The Leadership Quarterly 14 (2003) 769 – 806 Leadership theory and practice: Fostering an effective symbiosis Stephen J. Zaccaro*, Zachary N.J. Horn Department of Psychology, Center for Behavioral and Cognitive Study, George Mason University, David J. King Hall, 4400 University Drive, 3064 Fairfax, VA 22030-444, USA Accepted 12 September 2003 Abstract Leadership theory has not lived up to its promise of helping practitioners resolve the challenges and problematics that occur in organizational
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Frank’s interpersonal leadership skills. This paper evaluates Frank’s efficiency as a manager identifying his strengths and weaknesses as a leader. It also suggests Frank to adopt a couple of interpersonal leadership skills in order to make the most out of his subordinates. Frank should inculcate some task related and relationship related leadership skills if he wants to avoid the company’s crisis situation. Adopting skills such as adaptability to situations, taking risks and strategic planning, openness
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creates power and motivation sufficient to overwhelm all the sources on inertia”, and second, this process is never employed effectively unless it is driven by high quality leadership” (Kotter, 1996, p. 20-21). Strategic planning, which should include identifying the change model to be followed, outlining the role of leadership, and planning for how to overcome potential barriers and sustain the change, all play a vital role in a successful change initiative. The purpose of this paper is to first
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The success of project teams depends on three main ideas, an organized leadership structure, understanding project goals and identifying success factors in project teams. To establish effective project teams a leadership structure optimizing maximum results must be agreed upon. According to a study done by Drexel University analyzing effective leadership styles to produce effective project teams, “[…] effective leadership style will reduce attrition rates, achieve organizational goals and optimize
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will also set a need analysis that will assess the company’s current climate for training. Knowledge objectives are of three types: declarative, procedural, and strategic. Declarative knowledge is the person's store of factual information. Procedural knowledge is the person's understanding about how and when to apply the facts. Strategic knowledge is used for planning, monitoring, and revising goal-directed activity. Skill reflects one's proficiency at specific tasks such as operating a piece of
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seven-month period in which Cook was already functioning O O as CEO while Jobs focused on fighting the health problems that ultimately took his life on October 5. Many are watching to see how this unique leadership transition will work out for Apple, but it is not the first unique leadership transition they have faced. Jobs, of course, was the cofounder of Apple, but organizational infighting led to his ouster when John Sculley took over in the mid-1980s. Sculley oversaw the growth of the Macintosh
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markets, and foreign exchange affected the company. I analyze the different strategies, leadership styles, and policies implemented by each leader throughout the years to confirm if their actions supported the overall goal of the company. In my summation I’ve concluded that of the following critical issues the strategy of each president had a major influence on the company’s growth. Critical Issues: Strategic Problem – Nogawa Era focused more on cutting costs and aggressive sales. Management
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Greene-Blose Abstract Good leadership is key, particularly in today‟s competitive global economy, and can make the difference between the success or the failure of the organization (Bennett, 2009). This paper looks at the CEO of the top tech company in the world, Apple Inc., and analyzes his leadership style. Steve Jobs, as Jack Welch called (Elkind, 2008), “the most successful CEO today” exhibits characteristics of both transactional and transformational leadership styles. He can be perhaps best
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Leadership is a Conversation The answer lies how leaders manage communication within their organizations, how they handle the flow of information ,among their employees. Traditionally corporate must give a dynamic process to communication so that it must be conversational. There was a research project focused on organizational communication in 21st century with a period of more than two years they interviewed top leaders of variety of organizations large or small, nearly 150 people of more than
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| Leadership and Strategic Thinking | Assignment 1 | | Name: Ramya Gopalakrishnan | Student ID: 12663642 | Table of Contents 1. Executive Summary 3 2. Overview of the UK Oil and Gas Industry 4 2.1 Discussion on the current state of the industry 4 3. UK Oil and Gas Industry Leadership Outlook 5 3.1 Current Leadership Issues and Practices 5 4. Current Global and National Crises Issues 8 4.1 Issues and Impact on the Industry and Practices 8 5. Future Leadership Outlook
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