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The Leadership Challenge Model, 2002.
A review of the Leadership Challenge Model including its background, contemporary situation and future implications.
2,035 words (approx. 8.1 pages), 15 sources, MLA, $ 64.95
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Abstract
This paper examines the Leadership Challenge Model developed by J.M Kouzes and B.Z Posner in the 1980s through the use of data collected during interviews with 500 middle- and senior level managers identified by their organizations as working at a level indicative of their personal best. The model, as it was originally formulated, postulated five leadership practices common to successful leaders. These five practices are-- challenging the process, inspiring a shared vision, enabling others to act, modeling the way and encouraging the heart. The five practices are examined with examples of their relevance for the real estate business. The current situation is also discussed as well as future implications and the changes and additions to the original model over the years.
From the Paper
"Kouzes and Posner (1996) updated the Leadership Challenge Model in the mid-1990s. Important elements were added to each of the five dimensions of leadership, which resulted in an expansion of the ten observable and learnable behaviors to a set of 15. Learning from unexpected outcomes was added to challenging the process. Creating an atmosphere of mutual trust and respect was added to enabling others to act. Assuring consistency between actions and words was added to modeling the way. Clearly communicating a positive outlook was added to inspiring a shared vision. Linking rewards to achievement was added to encouraging the heart. While all of these additions are worthwhile, none are unique to the Leadership Challenge Model, as all are incorporated in other models of leadership that preceded this update of the Leadership Challenge Model."
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"The Leadership Challenge"--A Review, 2007.
A review of James M. Kouzes and Barry Z. Posner's work on management entitled "The Leadership Challenge."
1,342 words (approx. 5.4 pages), 1 source, MLA, $ 45.95
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Abstract
This paper reviews "The Leadership Challenge" which has become a focal work for those who strive to be good leaders or who want to continue to improve their skills. The paper describes the major themes in the book, which include how leaders must motivate others and the importance of human networks. The paper concludes with a discussion of the role of encouragement especially with youth.
From the Paper
"The book is about how leaders go about mobilizing others in order to get "extraordinary things done in an organization" (Kouzes et al xviii). The theme that plays throughout this book is that leaders don't become effective by simply "leading" but in fact they are constantly mobilizing others and motivating others to do great things and to achieve a high level of success in their office, business, or special project. "
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"The Leadership Challenge", 2008.
This paper reviews "The Leadership Challenge" by James M. Kouzes and Barry Z. Posner, which describes the role of leadership in organizations.
995 words (approx. 4.0 pages), 1 source, MLA, $ 35.95
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Abstract
The paper discusses "The Leadership Challenge", which deals with the principal of leadership, and how ordinary people become effective leaders who get extraordinary things done. The paper highlights the book's conclusion that leadership is a set of observable, learnable practices which can be mastered by anyone with the desire to lead effectively. The paper concludes that this book should be considered an asset for any leadership course, or a reference book for anyone desiring to become a leader.
From the Paper
"In The Leadership Challenge, by Kouzes and Posner, the authors attempt to clarify, in an innovative way, a topic that has been discussed repeatedly, the topic of leadership. The intent of the book is to describe the role of leadership in organizations. The practices and principles discussed in this book are based on years of research, conducted by the authors themselves. The book's origin is in a research project the authors began in 1983 with a goal of understanding what people did when they were at their best as a leader. The uniqueness of their approach is that instead of interviewing leaders in large companies in order to discover their techniques, the authors decided to interview ordinary people about their extraordinary experiences."
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Leadership Challenge in Saudi Arabia, 2006.
Questions the wisdom of sending a woman executive to Saudi Arabia.
1,150 words (approx. 4.6 pages), 3 sources, APA, $ 39.95
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Abstract
This paper discusses the advisability of sending a woman to Saudi Arabia to negotiate a deal. The decision is based on the growing acceptance of women in Saudi business circles and the strategic and tactical considerations both internal and external of sending a highly skilled woman to do the job.
