Abstract This essay critically evaluates post-heroic leadership in the light of the leadership theories. It does this by first demonstrating how complicated and contested the term "leadership" is. It then gives a brief summary of Huey's understanding of what post-heroic leadership is. The essay critically evaluates post-heroic leadership (as Huey sees it) through the perspective of the Trait theories of leadership, the behavioral theories of leadership (through a close look at the Michigan studies), the contingency theories, and the more modern Transactional and Transformational leadership models.
From the Paper "Even when experts agree that management and leadership are different concepts, experts still disagree as to what the reasons are for this difference (Robbins, 1998). Greenberg and Baron claim that the primary function of a leader is to "create the essential purpose or mission of an organization and the strategy for attaining it" (Greenberg & Baron, 1997, p434). They then contrast this with what they say is the job of a manager: to implement the vision that the leader has come up with. They therefore believe that the difference between the leader and the manager is that manager's cope with "complexity", whereas leaders cope with "change" (Greenberg & Baron, 1998). They claim that the confusion between these two terms stems from the fact that the distinction between establishing a mission and implementing it is often blurred in practice. This is because many leaders are called upon not only to come up with the vision, but also to help manage and implement it. Another reason for the difficulty in attempting to distinguish between managers and leaders is that, while many managers do not make good leaders, a substantial proportion of managers do (Greenberg & Baron: 1998). "
Tags: behavioural, contingency, heroic, leadership, post, theories, trait, transactional, transformational
Abstract This paper analyzes and compares two types of leadership - the "Wheel" and the "Web". The author sees that the twentieth century was marked by a series of economical, social and political changes that resulted in the restructuring and transformation of a number of traditional beliefs and customary views. This process, he believes, changed the fundamental framework of leadership, transforming it from the "wheel" that supported the Industrial Age to the "web" that forms the heart of the Age of Information. The "wheel" type of leadership is recognized by the fundamental traits of command, control and power and is commonly associated with the male leadership characteristics of individuality and autonomy. On the other hand, the leadership known as the "web", incorporates the basic traits of collaboration, communication and participation and is recognized by the characteristics of organization and cooperation that have come to be commonly associated with modern female leadership . This paper describes the face of modern female leadership as well as famous female leaders.
Table of Contents
I. A Transformation
II. The Face of Modern Female Leadership III. Contrast, Comparison & Conclusion
From the Paper ""Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them...they make things happen" ~ Robert Jarvick, inventor of the artificial heart (Leadership). The characteristic mark of leadership and the traits of those who have excelled at it can be traced throughout the pages of world history and down through the centuries of the development of human civilization. Up until the twentieth century, these traits and characteristics showed some modification but little basic and fundamental change. The twentieth century, however, was marked by a series of economical, social and political changes that resulted in the restructuring and transformation of a number of traditional beliefs and customary views. This restructuring process included basic changes in the fundamental framework of leadership, transforming it from the "wheel" that supported the Industrial Age to the "web" that forms the heart of the Age of Information (Guido-DiBrito et al, 1996, pp. 28-29)."
Tags:leadership, male, female, 20th, century, wheel, web, Industrial, Age
Abstract The paper explains and compares two types of leadership: transformational and charismatic. The paper further discusses the history of transformational and charismatic leadership and explains the qualities and theories of each. In addition, the paper examines how these leadership types apply to sound management practices and then continues with a discussion of the writer's own theory of leadership.
Outline:
Sound Management Practice and Effective Leadership Leadership and Ethical Culture
Theory of Leadership/Authority
Servant Leadership/Moral Reasoning Process
From the Paper "Sound management practice often accompanies effective leadership. Understanding the differences that exist between sound practice and effective leadership helps a leader exercise authority in the workplace. Collins defines effective leadership as leadership that leads to "competency models" within the organization. Competency models are "comprehensive descriptions of the key behaviors leading to success" from individuals working in jobs within an organization and managers leading the organization. Effective leadership encourages employees to study, develop strategies and execute commands leading to greater efficiency and organization within the workforce."
Abstract This paper compares and contrasts four leadership models and determines the similarities and differences between them. Thus each model might address the contemporary leadership issues and challenges in the workforce. The paper states that in this study, the models and theories are used synonymously. The paper compares and contrasts the following four leadership models: (1) transactional; (2) transformational; (3) path-goal theory; and (4) action-centered leadership.
Outline:
Transformational Leadership Transactional Leadership Path-Goal Theory Of Leadership Action-Centered Leadership Summary And Conclusion
From the Paper "There are three pillars, which the ethics of transformational leadership rest upon: (1) The moral character of the leader; (2) The ethical values embedded in the leader's vision, articulation, and program which followers either embrace or reject; and (3) The morality of the processes of social ethical choice and action that leaders and followers engage in and collectively pursue. Transformational leadership has been found to be effective in many settings including schools, businesses, and even in leading behavioral changes among those that have failed to respond to other styles of leadership. This type of leadership involves inspiration of the followers to reach beyond their present set of abilities in gaining new skills and reaching previously unattainable goals."
