...Running head: LEADERSHIP THEORIES 1 Leadership Theories Cindi A. LaJoie Capella University LEADERSHIP THEORIES 2 Abstract Leading people requires a person (manager) to adapt their style to the people that they are attempting to lead. Leaders must have certain qualities in order to be considered effective by people. According to Brian Tracy, “Having a clear vision turns the transactional manager into a transformational leader” (Tracy, 2013). This paper will address three theories based on Fiedler’s Least-Preferred Coworker Theory, Likert’s Leadership Style, and House’s Path-Goal Theory as well as a connection between each theory in relation to working within a team setting or with an individual. LEADERSHIP THEORIES 3 Leadership Theories Feidler’s Least-Preferred Coworker Theory Fred Fiedler pioneered the Least-Preferred Coworker Theory. At its core, this theory speaks to the two types of leaders; one that is relationship oriented and the other that is task oriented. A relationship oriented leader typically will have low rating on the friendliness. The Least-Preferred Coworker Theory (LPC) is based on a scale of 1-8 with 1 being the lowest in friendliness, assistance, and openness. A high LPC score shows that a person tends to be relationship oriented...
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...Antigone, Authoritarianism, and Religion in Leadership I have chosen to compare and discuss the opposing forces of the state and religion in the tragedy of Antigone, how leaders deal with these conflicting forces. Ultimately, I think that the crux of Antigone’s argument is that any attempt to maintain leadship through a rigid structure and suppress the religious ideas of your subordinates will ultimately result in tragedy. Central to the development of the tragedy of Antigone is the conflicting roles of the state and religion. This conflict, in fact, sets the entire tragedy in motion: “The worthy Creon has proclaimed… whoever breaks the edict [to leave Polyneices unburied], death is prescribed (30-35). Creon attempts to use his stature as the head of state to further his political purposes, at the expense of religion. Through dictating that Polyneices is “a returned exile,/ who sought to burn with fire top to bottom his native city” and shall not receive a proper burial, Creon uses his political power to humiliate the powers that sought to displace him from office (197-198). This is quite obviously a brutal leadership style, and displays no emotional intelligence. Antigone’s appeal to Creon as a leader invokes a religious argument. Antigone rejects the authority of the state, basing her moral high ground on preeminent divine will: “Yes, it was not Zeus that made the proclamation;/ nor did Justice” (450-451). Antigone receives widespread backing, even from Creon’s own son...
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...an international electronics manufacturing company, its headquartered in Tucheng, New Taipei, Taiwan. It is the world's largest electronics manufacturer. * The services and wants the Foxconn do a. original design manufacturer b. Produce the electronics product for its clients, such as U.S, china, Europe, Mexico etc. * The roles and regulations Foxconn have a. Human resource (underage interns and worker unrest due to overtime work, low wages with large workload) b. Quality management (imperfect leadership). 2. Conceptual support * Type of Foxconn structure used in the news adopting a. Functional organizational structure * Management principles adopted a. Human resource and quality management(leadship) 3. Justification of actions * Ethics ,principles concepts justify the action a. Human resource concept require the company to set basic condition for employee. * Rational wage * Logical workload b. Quality management concept require the organization to be achieved the leader’s goals. * Rational plan for employee * as a motivator for employee * Textbook says about the action a. Is unfair for the employee * Attitude about the action according to the journal a. Mr. Boxall and Purcell’s opinion do not support Foxconn management 4. Evaluation * The different concepts against the action a. Based on human resource principle * Efficiency * Fair dealing * Rational hire...
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...believed if China had fallen under communist rule, other neighbouring countries such as Thailand, Indonesia, Burma, India, and then possibly Australia would also fall under communism. This fear of communism spreading was called the domino effect. It was pictured that the East Asian nations were acted as a row of dominoes, if one country fell to communism, the others would follow. Consequently, the United Nations would take action if the whole of Korea would fall under the communist rule. After WWII, Korea resulted in a geographical as well as a political split diving the country. At the end of 1948, the Soviet Union had withdrawn its services from the North of Korea, six months later the United States had also withdrawn from the South. The leadship of Syngman Rhee eventually became as Kim Il-Sung’s in the North, both undemocratic and corrupt. Rhee lost the elections and a large number of people had voted for reunification of the country, under the Northern rule in 1950. After the results, the United Nation commission had concluded that a civil war was most certain to develop. On the 25th of June 1950, Kim II-Sung strived to re-join the country by force and causing it to fall under communism. Kim II-Sung received permission from Stalin to invade, the invasion of North Korea alarmed and surprised the American Officials, they feared it was the first step in a communist campaign to take over the world. US President Truman’s Doctrine was to use military force to contain communism and...
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...The reasons that drive the people out the door are various, to figure them out can be highly helpful to the companies. As we know, there must be reasons for employees leaving the company. They may not be sufficient, but always enough to drive employees out the door, finding another job. For employees who have stayed in company over two years, they are generally reluctant to leave the company. But once they decided to leave, it will be difficult to keep. Therefore, to avoid this situation, it is a must to understand their true reason for leaving. To begin with, the first-class talent can not get first-class team support,therefore, the employees feel unhappy. In the case of Sambian, Tom is of great talent and made excellent work, but the team left the treaty dead in the water. It’s really a pity when you have someone doing incredibly creative work, and the support structure isn’t there to let it see the light of day. And this can be a serious blow to the employee’s morale. According to the equity theory, an employee’s inputs, for which he or she expects a just return, include education/training, skills, creativity, seniority, age, personality traits, effort expended, and personal appearance. On the outcome side of the exchange, the organization provides such things as pay/bonuses, medical benefits, challenging assignments, job security, promotions, status symbols, recognition, and participation in important decisions. Tom showed his creativity to make a great piece, but finally...