From the Paper
"The problems involved in sending a female negotiator do not really exist. The stereotype of the Saudi Arabian male chauvinist may still be true but the reality is that women in Saudi Arabia are active participants in ..."
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Globalization and Leadership, 2002.
An analysis on the globalization and leadership challenges to the learning organization.
1,110 words (approx. 4.4 pages), 5 sources, MLA, $ 38.95
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Abstract
This paper discusses concepts applied to the particular challenges of globalization and leadership to the development of a sustainable learning organization. The paper explains how globalization requires that organizations increase their ability to learn and collaborate as well as to manage diversity, complexity, and ambiguity in order to compete in today's fast-moving global economy.
From the Paper
"The face of business has changed during the last decade. Globalization is the main force driving corporate change today. It affects organizational structure and technology, communications and product development, service delivery and training. It became the buzzword of the ?90?s and the new millennium. Globalization is a term used to refer to a number of trends leading towards a more interconnected world. Some of these trends include an increase in international trade at a faster rate than the growth in the world economy, an increase in the share of the world economy controlled by multinational corporations, greater international cultural influences, and greater international travel. More importantly is the greater sharing of information."
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Leadership Styles in the 21st Century, 2008.
A comparison of the characteristics of three leadership styles - transformational leadership, transactional leadership and servant leadership.
2,573 words (approx. 10.3 pages), 22 sources, APA, $ 77.95
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Abstract
This paper discusses three different leadership styles - transformational leadership, transactional leadership and servant leadership. It looks at each leadership style 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."
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Leadership Models, 2008.
This paper provides a comparison of four leadership models: transactional leadership, transformational leadership, charismatic leadership and servant leadership.
1,900 words (approx. 7.6 pages), 6 sources, MLA, $ 60.95
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Abstract
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."
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Leadership in the United States Army, 2005.
An application of Kouze's and Posner's "Five Practices of Exemplary Leadership" to the United States Army.
2,616 words (approx. 10.5 pages), 15 sources, MLA, $ 78.95
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Abstract
This paper looks at how, in their book, "The Leadership Challenge: How to Get Extraordinary Things Done in Organizations" (1987), J. M. Kouzes and B. Z. Posner developed their model of effective leadership comprised of the following five components: Challenging the process, inspiring a shared vision, enabling others to act, modeling the way, and encouraging the heart. Strategic recommendations for the improvement of the Army are presented in the paper in terms of these five practices of exemplary leadership.
From the Paper
"According to Rosenbach and Taylor (2000), ?There continues to be a quest for understanding leadership. Historians search for clues that will help us understand how leaders are defined and what they do. Much of their work centers on the military and its leaders throughout the ages? (p. 1). The relationship between leadership practices and organizational effectiveness has been extensively studied in business and industry (Adams & Keim, 2000). Today, there is general agreement that leadership is the art of influencing others to take action toward a goal, and that military leadership is the art of influencing soldiers in units to accomplish unit missions (Rosenbach & Taylor, 2000). Leadership in any environment, however, is a complex task that involves using social influence processes to organize, direct and motivate the actions of others (McCormick, 2001)."
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Leadership as a set of Relationships, 2006.
An explanation of leadership and the influence leaders can have over their employees.
994 words (approx. 4.0 pages), 8 sources, APA, $ 35.95
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Abstract
This paper explains how leadership can be seen as a set of relationships between the leader and the follower. In particular, the paper relates that the set of relationships that exist between the leader and followers include challenging; inspiring; enabling; modeling; and encouraging relationships. The paper examines these relationships and looks at how they influence an organization.
Outline:
Introduction
Leadership Defined
Challenging
Inspiring
Enabling
Modeling
Encouraging
Conclusion
From the Paper
"Leaders exist at all levels of society. Within an organization, the leader plays key roles amongst the followers. They are instrumental in assuring an organization meets its goals. The interactions between both leaders and followers help determine the success of an organization. A set of relationships exists between leaders and followers including; challenging; inspiring; enabling; modeling; and encouraging. These are examined and how they influence an organization."
