Leadership

Paper Summary:

The paper examines three key theories of organizational leadership, describing the fundamental principles of each. Each theory has its comparative strengths and weaknesses examined. The paper concludes with a directed question: Which of the theories would a practicing manager find the most instructive and useful? The writer proposes that there is no hard and fast answer as to which theory will be the most use to practicing managers. The writer further explains that the best possible leadership approach will incorporate elements from each of the theories.

Outline:
Introduction:
Overview of organizational psychology
Leadership as related to organizations
Design and structure of paper
The Three leadership theories
Social Identity Theory
Relative strengths and weaknesses
LMX (Leader-Member Exchange) Theory
Relative strengths and weaknesses
Transformational Leadership Theory
Relative strengths and weaknesses
Discussion: If I Were A Working Manager, What Theory Would Be Of The Most Use To Me?
Bibliography

From the Paper:

"Transformational Leadership has a strong effect on collective efficacy in an organization. Collective efficacy is used to represent each individual's assessment of the group's collective capability to accomplish job-related tasks. Transformational leaders effect collective efficacy by motivating the employees and providing emotional and intellectual connections between the individual and the organization. Transformational leaders also know how to "get everyone on the same page", to focus the group on the target goals by emphasizing the similarities of the group members, in effect creating a more cohesive group identity in order o facilitate working together. (Walumbwa, et al., 2004)"

Sample of Sources Used:

• Australian National University. (2006) Social Identity. Retrieved Mar19, 2006, from ANU's School of Psychology. Web Site: http://www.anu.edu.au/psychology/groups/categorisation/socialidentity.php
• Chiaburu, D.S. (2005) The Effects of Instrumentality on the Relationship Between Goal Orientation and Leader-Member Exchange. The Journal of Social Psychology, 145(3), 365-367. Retrieved Mar 19, 2006, from EBSCOHost Database.
• Conger, J.A. (2004) Developing leadership capability: What's inside the black box? Academy of Management Executive, 18(3), 136-139. Retrieved Mar 19, 2006, from EBSCOHost Database.
• Feinberg, B.J., Ostroff, C., and Burke, W.W. (2005) The role of within-group agreement in understanding transformational leadership. Journal of Occupational and Organizational Psychology, 78, 471-488. Retrieved Mar 19, 2006, from EBSCOHost Database.
• Huddy, L. (2001) From Social to Political Identity: A Critical Examination of Social Identity Theory. Political Psychology, 22(1), 127-156.

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