...objectives and lead the organisation. His or her decision on objectives will be the direction and guidance to the people in the organisation to follow. Therefore, the leadership style adopted by him or her has the direct influence to the people and the organisation. The purpose of this infopaper is to highlight the importance of choosing the appropriate leadership style in business. Research is carried out to obtain relevant information through Management and Organisation textbooks, articles in the internet and journals. This infopaper presents the established leadership styles and highlight each style characteristics. Subsequently study how people in the organisation will behave when facing such leadership style. 2.0 LEADERSHIP There are many ways of looking at leadership and many interpretations made by Management experts of its meaning. Leader occurred among the people in the organisation and has his or her own leadership style. Leadership is the form of behaviour adopted by the leader to influence others (Cherrington, 1989). In this context, the definition for leadership refers to the ability to influence people towards the attainment of organisational goals. Leadership is a ‘people’ activity, distinct from administrative paper shuffling or problem-solving activities. Leadership is dynamic and involves the use of power (Daft, 1997). Leaders need to focus on moving people and organisations forward by increasing the staff competency and teams’ co-operation to improve the organisation...
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...Introduction Every organization and its employees are only as good as its leadership. Consequently, this is the reason why there is an overwhelming plethora of books, academic journals, periodicals, and scientific studies dedicated to this very topic seeking to understand the makings of an effective leader. Research performed in the late 70’s by leadership expert, James M. Burns, moved the institution of leadership beyond the flawed wisdom of identifying leaders based solely upon those who seemingly possessed the ‘traits of effective leaders’. In actuality there are a specific integration of concepts that need to be in play beyond the archaic characters traits to be deemed an effective leader. For this reason organizations should seek to understand what makes a leader effective such as the leader’s level of power and more importantly his ability to wield that power to influence and motivate fellow employees. This paper serves to discuss the difference between the highly effective leader and the less effective leader, beginning with endorsements from respected leadership experts, followed by my personal leadership experience, and concluding with Scholarly Framework The plethora of research on studies seeking to discover the specificity of what makes an effective leader has given rise to the discovery of distinct behavioral characteristics that collectively form an effective leader. One doesn’t automatically become an effective leader because of a promotion to a lead...
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...Abstract Leadership styles and theories are essential to an organization’s structure, culture, and development. Understanding leadership style can help a company build a foundation that can lead to improved productivity, employee retention, and improved employee relations. This paper will show the leadership style of my former manager and how his leadership influenced job performance, organizational commitment, trust, and decision-making. The goal is to better understand how his transformational leadership style helped improve my leadership and build on the policies and procedures within the organization. In addition, I will include information pertaining to my own leadership assessment as it pertains to do you have what it takes to be a leader? Introduction This analysis will show how Kurt Griebel played an important role in the development of my managerial skills such as, knowledge, decision-making, and behavior. Organizational behavior depends on leaders, like Kurt Griebel, to manage others to achieve the company's goals and objectives. The definition of leadership is defined “as the use of power and influence to direct the activities of followers toward goal achievement” (Colquitt, Lepine, & Wesson, 2011, p. 485). An important aspect of Kurt’s leadership style was he used different decision-making processes to achieve the company’s goals and objectives. He was known in the Target Corporation as an effective leader who focused on the situation, and made a decision...
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...Leadership Theories There are successful leaders and then there are leaders who fail. Some people think of it as luck, but the truth is that there is no out of the world combination of characteristics that make some leaders successful. Often different characteristics matter at different situations. So what makes a great leader? Is it the personality traits of people or characteristics of the situation that makes people better than others? Studies conducted to find out how exactly certain people excel in their positions have given birth to a number of formal leadership theories. In this paper I will discuss about three different leadership theories; behavioral theories, contingency theories, and power & influence theories. Behavioral Theories As the name suggests behavioral theories emphasis on how leaders behave. For example; some leaders get involved with their team and some dictate terms in decision making. According to Kendra Cherry “Behavioral theories of leadership are based upon the belief that great leaders are made, not born” (para 9). This particular theory mainly focuses on the actions of leaders. An assumption of this theory is that people can learn to become leaders through teaching and observation. Three types of leaders can be identified under the behavioral theory; I. Autocratic leaders II. Democratic leaders III. Laissez-faire leaders A study conducted by the Ohio State University, have found two groups...
