...ANALYSIS OF LEADERSHIP THEORIES Student’s name: University: Date of submission Analysis of Leadership Theories Introduction One of the challenges facing contemporary leaders is the ability to solve complex issues in a collective, innovative, collaborative and timely manner. The ability to tackle such challenges requires leadership that is not limited by the theories and stylistic tactics but spans across the spectrum of traits and skills in order to arrive at cognitive and innovative solutions. This type of leadership can be defined as being adaptive. The modern leader should be able to walk through problems and come up with solutions that is not only timely but also sustainable over a long period of time. The modern leader should also have the ability to adapt to all the challenges facing contemporary leadership. The term adaptive has been used because it combines all the basic characteristics drawn from leadership theories and are necessary to tackle various challenges. Therefore, the adaptive leader, used in this case as the contemporary leadership model, shall be created from the following analysis. Criteria for Analyzing the Contemporary Leadership Theories One of the most suitable criteria for analyzing the effectiveness of a leader is by looking at the ethics and effectiveness of the leader. Ethics shall define how the leader relates to his/her followers while effectiveness relates to the actions and decisions made by the leader. ...
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...Emerging Leadership Theories Analysis: Servant Leadership I sometimes wonder whether Robert Greenleaf, originator of the term “servant leadership” had any idea of the extent of the impact that his seemingly oxymoronic concept would have decades after he introduced it. He was the first to recognize it as a managerial model of leadership, where the highest priority needs of the follower are being served by the servant who is the leader (Greenleaf Center, 2008). This theory is one that is exemplified by the teachings of Jesus Christ in Matthew 10:43 NIV, “You know that those who are regarded as rulers of the Gentiles lord it over them. Not so with you. Instead, whoever wants to become great among you must be your servant.” According to Dierendonck, (2011). one of the attributes of the servant leader is humility. It is an attitude by the servant leader that acknowledges that workers may have more knowledge and experience than they may. I have found that when people are approached in humility, whether in a workplace or community setting, the results are very interesting. People begin to empathize with management and an environment of trust and value emerges. This goes hand in hand with an environment where learning occurs in a give and take manner. I worked in a department where no one, except the executives had been there longer than a few years. Although I was not a manager, I emerged as servant leader by being humble and willing to help other workers attain the knowledge...
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...Leadership Theory Analysis Discussion Summary Hugo Velasquez MGT/230 October 7, 2015 Selena Mason Corporate Strategy Analysis Discussion Summary This week my group and I discussed about leadership theory. We visited the Vroom Model of Leadership as well as Fiedler’s Contingency Model. We all feel that in order for an organization to increase their chances for success they need to have a good configuration in management. The company needs to select its management team carefully, making sure they are qualified for the position, not to mention a cohesive comradery within the team. Not all individuals think or act the same to they need to be able to find a median where they can meet and make the best decisions for the company. The Vroom model “emphasizes the participative dimension of leadership: how leaders go about making decisions” (----). The way the Vroom model works is by having an individual answer a couple of questions, selecting “high” or “low” for each one of the questions. At the end the individual will reach one of 14 possible selections. It then breaks it down further by showing which of the 5 decision styles will work appropriately. The purpose of this model is to take a situational methodology when it comes to examining an issue. In this model, management personnel have the ability to select the best leadership style in order to find a resolution. References Bateman, T. S., & Scott, S. A. (2011, Dec.). Management Leading and Collaborating in a Competitive...
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...Emerging Leadership Theories Analysis Paper Grand Canyon University LDR-600 09/16/14 There are countless great leaders that have led an excess of persons or corporations to prominence. I aspire as women in our immense nation I would like become a great female leader while bringing countless to success. I would like to make the most of my understanding and know-how to gather this purpose and prepare and educate other women on how to get the same achievements so that history can be written to prove that there has and will carry on to great women leaders. Servant Leadership is where the leader senses the want to seize care of the needs of their staff. It has been demonstrated in such businesses as Google that this technique works. Their employee’s undemanding needs were cared for and addressed. This permits those to feel valued in most cases they were able to be industrious at the same time. I currently work for a company with a vision that focuses on educating people so that they can better themselves health wise as well others around them to live longer lives. Servant Leadership is used within my organization in a lot of ways. Our leadership recognizes that if they are aware of our needs and they can complete those essential needs they will acquire superior production from the staff. This organization is very clear and consents to us with speaking our needs and they illustrate that to us by meeting our needs or confirming that they are aware of them with acknowledgement...
