A comparison of quiet leadership styles with other leadership types.
Written in 2006; 4,359 words; 11 sources; MLA; $ 114.95
Paper Summary:
The paper compares specific traits and characteristics of the quiet leader with those of other leaders. The paper examines the challenges of the survival of the quiet leader in the complex relationship of an organization, as well as how decisions are made in an organizational context to make the organization a better place. The paper explores how the quiet leader secures the leadership position and promotion in the organization, and how an adequate political balance is built and maintained to ensure sustained success. The paper concludes with an examination of the personal qualifications and virtues of the quiet leader within the ethical standards and rules of the organization.
Outline:
Objective
Introduction
Leadership Types And Styles Examined
Leadership Styles
Theory Of Bass
A Hay's Study
U.S. Army (1973) Theory Of Leadership
Be, Know And Do Defined
The Approach Of Bolman And Deal (1991)
Blake And Mouton's 'Managerial Grid' (1985)
Kouzes And Posner (1987) The Process Of Great Leadership
Badaracco's View Of Leadership
Summary And Conclusion
Bibliography
From the Paper:
"The 'Managerial Grid' as proposed by Blake and Mouton (1985) uses two axis which are those of: (1) Concern for people - plotted through use of the vertical axis; and (2) Concern for task - plotted on the horizontal axis. Each of these has a range from 0 through 9 and operates on the belief that "just two dimensions can describe a managerial behavior". These two dimensions can be drawn as a graph or as a grid and contains four types of leaders on the scales as follows:
1. Authoritarian (9 on task, 1 on people)
2. Team Leader (9 on task, 9 on people)
3. Country Club (1 on task, 9 on people)
4. Impoverished (1 on task, 1 on people). (Clark, 2006)"
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