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...Situational Leadership 3.1 Purpose of the Model 3.2 Leadership Style 3.3 Followers Maturity levels 3.4 Leadership Support 3.5 Regression 3. Situational Leadership and Power 4.6 Types of Power 4.7 Powers Bases 4.8 Uses of Power 4. Advantages of the Situational Leadership Model 5. Conclusions and Recommendations 6. Acknowledgments | Pg 1Pg 1Pg 2Pg 2Pg 2Pg 3Pg 4Pg 4Pg 4Pg 4Pg 5Pg 5Pg 6Pg 7 | 1. INTRODUCTION The name of my organization is Victory Tabernacle Church. I am one of the two associate Pastors to the Bishop who is the CEO of the church. Victory Tabernacle has a membership of around 250 people excluding Children. Our goal is to have a membership of 500 by the end of 2015. The membership addition method used by Victory Tabernacle is each one reach one. However each member falls into a category or group that matches either their age or marital status. Each of these social groups have leaders who help run with the agenda of the organization. In the past there has not really been a specific method, or model of leadership applied to how we select leaders, how the leadership function nor how they perform their tasks not even how they in turn choose their followers. The leaders were simply selected and given leadership positions based on the assumption that they will be able to function in there given area. In this assignment I will be writing a report to my CEO explaining the Situational Leadership model and the...
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...traumatized by the bribery firestorm that it failed to see opportunities that could power Siemens’s growth in the years ahead. The transformation has given a boost to Siemens’s finance. Profits are at an all-time high, and shareholders are pocketing record dividends. Loscher, however, exhorts his team not to get cocky. Loscher wasted little time showing his tenure would be business as usual. A big mobile-phone business, once the company’s most prized unit, was given away and eventually shuttered. The state of crisis also allowed Loscher to chip away at Siemens’s inbred culture, adding to it some GE-style management discipline. Loscher has moved quickly to do away with the German company’s traditional fiefdoms. The transformation has positioned Siemens to go head-to-head against rival GE. The two companies compete in health care technology, power turbines, transportation, and eco-friendly energy generation. Loscher doesn't even need words to explain his progress since coming on board. Asked what he has achieved since taking over at Siemens, he silently holds up a chart showing his company's stock performance vs. competitors. Question1: Describe Peter Loscher’s two leadership styles. Leadership styles generally refer to the leadership of the habituation of various characteristics. Habituation of the style of leadership is in long-term personal experience, leadership practice gradually formed, and in the leadership practice consciously or unconsciously stable work, has strong personalized...
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...Thesis statement: “The leadership role is a burden carried by one creating a path showing the way forward to serve the rest and not the rest to serve him.” Idea outline. 1. Introduction 1. Who is a leader 2. What is a role of a leader in a community 3. Who is the ideal leader 4. What is leadership 2. A Leader in the society 1. What is positive leadership 2. How is a leader supposed to be 3. Influence from a leader 1. Moral 2. Spiritual 3. Physical 4. The power of a leader 1. Legitimate 2. Reward 3. Coercive 4. Expert 5. Styles of leadership 1. Exploitative 2. Benevolent 3. Participative 6. Characters of a good leader 1. Communication with others 2. Creating a path forward in leading 3. Dedication to tasks 4. Initiation of change where applicable 5. Promoting ethical conduct 7. Other add-ons 8. Conclusion INTRODUCTION Who are leaders? Leaders can be defined as those selected people who practice leadership. What is leadership then? Leadership can be defined as using of influence to make a person do something that the leader wants. Influence here stands for positive, personal, or sentimental bonds conjuring love, liking and admiration as the final result. Leadership, taking into consideration the definition shows that it has an everlasting effect on the practitioner and takes a long-term and can be used not only in the organization setting but also in all the aspects of life. This means that leadership is an art as well as...
