...Leadership Approach One of the major approaches to studying leadership is the dyadic approach. The dyadic approach focuses on the relationship between a subordinate or a follower and a leader. The leader’s impact makes the subordinate energized and achieves positive result. Leadership behavior is the source of main focus. The subordinate or follower’s attitude, motivation, and behavior represent the process. The dyadic approach of leadership rejects the traditional view of studying leader behaviors in relation to the entire group in favor of studying how each group member negotiates his role with the leader. According to dyadic approach, two assumptions are implicit in the traditional group view of leadership: (1) Group members are highly similar along dimension of perception and reaction, such that all group members may be dealt with conceptually, as well as operationally, as a single entity; (2) Leaders relate to each group member in a similar manner. Both these assumptions are seen as unjustified (Vecchio, 1979). There are three major models to examining dyadic leadership approach. First one is the vertical dyad link (VDL). It examines differentiated dyads’ level of analysis, and uses negotiating skill as the key component (DeMerchant, 2010). The relationship between leaders and each subordinate or follower varied significantly. The established relationship between leader and a subordinate or follower was predictive of future performance (DeMerchant...
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...NAME: Amira Mustapha Yabo COURSE: MGT200 TOPIC: Transformational Leadership Transformational Leadership * Introduction Transformational leadership as stated by Wikipedia, defines Transformational leadership as “leadership which enhances the motivations, morals, and also performance of followers through a variety of mechanism”. In other words, transformational leadership could be termed as a type of leadership that could inspire change positively to everyone who follows. A transformational leader is one who possesses the skill set to motivate and inspire people who follow his/her footsteps. Transformational leaders are usually full of energy, ideas and are very passionate. (Wikipedia) The entire concept of transformational leadership was introduced by presidential biographer James MacGregor Burns. He related his theory to that of the difficulty in differentiation between management and leadership then said the only difference were in behavior and characteristics. Burns developed two different theories – Transformational leadership and Transactional leadership. It said that transformational approach made way for change in the organization and life of the employees. He believed that leaders and followers could help each other advance to higher levels if the work together. Unlike the transactional approach where only the leader benefits. Burns also believed that because of the vision and personality that leaders have, they can easily change the expectations and perceptions...
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...University of Oklahoma The Leadership Experience Steven R. Gullberg March 20,2015 Michael Alfonzo took charge of the USS Florida, a submarine ranked among the world’s most dangerous weapons. When announced to the crew of the submarine that he was elected the next commander the crew welcomed him knowing that he has a career in the Navy joining as a teenager and eventually moving up the ranks to become commander. They associated him as one of them. He was thought of as a polite man and past shipmates remembered him as a loner. Upon becoming captain, Alfonzo admonished his sailors and pushed them to their limit, which is what a good leader should do. The downside was his strict and irreparable behavior, loudly reprimanding crew members he believed where unfit for certain duties and even yelling at the chief chef for the absence of coke in the soda dispenser. His behavioral patterns made the crew scared of reporting issues to him in order to avoid being scolded. At the end of the journey when the crew hit shore although under Alfonzo the best ever grades were recorded for certifications the rear admiral Sullivan relieved captain Alfonzo of his duties because of the alienated crew, and strained relationship between the captain and the crew. This was the first ever dismissal of a trident submarine commander. In relation to the Dyadic theory we can highlight the difficulties associated with the Michael Alfonzo case study. Although the leadership method employed produced...
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...Leadership Approach Terence Bachman LDR/531 March 26, 2013 David Sarnowski Leadership Approach Organizations depend on the management and leadership skills of individuals to be successful. Companies depend on individuals who possess the ability, the necessary traits and behaviors to influence others to accomplish the company’s objectives. According to the text, Leadership in Organizations, leadership is defined as in many different ways (Yuhl, 2010, p. 2). Katz and Khan describe leadership as in the book entitled, The social psychology of organizations as, “the influential increment over and above mechanical compliance with the routine directives of the organization” (Katz & Khan, 1978). This study will identify the five different approaches to leadership and define the most prevalent leadership approach used at Matrix Direct. Matrix Direct is the largest agency in the United States. Owned by American International Group (AIG), Matrix Direct accounts for nearly 35% of the AIG’s life insurance sales. The company was founded in 1992 by Ronald Harris, former owner of Zurich Direct. The company was founded on the idea that if companies compete for a client business the price will fall, therefore driving consumer demand to higher levels. Controlling interest in the company was purchased in 2002 by American International Group. Due to the large volume of business generated...