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Leadership, 2005.
This paper is an extensive research based on a literature review, of the perennial question: "Are leaders born or made?"
37,050 words (approx. 148.2 pages), 230 sources, APA, $ 249.95
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Abstract
This paper states that the objective of the research is to demonstrate that leadership development is actually a process that develops over many years and requires the support of education and training. The author points out that an important component of leadership is self-knowledge, which includes: Recognition of one's own strengths and weaknesses, the ability to take risks and recognition that mistakes are an opportunity for learning. This paper concludes that discussing one's ideas and values, developing a teachable point of view, and developing stories, which bring these views to life, are all learnable skills; therefore, it is clear that leadership is strongly linked to learning and education.
Table of Contents
Preface
Subject of Investigation
Needs, Interests and Problems Detected
Justification of the Thesis Theme
Objectives
General Information
Specifications (Methodology)
Goals
Introduction
Literature Review
Research throughout History
Early Approaches to Leadership Study
The Conceptualization
Transformational Leadership
Transformational Leadership Education
The Transformation of the Organization
Today's Views on Leadership
Birth Order: Research on Whether Leadership Is Genetic
Supporting Literature
Birth Order and Trait Theories of Leadership
Born or Made: The Debate
Authentic Leaders
Leaders and Leadership
Leadership Characteristics
Communication
Trust
Self-Knowledge
Diffused Leadership
Leadership Development
Case Studies
Examples of Leaders
Characteristics of Leaders as Defined by a Leader
Leadership: Cases of Leaders Who Learned Despite Disadvantages
African American Transformational Leaders
Introduction
Assessing Individuals for Transformational Leadership Qualities
Transformational Leadership Style
Leadership in Schools
Education and Leadership: A Strong Link
Three Keys for Leading
Leadership Quotations
Quotations
Discussion of Literature on Leadership
Current Leadership Research
Transformational Leadership
Skills-Authority
Organizational Issues
Transactional, Relational, Transformational and Charismatic
Levels of Leadership
Contingency Theories
Fiedler's Contingency Model
Conclusions and Recommendations
Dispelling the Myths
Myth #1: Leaders are Born, not made.
Myth #2: Real Leaders are Effective because of what they Know.
Myth #3: Effective Leadership is Scarce.
Interests of Leadership
Recommendations
Conclusion
From the Paper
"There are five levels of leadership systems: the individual, small group relationships, teams, company-wide and intra-company. The best leaders will also manager their own leadership by utilizing the three basic types of leadership - directional (strategic leadership and determining where the organization will go), implementation (determining how the organization will make it to wherever it is headed) and interpersonal (involves the process of getting human resources behind organizational goals and objectives)- into their leadership strategy. Over the past several years, one of the most important contributions psychology has made to the field of business has been in determining the key traits of acknowledged leaders. Psychological tests have been used to determine what characteristics are most commonly noted among successful leaders. This list of characteristics can be used for developmental purposes to help managers gain insight and develop their leadership skills."
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Leadership Models, 2008.
A discussion and review on the various leadership models used in business today.
1,941 words (approx. 7.8 pages), 6 sources, APA, $ 61.95
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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."
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Risk Leadership, 2004.
This paper reviews the book, ?Risk Leadership: The Courage to Confront and Challenge? by Curtis l. Brungardt and C.B. Crawford.
910 words (approx. 3.6 pages), 1 source, MLA, $ 32.95
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Abstract
This paper explains that Brungardt and Crawford?s Risk Leadership Model encourages middle managers to make risky choices instead of conservative profiteering because they believe that managing risk creatively reaps greater dividends for the company. The author points out that, for the individual lower or middle-level employee, such a policy is not necessarily an intelligent strategy to follow over the course of his or her career. The paper concludes that the risk leadership model encourages conflict first and consolidation afterwards, making it a good policy to pursue in business investing and in business relationships.
