Abstract This paper examines Oprah Winfrey's leadershipstyle, identifying her charisma and love for her audience as major factors in her success. It briefly discusses her professional and personal life and her special skills, including her ability to organize.
From the Paper "In the list of the world's ranking mega-leaders there are few women. This is undoubtedly not for any lack of talent or leadership ability among women but more likely because the step between being a good leader and being a ..."
Abstract This paper analyzes the leadershipstyle of Mahatma Gandhi, and how his life experiences helped him develop into an effective leader. The paper also describes his reliance on the principles of nonviolence and civil disobedience in his fight for the independence of India.
From the Paper "One of the most remarkable and inspirational figures of the twentieth century, Mahatma Gandhi, became an influential political and spiritual leader not only in his native India but across the globe. His reliance on the principles of nonviolence and civil disobedience inspired millions as he helped to promote the cause of Indian independence and served as an advocate for all who suffered without a voice. Certainly, the events of Gandhi's early life were crucial in the development of his leadership skills and enabled him to become a charismatic figure..."
Abstract This paper proposes a study to examine the leadership and cognitive styles of teachers and instructors of both genders within the educational system and their preference for types of leadership in a principal of that institution. It looks at how knowing and understanding the various factors affecting the leadershipstyle used by the principal and the interaction between the teachers and the principal can help the school operate in an efficient and organized manner in accomplishing its mission of imparting education to impressionable students who are the future.
Outline
Chapter 1 - Introduction
Aim of the Study
Background of Leadership and the Educational System
Statement of the Problem of Different LeadershipStyles Purpose of the Study
Limitation of the Study
Chapter 2 - Cognitive Styles Introduction and Overview
The Five Cognitive Styles Summary
Chapter 3 - LeadershipStyles The Two Types of Leadership Trait Approach to Leadership The LeadershipStyles Preferred
Significance of the Study
Chapter 4 ? Literature Review on Leadership Qualities
Leadership Qualities
The Cognitive Aspect in Leadership An Overview on Cognitive Styles Chapter 5 ? Ideal Leadership Qualities
Understanding the Ideal Types of Leadership Chapter 6 ? Classification of LeadershipStyles Introduction
Classification of LeadershipStyles Other LeadershipStyles Chapter 7 - Existing Conditions in the Educational System
Introduction
Gender Differences in Management
Cognitive Style and LeadershipStyle in Women
Problems and Difficulties that Exist in Schools Today
Intervention Strategies and Goals for School Principals
Chapter 8 - Conclusion
From the Paper "In the modern day environment of budget cuts and the concept of doing more with less, many schools are operating with limited number of teachers. Principals are faced with a task of making to do with less while at the same time maintaining their objective of imparting education to the student. Principals have to delegate and assign tasks in order to achieve the goals of the school. They also have to allow teachers reasonable latitudes to achieve the preset goals and have to avoid constantly second guessing decisions made by the teachers."
Abstract This paper discusses three different leadershipstyles - transformational leadership, transactional leadership and servant leadership. It looks at each leadershipstyle individually and discusses its characteristics. The paper then examines the way that each style impacts the relationship between leaders and followers and implicitly the company in its own particular way. Finally, the paper compares the different styles within tables.
Table of Contents:
Introduction
Transformational Leadership Transactional Leadership Transformational Leadership Transactional Leadership Servant Leadership Transformational Leadership vs. Transactional Leadership Transformational Leadership vs. Servant Leadership Transactional Leadership vs. Servant Leadership Conclusion
From the Paper "Many authors have suggested that the transformational leadership has come as a completion of the transactional one and after a deeper analysis it can be seen that the transformational and servant ones are very similar. The three leadership types are not mutually excluding each other. In fact, a good leader is assumed to display characteristics from all these types. He/she needs to focus both on people and organizational goals because people are not his/her only "clients". Shareholders and customers enter in this category as well, which makes organizational goals important. A good leader should know what is the right mix of rewards and when to use the reward system and when not, because the excessive use of rewards inhibits the follower's loyalty and increases the probability for it to leave the organization. Also, it should know what the right attention that needs to be paid to its own development is, so that this one doesn't become detrimental to other people's development."
