction. The concepts of autonomy, mastery and purpose as the core of motivation is what I am working to achieve today as a leader. I am also on the journey to being a better leader on this dimension as well, working to show that sacrificing for a long-term goal is worth it.

Conclusion

Leadership is a skill set that must be…

References

Joaquin Camps, and Hannia Rodriguez. "Transformational leadership, learning, and employability. " Personnel Review 40.4 (2011): 423.

Hur, Y., P. van den Berg, and C. Wilderom. "Transformational leadership as a mediator between emotional intelligence and team outcomes. " Leadership Quarterly 22.4 (2011): 591.

Pryor, M., J. Oyler, J. Humphreys, and L. Toombs. "The people cried - a case of compassionate, transformational leadership. " Journal of Business Cases and Applications 4.(2011): 1-20.

Smith, M.. "Are you a transformational leader? " Nursing Management 42.9 (2011): 44.