...Servant and authentic leadership in comparison are value-based leadership styles. Authentic leadership has more of an intrapersonal concept of leadership that is based on contructed concepts and how it relates to actions taken in working together with followers. Authentic leadership includes various conceptions of authenticity including other traits such as enduring relationships, hopefulness, confidence and other attributions (Nahavandi, 2015, p. 198). Authentic leaders are self-confident, hopeful, positive and strong relations with individuals who show themselves as being profoundly aware of how to think and perform. Servants leaders are also self-confident, hopeful, positive and strong relationship tendencies. Servant leadership unlike...
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...Positive Leadership Theories LDR/300 Positive Leadership Theories Intro For years studies have been conducted, great minds have met, and countless other activities have been held, all in hopes of finding a viable and reliable positive leadership theory. There are numerous theories and strategies documented. Some of these are very similar to the others, some take a different approach entirely, some can be looked at as being negative at their core, and the ones we will focus on are tend to have a positive structure. Authentic leadership and its application to modern leadership Authentic leadership is an approach to leadership that emphasizes building the leader’s legitimacy through honest relationships with followers which values their input and are built through honest relationships with followers which value their input and are built on an ethical foundation. Generally, authentic leaders are positive people with truthful self-concepts who promote openness. Building trust and generating enthusiastic support from their subordinates, authentic leaders are able to improve individual and team performance. The concept of “authenticity” can trace its history back to ancient Greece, philosophers stressed authenticity as an important state through an emphasis on being in control of one’s own life. They are also self-actualized individuals who are aware of their strengths, their limitations, and their emotions; they also show their real selves to their followers and do not...
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...relationships between transformational leadership and subordinates’ motivation, job satisfaction, and job performance. Peterson, Galvin, and Lange (2012) argue that servant leaders focus on the long-term prosperity of the organization and the development of their employees. In doing that, servant leader activate an exchange process in which employees respond by better performance, and not just on the individual level but rather on behalf of the company as whole. Moreover, they emphasize on the importance of integrity as these leaders promote a good culture and strong organizational commitment among employees, which can lead to improve the performance of the company. Further, founder CEOs are more likely to be servant leaders despite the previous research that shows 50% of founders will no longer be CEO after three years. Gardner, Avolio, Luthans, May and Walumbwa, (2005) argue that authentic leaders have the ability to impact follower’s engagement, as well as job performance and development due only to their authentic character. Also, authentic leaders are individuals that are aware of their values, perceptions,...
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...Assignment 4 Chapters 10 and 11. Case 11.1 Authentic Leadership Am I Really a Leader? 1. Learning about one’s self is an essential step in becoming an authentic leader. What role did self-awareness play in Sally Helgesen’s story of leadership? Self-awareness is an extremely important process in becoming an authentic leader wherein individuals not only understand themselves, including their strength and weaknesses but also learn the impact they have on others. Understanding herself just lead Sally into becoming an authentic leader. Through her journey and experiences, she realized her strengths and weaknesses and developed a clear sense of who she was and what she stood for; developed a strong anchor for her decisions and actions. 2. How would you describe the authenticity of Sally Helgesen’s leadership? I think Sally’s leadership is very authentic. The factors that impacted her leadership were Confidence and resilience: When she started writing the book Wildcatters she lived in adverse conditions but she showed resilience, remaining optimistic and bounced back from challenging situations and became a writer. Moral reasoning: Despite her acclaim she realized her shortcomings seeing herself as an author not an expert on women’s issues and started reasserting them in a different form. She developed the capacity to make ethical decisions. Critical Life event: The book The Female Advantage resulted in numerous speaking and consulting opportunities. I think that her travels...
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...Chapter 9 Case 9.1: The Vision Failed 1. If you were consulting with the HTE board of directors soon after Harold started making changes, what would you advise them regarding Harold’s leadership from a transformational perspective? I would advise the board that Harold is slowly turning into an ineffective president. Yes, changes are being made, but the employees aren’t being treated properly. Also, although the mission statement of the company is posted throughout the building, people are becoming unsure as to where it is going. There aren’t clear expectations and when Harold tries to explain something, the employees aren’t taking it very well. The employees aren’t feeling valued like they should be and something needs to be done. There are ways to change without degrading the employees. 2. Did Harold have a clear vision for HTE? Was he able to implement it? I don’t think Harold had a clear vision. I feel he had an “idea” but was unsure of how to go about accomplishing it. Perhaps he thinks he was able to implement it, but I don’t think he did. It didn’t turn out the way it was supposed to be and it failed in the end. 3. How effective was Harold as a change agent and social architect for HTE? Harold was not effective as a change agent. I see this in the way the employees acted and felt towards him. I feel there were a lot of negative consequences after changed were made, whether intentional or not. 4. What would you advise Harold to do differently if he had the chance...