Abstract This research paper analyzes the characteristics of effective leadership. It describes different types of leadershipstyles and examines effective leaders from throughout history. The paper discusses if and how a leader can develop effective leadershipstyles and then focuses on how effective leadership impacts an organization's potential to succeed.
Table of Contents:
Chapter I
Introduction
Leaders
Leadership Ranges
Contemporary Leadership Types
Transactional Leadership Transformational Leadership Charismatic Leadership Hypothesis
Aim and Objectives
Aim
Objective 1
Objective 2
Objective 3
Chapter II
Literature Review
The Heart of Effective Leadership One Historical Leader: Alexandre Auguste Ledru-Rollins
Components of Effective LeadershipStyles Studies
Joseph: 2003
Rast and Latour 2004
Stefano and Wasylyshyn: 2005
Gray and Bryme: 2006
Brown and Gardner: 2007
Books Note...
Components of Effective LeadershipStyles Leader's Have to Choose
The Bottom Line
No Shortcuts to Effective Leadership Developing Effective Leaders
Effective Leaders' Practices
From the Paper "Long before recorded history, however, according to evolutionary anthropologists and psychologists, human beings developed a predisposition toward group cooperation. Whether as nomadic tribes, hunter-gatherers, or agriculturalists, group cooperation and the joint effort of many helped enable most individuals to achieve a safer, healthier, and more prosperous existence than would ever have been possible alone. The phenomenon of leadership in one form or another almost certainly arose naturally, because human
societies traditionally exhibit group dynamics substantially based social hierarchies and on the relative authority of those highest in social status over those lower in social status (Gerrig & Zimbardo 2005)."
Abstract This paper examines extensively four direct leadershipstyles as presented in G. Yukl's "Leadership in Organizations" (2006): Charismatic leadership, ethical leadership, participative leadership and transformational leadership. The author stress that one leadershipstyle does not fit every situation; hence, it is important for an individual, who strives to be an effective leader, to take into account multiple variables such as his or her organizational climate, resources, personal traits and values and the characteristics of the people they will lead. The paper concludes that leaders of professional social workers may find it best to lead by combining the participative and ethical leadershipstyles especially since this profession maintains a code of ethics that encompass a wide range of ethical decision-making guidelines.
Table of Contents
Introduction
Literature Review
Charismatic Leadership Ethical Leadership Participative Leadership Transformational Leadership Discussion
Conclusion
From the Paper "Transformational leaders are able to convey trust and to take responsibility for their own actions and outcomes--both positive and negative. The President o, for example, must be able to convey trust and take responsibility. Another example was the U.S. government's honesty about their lack of response to Hurricane Katrina. In the year following the hurricane, President Bush made several trips to the area, openly discussing lessons learned on prime time television, and attempting to maintain, gain, or regain the trust of those who were affected by the disaster."
A look at the leadershipstyle of a nurse leader in a clinical setting and how both transformational and transactional styles of leadership are sometimes used.
1,350 words (approx. 5.4 pages), 5 sources, 2006, $ 53.95
Abstract Overall, there are two types of leadership, which are transformational and transactional leadership. Those two types are "distinct but not mutually exclusive, and the same leader may use both types of leadership at different times in different situations". There are four leadershipstyles: hierarchical authority, hierarchical adjustment, a career approach and a devotional approach. In addition, there are further differences in leadershipstyle based on gender. This paper demonstrates how a nurse leader in the clinical setting uses the hierarchical adjustment style, and knows how to move between transformational and transactional leadership.