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...and its objective(s). | The candidate provides a reasonable description, with limited detail, of the organization and its objective(s). | The candidate provides a reasonable description, with adequate detail, of the organization and its objective(s). | The candidate provides a reasonable description, with substantial detail, of the organization and its objective(s). | | A2. Leadership Practices | The candidate does not provide a reasonable description of 3 leadership practices of the primary leader of the organization. | The candidate provides a reasonable description of 1–2 leadership practices of the primary leader of the organization. | The candidate provides a reasonable description, with limited detail, of 3 leadership practices of the primary leader of the organization. | The candidate provides a reasonable description, with adequate detail, of 3 leadership practices of the primary leader of the organization. | The candidate provides a reasonable description, with substantial detail, of 3 leadership practices of the primary leader of the organization. | | A3. Effects of Current Leadership | The candidate...
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...touch the SWOT analysis (refer the Appendix 1) and the career plan (refer the Appendix 2), there are two leadership theories will be identified, situational leadership and transformational leadership; which can help Jiamin improve the lack skills of working as a employee and to obtain the personal and career goals. In 1969, Paul Hersey and Kenneth Blanchard published the first edition situational leadership, named “life Cycle Theory of Leadership; and during the mid-1970s, it was renamed “situational leadership theory” (Graeff 1997). According to the task behavior and the relationship behavior that between leaders and followers, Hersey and Blanchard defined four styles in the situational leadership theory (Hersey & Blanchard, 1977). The first one is Telling; means the leaders has a high directive to underling, but offer a low support. The second one is Selling, which instead of the leader is high directive and high supportive. If leaders are low directive and high supportive, it is named “Participating”. “Delegating” means leaders are low directive and low supportive, thus employees can use their inventive powers. Meanwhile, in term of the ability and willing of employees, they also put forward the corresponding Maturity levels include four stages to the four leadership styles (Avery & Ryan, 2002). For instance, if employee who belong “able to do, and willing to do the task”, it will refer the “Delegating” leadership style. Applying the situational leadership to the facts...
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...The candidate provides a reasonable description, with limited detail, of the organization and its objective(s). The candidate provides a reasonable description, with adequate detail, of the organization and its objective(s). The candidate provides a reasonable description, with substantial detail, of the organization and its objective(s). A2. Leadership Practices The candidate does not provide a reasonable description of 3 leadership practices of the primary leader of the organization. The candidate provides a reasonable description of 1–2 leadership practices of the primary leader of the organization. The candidate provides a reasonable description, with limited detail, of 3 leadership practices of the primary leader of the organization. The candidate provides a reasonable description, with adequate detail, of 3 leadership practices of the primary leader of the organization. The candidate provides a reasonable description, with substantial detail, of 3 leadership practices of the primary leader of the organization. A3. Effects of Current Leadership The candidate does not provide a logical discussion of how the current leadership has affected organizational culture. The...
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...1.0 Introduction A problem of leadership is clearly identified in the case study concerning the company OJuice. According to Bennis and Nanus (1985) a cited in Silverthorne and Wang (2001), in most of the case, a lack of leadership or an inefficient leadership model leads to high risks of failure for an organisation. The management problem relevant to OJuice is based on a leadership problem, which conducts to incomprehension between leader and employees, but also to an absence of creativity, which makes the company uncompetitive and outdated compare to the competitors. McLaurin (2006) defined the notion of leadership as the action of interact with minimum two people in a group to organise and fix a situation related to the wants and visions of the members. Daft and Noe (2001) as cited in McLaurin (2006) explained that this notion involves influence and guidance on members to reach objectives but only if the decision-making reflects the leader’s and members’ desire. If not, Anderson (1992) as cited in Silverthorne and Wang (2001) claimed that the leaders who do not understand their employees are called “non-adaptive leaders” and are less efficient in fast moving and growing structures than “highly adaptive leaders” (p.400). Hersey and Blanchard (1982) as cited in Blank, Weitzel and Green (1990) argued that “less adaptive leaders” don’t help to create an ambiance where members respect them and are able to work together, which, reported by Terry (1960) as cited in Hambleton and...