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...Introduction The articles this week examined leadership theories that all share an ethical component as part of their core construct, reflected in the leader showing concern for followers and an interest in meeting their needs (Mayer, Bardes & Piccolo, 2008; Caza & Jackson, 2011; Fry, 2003). The following paragraphs will discuss the varying ways leaders approach this concept within authentic leadership, servant leadership, and spiritual leadership. Authentic Leadership Authentic leaders show a high propensity of concern for others as well as a desire to meet their followers needs (Caza & Jackson, 2011, Luthans & Avolio, 2003; Walumbwa, Wang, Wang, Schaubroeck & Avolio, 2010). Followers’ need for empowerment is met by authentic leaders through exerting a conscious effort to develop their followers to become leaders themselves (Luthans & Avolio, 2003, Walumbwa et al., 2010). Additionally, through the concept of “balanced processing” (Walumbwa, Avolio, Gardner, Wernsing & Peterson, 2008) the leader creates an environment where followers’ opinions and insights are solicited and...
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...Tutorial Week 7: Case Study – Leaders and Followers Question 1. What are the key components of the relationship between leaders and followers in Pancontinental? Within Pancontinental the key components in respect of the relationship between leaders and followers may be seen as including Emotional Intelligence, Authentic Leadership, Servant Leadership and Participative Followers. Emotional Intelligence is defined as a ‘type of social intelligence that involves the ability to monitor one’s own and other’s emotions, to discriminate among them and to use the information to guide one’s thinking and actions’ (Salovey and Mayer, 1990: 189). According to Goleman (2001), ‘emotional intelligence comprises of 4 key components which are, Self Awareness, Social Awareness, Self Management and Relationship Management.’ When looking at the case study we can see evidence of the use of emotional intelligence throughout. Within self awareness we can see that the MD, Henry Callahan, has had a personal insight into the business and knows what happens in each area. He is seen by his staff as a ‘visionary leader’, always looking for ways to improve in the future. In the case we can see that the positive style he adopts is exceedingly effective in an industry that is usually dogged by disputes, both internally and externally. Indeed he states, ‘I’ve done practically every job in the company....from the bottom up – I know what long hours are and I have empathy for everyone in the organisation’ We...
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...Leadership Theories Complete the University of Phoenix Material: Leadership Theories with the following information: • Identify five leadership theories. • Describe the strengths of each leadership theory. • Describe the weaknesses of each leadership theory. • Provide an example of an appropriate application of each theory in the workplace. • Provide an example of an inappropriate application of each theory in the workplace. Leadership Theory Strengths Weaknesses Appropriate Workplace Example Inappropriate Workplace Example Situational It’s ideal for low ability and building confidence in low-maturity subordinates. Adapts to needs of subordinates. There was little evidence that using the contingent pattern of task and relations behavior prescribed by the theory will make leaders more effective(Yukl, 2010). A leader changes their style to match that of their subordinate. For instance a teacher would adjust their lesson to be more visual if they have a visual learner. There may be an assumption that an unskilled employee is unmotivated. This can lead to improper coaching to motivate the employee rather than training to help the employee develop the necessary skills. Charismatic Inspires others motivating them to buy into change or activities. Creates loyalty. Followers may buy into leader’s vision to the point they are resistant to outside change and factors. Charismatic leader can rally their employees to stay through tough transitions. May use their...
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...Leadership Theory Taxonomy Walden University March 20, 2016 Abstract This report focuses on four distinct leadership theories and how they affect leaders and those they lead. The leadership theories are; servant, transformational, authentic and XY. Leadership Theory Taxonomy Leadership theory taxonomy is the process of analysing different leadership theories with the aim of having a deep rooted understanding of the principles in the different theories and how these principles can be applied to practical leadership situation in the present day. This report will focus exclusively on four distinct leadership theories which are the X and Y theory, servant, transformational and authentic. Leadership in a simple way is seen as the act or process of leading a person or a group of people to achieve a certain goal Avolio, Walumbwa and Weber (2009), this definitely seems simple but most scholar believe the leadership is more than just leading people. The truth is that there are lots of ways that leadership has been defined over the years. The mere fact that you are a leader does not mean that people are being lead in the right way. Chen and Silverthorne (2005) explains that effective leadership combines some factors, there must be goal, while trying to achieve the goal, both the leaders and followers must grow in character and wisdom...