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...Coach Knight vs. Coach K Case Study A leader’s greatest challenge is determining which leadership style is best suited to motivate their subordinates. The path-goal theory “emphasizes the relationship between the leader’s style and the characteristics of the subordinates and the work setting” (Northouse, p. 125). Another theory, the leader-member exchange theory, focuses on the relationship between members and their leaders, or their dyadic relationship. Path-Goal Theory In the path-goal theory, leaders help subordinates determine their goals, clarify a path, remove any obstacles, and provide support along their journey to their goal. To do this, they choose the best suited leadership behavior for the given situation. The Path-Goal Theory is very similar to the Situational Leadership II model in that it examines four similar leadership styles including directive, supportive, participative and achievement-oriented. Directive “characterizes a leader who gives subordinates instructions about their task, including what is expected of them, how it is to be done, and the time line for when it should be completed” (Northouse, p. 127). Supportive leaders “go out of their way to make work pleasant for subordinates. In addition, they treat subordinates as equals and give them respect for their status” (Northouse, p. 127). Participative leaders “consult with subordinates” and “integrates their suggestions into the decisions about how the group or organization will proceed”...
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...Leadership-Member Exchange Theory What does LMX theory say about leadership? - Conceptualizes leadership as a process that is centered on the interactions between leaders and followers, different from other leadership theories - The dyadic relationship between leader and follower is the focal point of the leadership process - The theory makes every subordinate (follower) feel part of the in-group, in turn avoids the inequities and negative implications of being in an out-group - Leadership making promotes building partnerships and can benefit goals and process Early Studies: Vertical dyads 1) informal/negotiated = in group 2) formal/defined = out group In groups, subordinates are either in the in or out-group based on their interactions. If you agree to negotiate with the leader you can be part of the in-group. Later Studies: - Focused on the quality of leader-member exchange theory and how it was related to positive outputs of group, group members, etc. - High quality leader-member exchange theory increased effectiveness of the organization Leadership Making- promotes building partnerships and can benefit goals and progress - The leader should develop quality relationships with all members. Make Everyone feel like they’re in the in-group - Phases of social growth: 1) Stranger phase- rule bound, low...
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...2 A contingency theory that contains mediating variables is o leadership substitutes theory o situational leadership theory o cognitive resource theory XXX multiple-linkage model Correct • 3 Which of the following is a characteristic of a positive charismatic? o Dependency on the leader o Centralized decision making by the leader XXX Devotion to ideology not personal identification o Information is restricted Correct • 4 One unique characteristic of followers in leadership theory is o skills and expertise o traits XXX task commitment and effort o confidence and optimism Correct • 5 Ideological leaders will develop when the leader o makes a rational appeal to followers XXX appeals to shared values o appeals to emotion o has particular expertise Correct • 6 Effective transformational leaders o select subordinates who will be loyal and uncritical o delegate most decisions to individuals or self-managed teams XXX use a combination of transformational and transactional behaviors o challenge strongly held values of followers to get their attention Correct • 7 Which statement about transformational and charismatic leadership is most accurate? o Charismatic leaders are more effective in business organizations o Both types of leadership are effective in any situation XXX Charisma is a necessary ingredient in transformational leadership o Both types of leadership involve the same underlying processes Correct • 8 Contingency...