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...Assessment#1- Analysis of Understanding Entrepreneurial Leadership in Today’s Dynamic Markets fobjbdema BUS508 - Business Entreprise Dr.ddddddddd Discuss the common elements described in the theories/philosophies of Case, Kouzes, and Drucker including how their principles /strategies relate to the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial Leadership in today’s Dynamic Markets. In discussing the new definitions entrepreneurial leadership as presented in “Understanding Entrepreneurial Leadership in Today’s Dynamic Market its probably best to describe the climate or environment which is often illustrated as one that is dynamic market , uncertain or a very competitive market which requires innovative thinking. In this type of market the fluidity, energy, motion, constancy and ubiquitousness of changes in the market occur very frequently and head to head competition between firms is common place and the pace, magnitude and direction of change is continuously accelerated and harder to predict. Teece, Pisano and Shuen (1997) as referenced by Fernald and Solomon in their paper, described today’s dynamic Schumpeterian world of innovation–based competition, price /performance rivalry, increasing returns and the ‘creative destruction of existing compeitencies.”(p.509) "creative destruction" was popularized by and is most associated with Joseph Schumpeter, particularly in his book Capitalism, Socialism and Democracy, first...
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...REVIEW OF SITUATIONAL LEADERSHIP THEORY Situational Leadership Theory is arguably the most widely known and practiced theory of leadership and managerial effectiveness. In this essay, the origins and fundamentals of the theory are considered, as well as the available evidence that supports or contradicts the its validity. Background Situational Leadership Theory as presented by Hersey and Blanchard developed from the work of J. W. Reddin’s 3-Dimensional Management Style Theory. That theory hypothesizes the importance of a manager’s relationship orientation and task orientation in conjunction with effectiveness (Reddin 1967, 8). From the interplay of these dimensions, Reddin proposes a variety of management styles and theorizes that effectiveness as a manager can be explained as a function of matching a leader’s style to a specific situation. However, his theory does not specify whether certain situational characteristics could be unequivocally incorporated into a predictive model (Vecchio 1987, 444). From Reddin’s suggestion that a leader’s effectiveness varies according to style, Hersey and Blanchard proposed a life-cycle theory of leadership. According to this theory, degrees of task orientation and relationship orientation are to be examined in conjunction with the maturity of a follower or group of followers in order to account for leader effectiveness (Hersey and Blanchard 1969, 29). The main principle of the life-cycle theory is that as the level...
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...As learned through the textbook and other references for this course the management theories and practices utilized within an organization can help or hinder the success of said organization. Through this paper I will review the strengths and weaknesses of American Healthcare Corporation’s (AHC) IT&S Southern Division as well as critique their primary leader. AHC’s IT&S Southern Division AHC is a large for-profit national healthcare provider network owning and managing over 150 hospitals, 40 surgery centers and hundreds of physician practices across the continental United States. AHC’s primary goal is to provide industry-leading healthcare in the most efficient and cost effective manner with the highest level of patient outcomes and satisfaction. AHC’s history spans over 40 years and was founded by doctors who wanted a better care path for their patients. AHC is comprised of several divisions broken down regionally across the nation and has also broken down key “shared services” departments to service and support the divisions. My analysis will focus on the IT&S Southern Division of AHC. IT&S Southern Division is responsible for the technical support and services of 24 hospitals, 10 surgery centers and 110 physician practices across Alabama, Florida, Georgia and South Carolina. The services provided span the information technology gamut including infrastructure, clinical applications support, physician support, project management and a 24 hour help desk. To enable the...
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...Situational leadership (Submitted to Journal of Management Development) RESEARCH PAPER An exploratory content analysis of Situational Leadership * Mark A. Papworth Primary Care Psychology North Tyneside Primary Care Trust Wallsend Health Centre, Tyne & Wear, UK m.a.papworth@ncl.ac.uk Derek Milne Doctorate in Clinical Psychology Newcastle University Newcastle-upon-Tyne, UK d.l.milne@newcastle.ac.uk George Boak MA Leading Innovation and Change York St. John University York, UK g.boak@yorksj.ac.uk KEY WORDS: RUNNING HEAD: WORD COUNT: * leadership; supervision; effectiveness Situational leadership 4,100 Correspondence to: Mark A. Papworth, Wallsend Health Centre, The Green, Wallsend, Tyne & Wear NE28 7PB, UK. E-mail: m.a.papworth@ncl.ac.uk; Tel/Fax: 0191 2205932 1 of 27 Situational leadership An exploratory content analysis of Situational Leadership ABSTRACT Purpose Hersey and Blanchard’s Situational Leadership model is widely utilised, but it has limited empirical support. The model is investigated in the present study through content analysis of the transcripts of successful supervision sessions. Design/methodology/approach Eight transcripts of successful supervision interviews were subjected to in-depth content analysis, to test the prediction (from Situational Leadership) that successful leadership interactions would vary systematically with experience. The supervisees consisted of a novice, four training therapists, and three postgraduate therapist...