Abstract In recent years researchers have contributed different causes as responsible for the success of a country's economic system and as a result, differing models for economic growth suggest multiple possible paths for success. This paper examines how two countries of notable global success, attributable to each of its entrepreneurial leadership skills, are Sweden and China. It offers a comparative study of the entrepreneurial leadership of both Sweden and China, taking into consideration such factors as their political and economic history, leadershipstyles and regulatory changes. It concludes with an analysis of the factors that both entrepreneur leadershipstyles have in common.
Outline
Introduction
Entrepreneurial Leadership Entrepreneurial Research and Development and Economic Growth
Leadership Studies and Analysis
Entrepreneurial Leadership in Sweden
Entrepreneurial Leadership in China
Comparison of Swedish and Chinese Entrepreneurs
Conclusion
From the Paper "Entrepreneurial leadership is leadership that is based on the attitude that the leader is self-employed. Leaders of this type take initiative and act as if they are playing a critical role in the organization and energize their people, demonstrate entrepreneurial creativity, search continuously for new opportunities and pursue them, take risk, venture into new areas and provide strategic direction and inspiration to their people (Kotelnikov, 2005). These leaders also take responsibility for the failures of their team, learn from these failures and use them as a step to ultimate success and strategic achievement. Entrepreneurial leadership involves instilling the confidence to think, behave and act with entrepreneurship in the interests of fully realizing the intended purpose of the organization to the beneficial growth of all stakeholders involved (Kotelnikov, 2005)."
Abstract This paper describes the characteristics of each of the styles of leadership. The author points out the kinds of messages sent from each of the styles. The paper relates the bias toward democratic leadership.
From the Paper "In a seminal and much-cited article on the subject of leadership, Lewin, Lippitt and White coined the term democratic-style leadership to refer to a method of managing that involved give and take between leaders or managers and the people whose jobs they were guiding. Later identified with group leadership, democratic leadership was valorized vs. autocratic leadership on one side and laissez-faire leadership on the other. One may readily infer the bias in favor of democratic leadership style from the mere naming of the other style terms."
Abstract This paper presents a case study of a manager and how he needs to change his leadershipstyle in order to benefit the organization and employees around him. The paper discusses the benefits of a transformational leadershipstyle that encourages greater participation and contribution from each employee. The paper also discusses the inspiration and enthusiasm that this type of leadershipstyle can generate for the employees.
From the Paper "Much of George's reliance on micromanagement comes from his egotistical nature, which makes him feel he must control every aspect of the product to realize the results he desires (Fandt & Quirk, 48). For George to realize greater success he should work on adopting a transformational leadership style, or one that emerges as a "shared focus of self awareness" among strong willed partners (Fandt & Quirk, 28). This will help George work with Shelley to develop shared self-awareness and shared focus. It will also work very well because Shelley seems the type of employee that is just as strong willed and egotistical as George is. This may actually result in a shared vision and improved organizational outcomes if the two learn to work well together."
Abstract The paper relates that effective leadership is considered by many modern business analysts to be among the most significant predictors of the success or failure of any given business venture. The paper then discusses the three main types of leadership; transactional, transformational and charismatic leadership.
From the Paper "According to evolutionary anthropologists and psychologists, human beings evolved a predisposition toward group cooperation long before recorded history. Whether as nomadic tribes, hunter-gatherers, or agriculturalists, group cooperation and the joint effort of many enabled every individual to achieve a safer, healthier, and more prosperous existence than would ever have been possible alone. The phenomenon of eadership in one form or another almost certainly arose naturally, because human societies always exhibit group dynamics substantially based social hierarchies and on the relative authority of those highest in social status over those lower in social status (Gerrig & Zimbardo 2005)."
Abstract This paper aims to identify pertinent traits that characterize effective leaders in various societal settings. First, the relationship, to the extent that it exists, between organizational culture and societal culture is identified. Next, a look at what leadershipstyles have been identified as most effective in terms of achieving organizational goals while balancing the needs of the workers involved is provided. The paper then looks at the relevant cross-cultural issues that may affect leadershipstyles in an increasingly multicultural society and determines how leadershipstyles vary from culture to culture around the world, based on the larger society in which they exist.