Abstract The paper discusses "The Nature of Leadership", written and edited by Antonakis, Ciamciolo and Sternberg, which is a compilation work containing a group of essays that explore the breadth and depth of leadership research and development and effectively introduces the reader to concepts and language specific to the leadership field of study. In addition, the paper notes that the authors have carefully chosen leadership studies and essays that follow through a series of themes. The paper lists these as leadership, assessment and measurement theories and techniques, the major schools of leadership research, leadership development to success and, finally, current issues of leadership, national culture, gender and ethics.
From the Paper "The work answers several general questions about leadership that are essential to a greater understanding of the field including if it is really measurable, something that has been debated over the years, and includes a series of ways to seek a better measure of leadership. Measurability of leadership is clearly one of the issues that has plagued the body of study since its inception. To some degree it is made clear in the work that there was a line of reasoning that stated that the reason and or context of leadership, or why one individual rose to it while others followed carried a sense of mystery that could not always be discovered by a researcher."
Abstract This essay covers three different types of leadership strategies: Charismatic leadership, transformal leadership and strategic leadership. The paper explains that charismatic leadership is based on one's ability to charm followers into performing tasks. Transformal leadership occurs when management also functions as followers and lets the work force do some of the leading. Strategic leadership is upper-management making decisions to shape the vision and direction of the organization.
From the Paper "Charismatic leadership is a type of leadership based on one's ability to have charisma and lead through inspiration or magnetic charm. This type of leadership has come under scrutiny over the last several years. Managers are frequently told that they need to be charismatic in order to have employees follow their lead, and students are being taught these techniques as they prepare themselves for the business world. However, Blackwell, Gibson, and Hannon in their 1998 article, "Charismatic Leadership: The hidden controversy," posed three particular questions in regards to the effectiveness of charismatic leadership. First, they ask is charismatic leadership a positive thing? This question stems from a business perspective of needing people to be charismatic or not. In short, how effective is this trait in the business world?"
Abstract This essay explains the contingent leadership model and the Myers-Briggs Type Indicator. The paper examines the controversy surrounding this model and challenges the Myers-Briggs Indicator and how it is used to match a leader to the situation. The paper also examines the 9-11 tragedy as a a tool for analyzing how leaders can rise to the occasion and lead effectively in a given situation. The paper then uses the example of nursing leadership, as it relates to patient care, discussing the nurse's necessity to adapt their leadership skills to the situation.
Table of Contents
Contingent Leadership The Problem
The Issue
Leadership Styles
The Controversy
Current Leadership Trend
The Leaders Role
Conclusion
References
From the Paper "There is fault with this theory because as a society and in many organizations our leadership structure is one of "Commander and Chief" and does not match leadership to a given situation. Through out history we can point to many leaders that have had to adapt and lead despite their leadership style not matching the given situation. Leadership requires one to utilize knowledge, skills and abilities in fulfillment of an assigned leadership role. We expect and demand those in leadership to lead when the situation calls for it. If this theory is absolute then we would have to accept that one can not learn and grow as a leader. More importantly it would limit you to situations that match your skill set. So, instead of expecting you to lead in various situations you would need to be matched the situation."
Abstract This paper analyzes three approaches to leadership in education. The approaches include leadership as a set of acquired disciplines, leadership as a set of strategies, and leadership as reframing. The paper contends that the model of leadership as a set of acquired disciplines is the most appropriate leadership approach for an administrator of an adult-focused education program. The paper analyzes specific characteristics of this style and suggests why they are appropriate for an adult-focused program.
From the Paper "This paper examined three theories of educational leadership Kouzes and Posner's model of leadership as a set of acquired disciplines..."
Abstract This paper reviews concepts, theories and findings of transformational leadership such as; traits, motives and characteristics of leaders, charisma, leadership behaviors, attitudes and styles. The paper also includes contingency and situational leadership, power, politics and leadership, developing teamwork and communications and conflict resolution. Finally, the paper discusses the key stakeholders.
From the Paper "There is an old expression "Leaders are born not made." The implications of this saying are that power and leadership are vested in a limited number of people whose innate natural ability destines them to become leaders. By implication those people with the right stuff lead and everyone else must follow. On a more philosophical level a person's destiny is predetermined and preordained and no amount of effort or learning or yearning will change that destiny."
Abstract The paper discusses the differences between management and leadership and whether leadership can be taught. The paper examines the complex roles of today's managers compared to the past. The paper also discusses leadership training techniques and leadership functions.
From the Paper "Professional managers are relatively new to the world of business, they did not exist much before the twentieth century. During the last years, however, much research has been conducted on what constitutes effective management and how management differs from leadership. Many analysts now consider leadership and management to be separate skills with both managers and leaders necessary in successful organizations. Leaders are typically ascribed the role of visionary with managers given the role of implementing the leader's vision."
Abstract This paper explores the lack of effective leadership in an organization within a technology company. In addition, the paper also explores what would be necessary to make the leadership of the organization more effective.
Table of Contents:
Background
Overview of OCI Profile
Problem Statement
Literature Review
Definition of Leadership What is Effective Leadership?