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...Way: Leadership, Power, and Motivation When Herb Kelleher and Rollin King founded Southwest Airlines in 1971, their mission stated the “dedication of the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride, and company spirit” (Smith, 2012). With that mission in mind, Herb Keller and Rollin King managed to make Southwest the only profitable airline in the United States (Smith, 2012). Southwest’s mission is not the only reason why the airline continues to grow. Without the way, Herb Kelleher former CEO of Southwest, had developed a particular leadership style, power base, and a set way the organization motivates its’ work force, the company would not be as successful as it is today. Leadership is “the ability to influence a group toward the achievement of a vision or set of goals” (Robbins & Judge, 2011, p. 377). When examining Kelleher’s leadership, he possesses two different leadership styles which both have similar characteristics. The first leadership style that Kelleher posses is a transformational leadership style. A transformational leader is a “leader who inspires followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers” (Robbins & Judge, 2011, p 391). Transformational leaders tend to communicate high expectations, promote intelligence, and give personal attention by coaching. The second leadership style Kelleher possesses is servant leadership...
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...University of Phoenix Material Positive Leadership Complete the table below with your scores from the Servant Leadership Questionnaire and the Authentic Leadership Self-Assessment Questionnaire. Provide a detailed description of what these scores mean to you and your potential as a leader. |Questionnaire |Summary of Scores |What This Means To You? | |Servant Leadership | | | |Questionnaire—shows the degree to| | | |which you exhibit the 7 | | | |characteristics of a servant | | | |leader. | | | | | | | | | | | | | ...
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...CONTEMPORARY THEORIES OF LEADERSHIP There has been much research compiled that compares the differences of the classic theories of leadership and management versus contemporary style of leadership and management. Both styles have been found to have their unique advantages, depending on the type of organization the theories are being utilized in. In this paper, I will be discussing the key variables needed in a leadership theory to effectively lead and manage others. I will also examine major components of each theory, and how they compare to one another. Finally, I will examine which theory best fits my leadership qualities, and my ability to lead others in an organizational setting. SERVANT LEADERSHIP theory Servant leadership is a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world. While servant leadership is a timeless concept, the phrase “servant leadership” was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said: “The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possession. The leader-first and the servant-first are two extreme types...
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...Management http://jom.sagepub.com/ Servant Leadership: A Review and Synthesis Dirk van Dierendonck Journal of Management 2011 37: 1228 originally published online 2 September 2010 DOI: 10.1177/0149206310380462 The online version of this article can be found at: http://jom.sagepub.com/content/37/4/1228 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://jom.sagepub.com/content/37/4/1228.refs.html Downloaded from jom.sagepub.com at The Hebrew University Library Authority on June 29, 2011 Journal of Management Vol. 37 No. 4, July 2011 1228-1261 DOI: 10.1177/0149206310380462 © The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav Servant Leadership: A Review and Synthesis Dirk van Dierendonck Erasmus University Servant leadership is positioned as a new field of research for leadership scholars. This review deals with the historical background of servant leadership, its key characteristics, the available measurement tools, and the results of relevant studies that have been conducted so far. An overall conceptual model of servant leadership is presented. It is argued that leaders...
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...com/ Servant Leadership: A Review and Synthesis Dirk van Dierendonck Journal of Management 2011 37: 1228 originally published online 2 September 2010 DOI: 10.1177/0149206310380462 The online version of this article can be found at: http://jom.sagepub.com/content/37/4/1228 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://jom.sagepub.com/content/37/4/1228.refs.html >> Version of Record - Jun 8, 2011 OnlineFirst Version of Record - Sep 2, 2010 What is This? Downloaded from jom.sagepub.com at OhioLink on February 1, 2013 Journal of Management Vol. 37 No. 4, July 2011 1228-1261 DOI: 10.1177/0149206310380462 © The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav Servant Leadership: A Review and Synthesis Dirk van Dierendonck Erasmus University Servant leadership is positioned as a new field of research for leadership scholars. This review deals with the historical background of servant leadership, its key characteristics, the available measurement tools, and the results of relevant studies that have been conducted so far. An overall conceptual model of servant leadership...
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...Title: Who is the more effective leader? Executive Summary “Leadership is a complex phenomenon involving the leader, the followers and the situation” (Hughes, Ginnett and Curphy, 2012, p3). This paper will look at two leaders, one from the corporate sector and the other from the not-for-profit sector, Gail Kelly and Ian Cox. Both have developed styles of leadership to ensure they interact with their followers within particular environments and situation. Interactional framework needs to be taking into account, rather than looking at leaders, followers or situation in isolation, as this provides a complete view of the leadership process. The interactive nature of leader-followers-situation helps understand the changing nature of the leader-follower relationship and the increasingly greater complexity of situations leaders and followers face. An analysis of Gail Kelly’s and Ian Cox’s leadership styles exposes some similarities, within vastly different situations and followers. Daniel Goleman (2000) identified six different leadership styles, authoritative, affiliative, pace-setting, democratic, coaching and coercive. Both Kelly and Cox employ different styles in their attempt to gear the followers towards attainment of a goal, objectives and the fulfillment of a vision. The organisations that Ms Kelly and Mr Cox are employed have defined their leadership. Kelly heads and organisation who main goal is to make profits for its shareholders, whereas Cox’ role is...
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