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...Leadership, Teambuilding, and Communication BUS 322 – Organizational Behavior Dr. John Theodore Prepared by Richard Winland 27 February 2014 Abstract The purpose of this paper is to show how leadership, teambuilding, and communication affect an organization. The organization that was researched for this paper is The United States Navy. This paper will also examine contemporary, traditional, , and emerging leadership theories which will describe the best leadership characteristics in terms of leadership style. We will discuss interpersonal forms of power, showing how the characteristics impact performance. Organizational stress will be examined to determine the likely impact on performance as well as how they can be addressed. Potential sources of conflict within the group or unit and communication barriers will be discussed to show how they impact the organization. Traditional, Contemporary, and Emerging Leadership Theories There are many different types of leadership styles from traditional, contemporary and emerging theories. The traditional styles of leadership are autocratic, democratic, and laissez-faire. An autocratic, is most typically a type of leader who has a negative stereotype of subordinates and perceives them as lazy, irresponsible, etc., tends to lead by control and coercion. The democratic leadership style is much different from an autocratic leader where a leader who has a more positive attitude toward subordinates...
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...Introduction Leadership involves giving direction to people. It is a very important function in any organization. Leaders should understand that on the shoulders of the people they lead, they lean. This means that people are important in leadership. There are several scholars who have contributed to the knowledge of leadership. Some of the great quotes on leadership are: “The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.” They don’t think “I.” They think “we”; they think “team.” They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit…. This is what creates trust, what enables you to get the task done.” Peter Drucker “The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already.” John Buchan “If I have seen farther than others, it is because I was standing on the shoulder of giants.” Isaac Newton “A leader is a dealer in hope.” Napoleon Bonaparte Meaning of leadership Wendell French has defined leadership as, ‘the process of influencing the behavior of others in the direction of a goal or set goals or more broadly, toward a vision of the future.’ It is the processes of influencing behavior of individual or group accomplish organizational goals. It is a group effort, cooperation of all individuals sought by a leader for attaining a productive purpose. Koontz...
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...Chapter 17 Leadership http://vustudents.ning.com TRUE/FALSE QUESTIONS A MANAGER’S DILEMMA 1. The Ross family decided to hire an experienced CEO to run Bob Ross Buick on the death of Bob Ross, Sr., the founder of the company. (False; moderate; p. 421) MANAGERS VERSUS LEADERS 2. Managers and leaders are the same. (False; easy; p. 422) 3. Leaders influence a group toward the achievement of goals. (True; easy; p. 422) 4. Not all leaders have the capabilities or skills needed to hold managerial positions. (True; easy; p. 422) 5. Leadership is based on authority granted from organizational position. (False; moderate; p. 422) EARLY THEORIES OF LEADERSHIP 6. Fiedler’s contingency model of leadership style proposed that effectiveness depends on the ability and willingness of the subordinates. (False; moderate; p. 426) http://vustudents.ning.com CONTINGENCY THEORIES OF LEADERSHIP 7. The least-preferred coworker questionnaire measures whether a person is task or relationship oriented. (True; easy; p.427) 8. Fiedler assumed a person’s leadership style was adjusted based on the situation. (False; moderate; p. 427) 9. Fiedler identified three contingency dimensions: leader-member relations, task structure, and reward power. (False; difficult; p. 427) 10. According to Fiedler’s research, task-oriented leaders tended to perform better in situations that are very favorable to them and in situations that were very unfavorable. (True; difficult; p. 427) 11. According...
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...Leadership R-Jay P. Quiambao, CIE • Leader – Someone who can influence others and who has managerial authority • Leadership – What leaders do; the process of influencing a group to achieve goals • Ideally, all managers should be leaders • Although groups may have informal leaders who emerge, those are not the leaders we’re studying Leadership research has tried to answer: What is an effective leader? • Trait Theories (1920s-30s) – Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. – Later research on the leadership process identified seven traits associated with successful leadership: • Drive, the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and extraversion. Exhibit 17–1 Seven Traits Associated with Leadership Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780. Exhibit 17–2 Behavioral Theories of Leadership Exhibit 17–2 (cont’d) Behavioral Theories of Leadership • Behavioral Theories – University of Iowa Studies (Kurt Lewin) • Identified three leadership styles: – Autocratic style: centralized authority, low participation – Democratic style: involvement...