Importance of Effective Leadership Leader-Member Exchange Theory
Situational Leadership Model
Problem Analysis
Solutions
Reflection
Appendix
References
From the Paper "Background:
The organization under study is The Market Intelligence Team (MIT) in the Consumer Americas Marketing (CAM) organization within Hewlett-Packard (HP). MIT is responsible for managing primary and secondary research projects, and disseminating research information to the larger CAM organization. The MIT is comprised of nine members that are geographically dispersed. The members of the MIT have been working together since a company-wide reorganization that took place one year previously. The reorganization was implemented as a result of a decision made by the board of directors and executive council to move the company into the twenty-first century and become more customer-focused. In addition, the reorganization was also to address that employees and customers felt that the company was losing the famed "HP way", or spirit created by founders Bill Hewlett and Dave Packard (Connolly, 2003). As a result of the re-organization several members of the MIT have job descriptions that are significantly different than the job description of the position they were hired for."
Abstract The paper discusses the history of teacher leadership in American schools from colonial America to the present. It incorporates an overview of any studies conducted of teacher leadership and teaching styles, inclusive of those utilized in colonial times through the present, and reflects changes occurring in teacher leadership during the last several decades.
Outline:
Background to Teacher Leadership Early Teacher Leadership Teacher Leadership Developments
The Modern Classroom
Summary of Literature
From the Paper "Historically, during colonial times in particular, teacher leadership was viewed much like one would view any trade or craftsmanship; that is it required full engagement with principles that should direct a trained leader to effect positive changes in students through lecture, group discourse and intuitive thinking (Campbell, et al, 2000; Likert, 1961). Many feel that in early times including during colonial times teaching was viewed more as intuitive, whereas in modern times teaching and teacher leadership has become more scientific and analytical in nature, with teachers adopting multiple models or paradigms of instruction for institutional success."
Abstract This paper discusses leadership effectiveness, leadership style, and employee readiness based on a journal article by Chen and Silverthorne entitled, "Leadership Effectiveness". It describes a study conducted to test the Situation Leadership Theory.
From the Paper "Chen and Silverthorne conducted a study designed to test the Situation Leadership Theory ..."
Abstract The paper discusses the nature of business management as an applied science and states that business management is limited to one component of the economic system, namely the individual organization. The profitable performance of a business is dependent on attaining pre-designed objectives and to make its services as productive and efficient as possible. The paper continues and discusses the roles of leadership and management and concludes that the interaction between the concept of management and that of leadership should not obscure or neglect their intrinsic differences.
Outline:
Introduction
Different approaches to the terms Leadership and Management
Management
Leadership and Management
Beyond the Leadership Management Dualism
Conclusion
From the Paper "This view would seem to imply that management and leadership are two different things. While the point that Dubin makes is valid, yet it must also be acknowledged that in today's dynamic and complex environment, management in the more traditional sense of delegation, ordering and organization may not be sufficient to deal with the many elements of modern business and organizational demands. In other words, one perspective in this debate would see the conflation and reduction of the two terms as theoretically incorrect, and that in a more practical sense these two terms coexist and that leadership has become in many instances a necessary and intrinsic component of managing."
Abstract The paper discusses the differences between leadership and management and states that they are dramatically different. The paper adds that the consensus of many leadership and management researchers, is that each requires different skill sets to do well, and that leadership is centered on invoking and sustaining worker commitment. The paper quotes one of the world's leading experts in leadership, who remarks that management and leadership have many similarities, yet the most differentiating element is the character of the leader. The paper concludes that leaders who concentrate on pushing responsibility into their organizations rather than hoarding it, create a more effective culture in the long-term.
Outline
How the Four Functions of Management
Recommendations for Maintaining a Healthy Culture
From the Paper "What many organizations do however is have subordinates complete surveys where they specifically rate their superior's managerial and leadership qualities relative to an ideal score. Using factor and discriminant analysis techniques to find significant clustering of attitudes and perceptions, researchers are finding that typically subordinates will judge their superiors' managerial versus leadership ability judged from the handling of only a few of the many decisions made during a period of time. Additionally, ratings may result from just one or more salient situations, the supervisor's outward behavior, his or her personality traits, or some uniquely subjective combination according to Lord (2000). Further, the research shows that managing and leading often overlap and conflict in these statistical analyses of attitudinal variables. As a result, the methodologies used for attempting to quantify the differences between managers and leaders are often not extrapolated to broader organizational applications. As Gordon and Yukl (2004) have often stated there is a lack of research rigor on the part of practitioners, a lack of empirical rigor on the part of academics, and differences in the research goals, all of which lead to the multiple taxonomies mentioned earlier in this paper. Gordon and Yukl (2004) also mention that in defining the role of manager versus leader, one cannot completely exist without the other. While psychographic research of subordinates yields the tendency on their part to create quick judgments of a manager's character, integrity, honesty and skill set, those with leadership-like qualities are seen as much more able to define a vision that makes sense for their organizations. This dichotomy of time horizons, span of control, and ability to motivate through a compelling vision over just using their legitimate power is what differentiates leaders from managers, and to the extent they inspire versus demand is to the extent to which they accomplish their goals."