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...All hail the new king ! As FaceBook’s IPO unfolds over the course of 2012, we will learn more and more about Mark Zuckerberg as the new hailed “King” of the techies. Is it all about the cash? It would seem Zuckerberg has the world at his feet. His empire includes over 800million Facebook users and based on a recent valuation he will be worth over $28 billion at the age of 27 (The Guardian). Money can not be his only motivator, it has been reported that at the age of 22 he turned down several offers for Facebook, famously $1billion from Yahoo in 2006. What leadership traits does Zuckerberg have that drives him to pursue his calling “…to give people the power to share and make the world more open and connected…”? A divine right? Zuckerberg is focused on his ambition of making the world social or “not changing human nature but enabling it...” as he labels it. Ancient leadership theories indicate that charismatic leaders were “chosen ones” with spiritual powers and a “cult like” following. In the early days of Facebook, Zuckerberg had the adulation of “followers” who were willing to sacrifice salary for shares. Even normal folk outside his “techie” circle, such as David Choe, a graffiti artist, who chose stock options as payment for decorating Facebook’s offices. He is estimated to walk away with $200m after the IPO. Inventor or imitator? Evidence suggests that Zuckerberg simply steals ideas. Take the name “Facebook”, according to reports the original idea is thought...
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...The Life Styles Inventory (LSI) is a self-assessment diagnostic instrument that measures 12 key thinking patterns, or "styles". The LSI promotes performance change and improvement by increasing personal understanding of one's thinking and behavior. By responding to these 240 inventory items, individuals learn exactly where they need to focus their development efforts, without ambiguity or guesswork. The results of the self-description are plotted on a circular graph for easy visualization of how the individual thinks and behaves in the 12 LSI styles. This profile acts as a personalized developmental needs assessment, calling attention to the individual's strengths as well as areas needing improvement According to the LSI profile show my “primary” style is affiliative. My “backup thinking style is power. The Limiting thinking style was picked was approval. Which I do belive henderd me as times. But to go more indepth about the primary style according to the LSI test people that score a high percentile in affliative are individuals who appreciate people and enjoy being in the company of others. In fact, they tend to be most comfortable when among those with whom they have established strong emotional and social ties. These results didn’t surprise me because I come froma very close knit family and I value relationships with anyone that is close to me, that same relationship extends over into all my frieldships. During my undergarde years I pleadge a sosority and the basis of...
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...MEETING LEADERSHIP NEEDS IN AN INTERNATIONAL ENVIRONMENT Cindy Teed American InterContinental University, Online Team and Leadership: MGMT444 Unit 5 Individual Assignment Instructor: Eileen Wibbeke Abstract This paper will analyze and evaluate ten leadership theories, including Tuchman’s model for team development. We will also discuss internal environments which will affect a global firm, including differences in language, culture, politics, and technological ability. Finally we will examine how to meet the challenges of these internal environments using various sources of power. Meeting Leadership Needs in an International Environment Due to the globalized economies and international firms, leaders are needed to bring vastly diversified teams together. Understanding leadership theories will help a firm understand how to recruit or develop leaders that will meet their needs. However, there are about as many theories on leadership as there are individuals who study leadership. In our discussion, we will analyze and evaluate ten theories of leadership, and then we will focus on generally recognized commonalities of these theories in building a cohesive team. We also need to understand the difficulties introduces by diversified international teams. Some of these issues are introduced by internal environments including culture, language, politics, and technology. We also need to understand appropriate actions in meeting these challenges. Analysis and Evaluation of...
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...Header: ENTREPRENEURIAL LEADERSHIP 1 Entrepreneurial Leadership Cassandra Moore Dr. Lisa W. Witzig The Business Enterprise November 9, 2010 ENTREPRENEURIAL LEADERSHIP 2 Discuss your leadership style or the style you aspire to be and how it compares to transactional, transformation, visionary, charismatic, principled, and entrepreneurial leadership. Of the leadership styles mention here, I would aspire to be a principled leader. Principled leadership apply moral and ethical standard of right and wrong, values and virtues, to policy development and decision making in business, government and the non profit sectors. Principled leadership happens when men and women of good character and integrity take the helm of an organization or enterprise and let their principles drive their actions. Transactional leadership theory was developed by Weber in 1947 and again by Bass in 1981. Followers are motivated through a system of rewards and punishment. The only relationship that develops between the transactional leaders and followers is based on an unwritten agreement that the sole purpose of the follower is to carry out the wishes of the leader. After the hiring process it may be clear that the transactional leader is in charge and the follower can hope to get better raised by following orders. When the follower or employee does well he/she may rewarded through a bonus, but if a deadline is missed then the leader may make it difficult for the employee...
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