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...northern region of Louisiana. As an employee of Agape Hospice; the perfect position would be director of marketing. My leadership style demonstrates a concern for people as well as task; with task being the priority. To be an employee for a Hospice group, the concern for people is very important. However; accomplishing a task creates security and a sense of accomplishment in the organization. Hospice provides “comforting care that emphasizes quality of life” (Hospice, 2011, pg. 1). This requires a concern for the needs of people. The mission of hospice is “serving faithfully as your partner through the final stages of a journey we know as life” (Hospice, 2011, pg 1). Hospice requires a sense of passion and concern with emphasize on task to accomplish a goal of security and serenity. Leadership style The leadership style most associated with my role in an organization is trait approach. Trait approach focuses on the personality, motives, and values of the leader. Trait approach is an adequate leadership style for a director of marketing because motive is an important issue in hospice care. The motive of hospice is to increase the patient census while offering a quality of life in the final stages of life. However; based upon the assessment “What’s My Leadership Style” (Phoenix, 2007, Section II, B.1), task is the most important. The leadership style assessment indicates an importance in getting the job done, whereas the concern for people focuses are group...
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...of leadership, objectives, individual characteristics and action, and employee behavior and attitudes within an organization. It also explains the effects of internal environments, such as culture, the structure of the organization, resource and task allocation, and external environments such as competition or government regulation. These factors contribute to the performance, success or failure, and survival or fall of an organization. Organizational-behavior theories help to explain the collapse of Enron and how leadership, management, and organizational structure contributed to its failure. Organizational Structure With a market capitalization of nearly $74 billion, Enron was one of the world’s leading energy companies by the late 1990s. However, it had gained this status through the perpetration of illegal activities at the very highest levels of the organization. Enron’s fall was because of the organizational-level corruption that grew from its structure and trickled down to the collective behavior of its employees. Enron’s top-down, hierarchical structure by unit grouping meant that the top management team either directly or indirectly through their subordinates influenced the actions of the organization. For example, the structure of the accounting department allowed it to disregard legal requirements through “structural secrecy” that Enron’s executives could exploit (Beenen & Pinto, 2009, p. 283). As part of its strategy to grow its business, Enron’s leadership engaged...
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...TRANSFORMATIONAL AND CHARISMATIC LEADERSHIP THEORIES Gary Yukl* State University of New York at Albany Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership. However, most of the theories have conceptual weaknesses that reduce their capacity to explain effective leadership. The conceptual weaknesses are identified here and refinements are suggested. The issue of compatibility between transformational and charismatic leadership is also discussed. Finally, some methodological problems involving construct validation and theory testing are identified, and suggestions for future research are provided. INTRODUCTION In the 1970s, behavioral theories of leadership effectiveness were dominant. Examples include path-goal theory (House & Mitchell, 1974), LMX theory (Graen & Cashman, 1975), and normative decision theory (Vroom & Yetton, 1973). Since the late 1980s, theories of transformational and charismatic leadership have been ascendant. Versions of transformational leadership have been proposed by several theorists, including Bass (1985, 1996); Bennis and Nanus (1985), Burns (1978), Sashkin (1988), and Tichy and Devanna (1986, 1990). Building on the ideas of Weber (1947), refined versions of charismatic leadership have been proposed by several theorists, including Conger (1989), Conger and Kanungo (1987, 1998), House (1977), and Shamir, House, and Arthur (1993). Unlike the “traditional” leadership theories, which emphasized...
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...In a company that is expanding and restructuring tasks and positions to reclassified happens as companies seek a new approach to improve or expand in the global market. To be working in a company in which I was given the option of which position would do for the well being of it and contribute to success would be as responsible for the human resources department. For me, the human resources department is an essential basis for the correct operation of the company as the department handles attitudes, motivation, strategic planning, training, follow-ups situations or conflicts between employees. The department shall undertake the creation of a work environment in harmony to bring the company success. As someone with experience in the field of human resources is a plus as it could be useful for the benefit and growth of the company. One of my contributions would be necessary to carry out benchmarking in order to know how to run this new change / focus chosen by the company that can go in global market. It would also give trainings and seminars and tell to the employees that they are for the good and not to worry about. Essential in a company is employee’s motivations. I would make several proposals and activities which motivate employees. An important point is to know how to work with situations or conflicts between employees or between them or who are resistant to change we must know how to resolve these situations and make the work environment pleasant...