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...Task Two: Leadership Practices analysis Task Two: Leadership Practices analysis C200 Managing Organizations and Leading People C200 Managing Organizations and Leading People Table of Contents Section A1 | Leadership Style and Practices | | A1 A1a | Seven Habits Profile Seven Habits Profile and Reflection | | Section A2 | Evaluation of Leadership Practices | | A2a A2b A2c A2d | Leadership Strengths Leadership Weaknesses Theory Based Changes to Maximize Success SMART Goals | | Section B | Works Cited | | B1 | Reference Page | | February 5th 2016 Managing Organizations and Leading People TASK TWO: LEADERSHIPAND PRACTICES ANALYSIS A1. Leadership Style and Practices – Seven Habits Profile A1a. Seven Habits Profile Reflection In this paper I will reflect on my own leadership practices, starting with the results of my Seven Habits profile. Upon first viewing the results of the seven habits profile, the lowest scores caught my attention first. I saw that section 5, putting things first, was the lowest score at 10 points. I agree with the the seven habits profile, this is my biggest weakness when evaluated on the seven habits criteria. I can admit that sometimes I get lost in my work and forget about the things that really matter and the bigger picture. An article in People Management says that people who follow this habit well “recognize that not doing everything is okay. Evaluate...
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...Case Analysis Paper 3: A Tale of Two Coaches Bonnie Hyatt Grand Canyon University Leadership Style and Development LDR-600 Kelly Jensen, MBA April 30, 2013 Case Analysis Paper 3: A Tale of Two Coaches Fiedler’s contingency theory is a “leader-match theory” (Northhouse, 2013, p. 135). It attempts to match the style of the leader with the situation and develop a match between the two. Coach Knight and Coach Krzyzewski (Coach K) were both effective in this leadership style because they produced winning teams. Coach Knight is a task driven leader who sores low on the least preferred co-worker scale (LPC). His primary focus was accomplishing the tasks. He did this through discipline and intimidation. He expected nothing less than perfection from his players. Relationships were developed secondary to meeting the goals. Coach K is a relationship-oriented coach who scores high on the LPC scale. He viewed his team as part of his family. He used positive reinforcement, open communication, and genuine caring support to motivate his team. Task accomplishments were secondary to relationships. Both coaches had strong positions of power. They could exercise full authority developing the program and choosing which players would make the team and which players would not make the team. Coach Knight and Coach K used different leadership styles. They were matched to their situation solely on the fact they developed winning teams. Situational leadership theory attempts...
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...the Organization A2. Leadership Practices The candidate provides a reasonable description, with substantial detail, of 3 leadership practices of the current primary leader of the existing organization. A3. Effects of Current Leadership The candidate provides a logical discussion, with substantial support, of how the current leadership has affected organizational culture. B1. Strengths The candidate provides a logical evaluation, with substantial support, of 2 of the organization’s strengths. B2. Weaknesses The candidate provides a logical evaluation, with substantial support, of 2 of the organization’s weaknesses. B3. Opportunities The candidate provides a logical evaluation, with substantial support, of 2 of the organization’s opportunities. B4. Threats The candidate provides a logical evaluation, with substantial support, of 2 of the organization’s threats. C1. Strengths of the Primary Leader The candidate provides a logical evaluation, with substantial support, of 3 strengths of the current primary leader’s leadership practices, using a scholarly leadership theory. C2. Weaknesses of the Primary Leader The candidate provides a logical evaluation, with substantial support, of 3 weaknesses of the current primary leader’s leadership practices, using the same scholarly leadership theory used in part C1. C3. Recommendation for the Primary Leader The candidate provides an appropriate recommendation, with substantial detail, of 3 theory-based practices to maximize...
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