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...RUNNING HEADER: LEADERSHIP Week 7 Analytical Paper Abstract The purpose of this paper is to capture the different characteristics of Leadership, and how this apply to a real case scenario. The case scenario was briefly explained, and an analysis was performed to cover how the case fits in the theoretical framework covered this week. The organization had a transformation due to a change of the immediate leadership, and the team members and leadership performance drastically improved. The new leadership positively motivated, encouraged, guided and played the leadership roles with their team members with an improvement on people’s morale and performance. Introduction Leadership is crucial to build and preserve an environment that lead to a high standard and enables subordinates to an outstanding performance and maximize their contribution to accomplish the organization’s mission and goals. Leaders have to create an environment where their people can feel free in sharing their ideas and knowledge with the rest of the team, allowing them to come up with the best products for the organization and team advantage. Empowerment motivates the individual experience and skills that are suppress due to their superior’s insecurity (Colquitt, Lepine & Wesson, 2013). Leaders have the tendency to visualize what they want and transpire that vision into achievable goals by establishing plan with their team and by obtaining their commitment...
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...Leadership Style Analysis There are a variety of tools that can be used to better understand ones’ core for leadership and power. Four of these tools are how good am I at building and leading teams, leadership style assessment, preferred conflict handling style, and preferred form of power assessment. Each of these assessments gave some insight into each team member’s leadership behaviors and practices, how his or her style correlates into traditional leadership models, and how these scores will help the overall functionality of a team environment. Leadership Style Melissa’s leadership style leans more towards concern for task (x= 16) over concern for people (y=7). Berlew (1974) states, “a leader or manager who is good at organizing to get work done and who relates well to his subordinates should have a highly productive group and satisfied workers” (p. 22). This supports that there has to be a balance between concern for task and concern for people. Melissa’s score for concern for people was average, being one point away from the high range [High>7, Low 10]. Even though her concern is more focused on task, she still has a concern for people that contributes to her successful leadership. These results conclude that Melissa’s tendencies will be for the accomplishment of the task, with less concern for what individuals have to go through for that task. She might tend to come across direct and focused; however, her underlying tone will be to help others to accomplish the task...
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...Running Head: In Support of Relational Leadership In Support of Relational Leadership By Gail S. Pasley Submitted in partial fulfillment of The requirements for the degree of Masters of Arts Human Resources Development Under the direction and Guidance of Dr. Barbara Seifert, Ph.D. Human Resources Professor Webster University Orlando Metropolitan Campus April 12, 2011 In Support of Relational Leadership What does Winston Churchill, Martin Luther King, Jr., Margaret Thatcher or John F. Kennedy have in common? The answer appears to be obvious—they are great leaders who possess great intellect, persuasive ability, charisma, etc. And, most of us would even dare to say that Adolph Hitler and Osama Bin Laden were also great leaders—after all, look at the empires they built, and the great following they commanded. Jim Jones, leader of the People’s Temple was hailed by many as a great spiritual leader until he led a “revolutionary suicide”, that became known as the Jonestown Massacre in 1978, which left nine hundred and eighteen people dead (Rosenberg, para. 1). What separate these two groups of leaders from the other? What truly makes a great leader? Or is the idea of the great leader, in the words of Levi and Ritti (2002), “one of America’s most cherished myths.” Even with this assertion Levi and Ritti do not totally deny the influence of leadership in the success of an organization, but cautions that it is challenging to measure its efficacy because...
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...Leadership has been defined as the ability to motivate and influence others to work towards achieving a goal. Leaders of any organizations are sometimes faced with challenges of encouraging employees to adapt to organizational structural and culture changes. John C. Maxell define leadership as being influence “nothing more or nothing less.” In a large organizations the effectiveness of managers depends on influence over superiors and peers as well as influence over subordinates.” (Yukl, 2006, p.145) The COO of Smith & Falmouth (S&F), in the Leadership in Action simulation was faced with the challenge of leading a group of stubborn employees to achieve the company’s goals. The following discussion will address the present cultures within S&F and will make a recommendation for restructuring the e-tailing division that would improve the culture while empowering the employees. The culture of a group can be defined asa pattern of shared basic assumptions that the group learned as it solves its problems and are taught to new members as the correct way to perceive, think, and feel in relation to those problems.” (Covey 2008) S&F Online operations present culture has been identified as a subculture that has been led by the project manager. The project manager and his web development team has been running the department the way that the saw fit. The project manager works very well with the logistic manager and his team. The structure has been identified as centralization. The decision...
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