Table of Contents:
Chapter 1: Introduction
Aims and Objectives
Hypothesis
Significance of the Study
Rationale of the Study
Chapter 2: Review of Related Literature
Chapter 3: Methodology
Description of the Study Approach
Data-Collection
Sample
Setting
Ethical Considerations
Evaluative Action Plan
Instruments/Measurements
Chapter Summary
Chapter Four: Results and Presentation of Findings
Chapter Five: Discussion, Implications and Recommendations
Appendix
From the Paper "The implications of the findings of this study concern the need to ensure that an organization's culture provides a viable framework in which the organization's goals can be achieved. The ability of an organization's leadership to develop such a framework will depend in large part on the type of society in which it competes, and multinational corporations may need a number of different types of cultures among its far-flung operations to remain competitive. Moreover, the day has long since passed when an organization's leaders can ignore cultural considerations when formulating strategic plans for the future, because the future is now and these issues were shown to be among some of the most important factors that can make or break companies competing in an increasingly globalized economy. Leaders who ignore these important cross-cultural factors will do so at their peril."
Abstract This paper compares and contrasts the leadershipstyles of Lee Iacocca, Chief Executive Officer (CEO) at the Chrysler Corporation and Steven Jobs, CEO of Apple Computer. It begins with a brief review of three theories of leadership, situational, path-goal and transactional versus transformational and proceeds to describe how they can be related to the two managers. It examines their different personalities and the leadershipstyles that bought them notoriety.
From the Paper "Situational leadership theory suggests that leadership style should be matched to the maturity of subordinates; in other words, to the situation encountered by the leader. Maturity in this situational context is assessed in relation to both psychological maturity and job maturity. Psychological maturity refers to the self-confidence and ability and readiness to accept responsibility of subordinates. Job maturity refers to the relevant skills and technical knowledge possessed by subordinates (Hersey & Blanchard, 1996)."
Abstract This paper describes many different types of leadershipstyles, defining their characteristics and their positive aspects. The writer then looks at the ways in which these styles can fail when it comes to education. The bulk of the paper describes the eclectic, collaborative style and brings in sources to prove that this leadership ethic garners the best results when managing an educational system.
From the Paper "Leadership style has been shown to be a major factor in the effectiveness of an organization, and different leadership styles prove more effective in different situations. DuBrin, Ireland, and Williams (1989) note that effective organizational leaders are generally consistent in the way they try to influence the behavior of group members, with the consistent pattern of behavior being the leadership style of a given manager. The behavior of most managers is too complex to be described by a single style, and a manager may modify his or her style to match a given situation (DuBrin, Ireland, and Williams 330). Different models have been used to try to categorize leadership style. Among these are top down management, collaborative management style, goal oriented management style and management by objectives."
Abstract This paper presents a case study which discusses leadership and management styles within The Consolidated Life Company. It discusses the company's view on different leadershipstyles and looks at the clashes in management style that occurred due to varying perspectives and implementation of management. The paper ends with four short questions and answers on the issues that are relevant to the case discussed.
From the Paper "Wilson was a victim of poor leadership and management. Many companies adhere to a strict corporate culture that ultimately dictates the type of managerial and leadership styles that are acceptable (Hill 396). Often, progressive methods are met with resistance from upper echelons as they tend to undermine the collective authority and experience found there. In this case, there is no information specifically relating to the corporate structure, but one can infer that the structure is similar to that of Greely since no interference is subjected from above that level. If Wilson had recognized the corporate culture and the significance of conforming to that culture, he may have been more successful in this organization. As an alternative Wilson may have stood more of a middle ground and carried more respect for regulation and rules. Wilson may have improved communication and repoire with Greely had he adhered to more of a stringent plan of action earlier in his career."
Tags: corporation, communication, personality, production
