Leadership Models

Paper Summary:

In this article, the writer notes that the nature of leadership includes autocracies and dictatorships on one end of the spectrum, and absolute autonomy (or laissez faire) on the other. In-between the polar extremes of servitude through oppression and complete autonomy, several leadership styles have evolved that emphasize different aspects of human motivation and achievement, in different proportions. The writer points out that certain leadership approaches are most appropriate and likely to produce efficient results in some situations and others are more likely to contribute to the success of group enterprise in others. The writer then discusses transactional leadership, transformational leadership, charismatic leadership and servant leadership.

Outline:
Introduction
Transactional Leadership
Transformational Leadership
Charismatic Leadership
Servant Leadership
Conclusion

From the Paper:

"Mutual cooperation within human societies is, necessarily, task and goal oriented, because cooperation and shared efforts yield results more productively than exclusive self-responsibility for every need of the individual. Throughout most of human existence - particularly before the Industrial Revolution - the vast majority of human cooperation was motivated primarily by the simple desire of the individual to meet the basic needs of self and family. Living in a group, even under the oppressive wielding of authority, allowed many individuals to achieve more for themselves than would have been possible without reliance on others.
"This observation of human social societies is still just as applicable today, except that the specific role of most individuals is many levels more removed from the most basic needs."

Sample of Sources Used:

• Bass, B. (1985) Leadership and Performance beyond Expectations. Free Press: New York.
• Bass, M. (1997) Does the Transactional/Transformational Leadership Transcend Organizational and Motivational Boundaries. American Psychologist, 52.
• Bass, B., Steidlmeier, P. (1999) Ethics, Character, and Authentic Transformational Leadership Behavior. Leadership Quarterly, 10.
• Maitland, A., Johanson, D. (1989) Blueprints: Solving the Mystery of Evolution.
• Musser, S. (1987) The Determination of Positive and Negative Charismatic Leadership. Grantham: PA

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