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...complexity of the merge that involves different leadership styles, systems, policies, ingrained cultures and employees’ beliefs, and it bears financial constraints. Diversity and complexity impact upon two main dimensions: (a) behavioral (motivation, retention, employee relations, cultural integration) and (b) organizational (design of new systems, management practices, processes and in general O.D. issues). Both dimensions ultimately influence the organizations’ efficiency and in turn a professional delivery of health services to the community. 2. 2. Environment analysis: The two hospitals face external pressures from: (a) the shareholders to reduce costs; (b) the community to deliver high quality health services; (c) the labor market with shortage of qualified staff; also (d) political pressures demanding a restructuring; and (e) from citywide union agreements that can influence HR decisions. These external factors must be duly accounted as they impact upon behavioral and organizational dimensions and by reflection can affect the success of the consolidation. 3. 3. Problem identification: Leadership in handling the change. Internal and external complexities and challenges suggest that effective leadership, especially handling human aspects of the change, would be key for a successful consolidation process. In both hospitals employees face low motivation, uncertainty on the future, differences in leadership styles, ethical approaches, and in working cultures...
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...Case Study Ch.2 Bradley Daniels Consolidated Products Leader Comparison Ben Samuels has developed an Individualized leadership style over his ten years as operations manager. Over time he has developed strong individual relationships producing a vertical dyadic among his employees, and gaining their trust and understanding. His individualized leadership style has developed an employee centered behavior focusing on the human needs of his subordinates. A democratic style of leadership was used by Mr. Samuels to delegate authority and refer power and influence to employees. Phil Jones has a leadership style that is a polar opposite to that of Mr. Samuels. His Autocratic style of leadership used coercive power and authority rather than any delegation. A mechanistic organizational structure was used to impose a rigid hierarchy of authority and the decision making was centralized to Mr. Jones, if the decision fell out of the established plans and policies. His job centered behavior directed activities toward efficiency, cost cutting, and scheduling with an emphasis on goals and work facilitation. He was extremely task oriented and those task where oriented towards goal achievement. Leader Effectiveness In a superficial view as to who is a more effective leader, it would appear that Phil Jones is far superior if only the initial data is taken into consideration. In his first year, Mr. Jones was able to reduce production cost by 20 percent, and at the same time, increase...
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...Test Bank Description of the Test Bank This test bank consists of 300 multiple-choice items grouped by chapter and topic. Most of the items were selected from the test bank used with the prior edition of the book, but some are new and some are revisions of earlier items. The test items measure specific knowledge about the concepts, theories, research findings, and action guidelines in this edition of the book. Most items deal with major concepts and issues rather than with trivial or obscure points. However, the items are not intended to measure the ability to evaluate, synthesize, or integrate the material. To assess this type of knowledge, it is necessary to supplement the objective exams with other measures such as essay exams and papers. The review questions at the end of each chapter provide one source of essay questions, and they also provide guidance to students in studying for multiple choice exams. Students who take the time to develop answers for the review questions should be able to answer most items correctly. Written analyses of cases provide another opportunity to evaluate how well students understand the concepts and theories. When giving instructions for a test drawn from this set of items, remind students to read each item carefully and examine each response choice before selecting the best one. Careless reading is a common source of error in this type of exam. Remind students to notice when an item is worded negatively (e.g., "Which of the...
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...Code 5741/41 LEADERSHIP –THEORY AND PRACTICE This essay will review the theory of leadership from early in the last century and critically assess the most relevant areas under debate. Theory What is leadership? Leadership is of itself constantly in debate, what is it, do we need it and how does it work are just some of the questions in what remains a live and ongoing debate. Whilst there are many definitions available in the wide array of literature the one selected here is that of Rost[1] who said” leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes” having analysed the definitions of leadership used in the literature from 1900-1979 . At its most fundamental level there is a great deal of discussions about what is leadership and what is management with authors such as Kotter[2] who describes a leader as someone who creates an agenda through the establishment of a vision and gives direction to help align the followers to achieve a successful outcome , compared to his arguably less positive description of a manager as someone who prepares plans and budgets, organizes and staffs the team and monitors the results against a plan, hence the manager is seen to provide order, consistency and predictability. Rost on the other hand argues against this[3] “up with leaders and down with management” approach which he suggests Kotter’s approach describes and concludes this obsession with leadership is not perhaps...
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