Table of Contents
Summary of Book and Basic Concepts
Strengths and Weaknesses of the Book
Conclusion
From the Paper
"It could also be argued that such a conservative approach and lack of job-hopping not only idealizes the lower level perspective, but also begs the question to be asked?if individuals whom are in such occupations tend not to take risks and branch out to improve their prospects, how daring can they be in their corporate vision? Furthermore, this model seeks to establish a corporate culture that not only accepts, but also expects, confrontation to enhance problem solving, decision-making, and overall organizational performance through confrontational challenges between employees regarding their ideas. This could create a corporate culture of constant argumentation, and conflict between lower-level employees, all anxious to make their mark through challenging one another in the corporate infrastructure."
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Organizational Leadership, 2004.
This extensive paper discusses organization leadership and analyzes leadership in three companies, Nationwide Financial, Marriott Hotels, and Lloyd?s Bank.
14,660 words (approx. 58.6 pages), 55 sources, APA, $ 249.95
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Abstract
This paper examines the behavior of workers within an organization or company as related to the process of change management, organizational behavior, and leadership styles; to expectations expressed by the leadership within the organization; and to the steps, which were either effective or ineffective, in processing the required and desired change within the organization. The author points out that the area with the greatest influence on organizational behavior is the leadership and the leadership style of those responsible for the organization. The paper stresses that, in organizations in which a bureaucracy is a functional source of existing leadership, a factor in all three case studies, simply limiting the bureaucracy can initiate minor organizational change. Charts.
Table of Contents
Introduction
Conceptual Framework
Transformational Leadership
Organizational Commitment
Definition of Terms
Leadership Style
Transformational Leadership
Transactional Leadership
Laissez-faire
Organizational Commitment
Case Presentation
Case Study #1: Nationwide Financial
Reluctant leaders
Arrogant leaders
Unknown leaders
Workaholics
Case Study #2: Marriott Hotels
Case Study #3: Lloyd?s Bank.
Discussion in Terms of Leadership, Change Process, and Organizational Commitment
Conclusion
From the Paper
"In terms of its effects on an organization, the Laissez ?Faire leader can create the most significant gap between what he believes is going on in the organization, and what is actually occurring. Because this leader typically manages by exception only, the organization can continue in a dysfunctional state, but if the devolving performance never comes to the leaders attention, the organization will continue unabated. There are some situations in which the Laissez-Faire approach can be effective. The Laissez-Faire technique is appropriate when leading highly motivated and skilled people, who have produced excellent work in the past, and have a history of efficiency. Once a leader has established that his team is confident, capable and motivated, he can step back and let them get on with the task. In this type or organization, if the leader interferes, he can generate resentment and detract from their effectiveness. By handing over ownership, a leader empowers his group to achieve their goals. What is important to note about this leader, in handing over the ownership, he also relinquished his active involvement in the process, and thereby diminished his influence, and thereby his level of effectiveness."
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Nurse Management and Leadership, 2008.
An analysis of the benefits and challenges facing nurse leaders, from a professional point of view.
1,186 words (approx. 4.7 pages), 2 sources, APA, $ 40.95
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Abstract
This paper discusses leadership within the nursing profession. It looks at the benefits associated with nursing leadership as well as the challenges that it poses. The paper also looks at the prominent issue of the nursing shortages and the several external factors that affect the supply of nursing personnel. In addition, the paper discusses the expanded role of the nurse leader and the various styles that a leader will display.
From the Paper
"A mentor is a great influence in the shaping of the present leadership style of the interviewee, acting as a constant guide especially in difficult situations. She also advises budding leaders to establish a relationship with a mentor, staying attuned to the current political healthcare climate and motivating one's self to develop as a leader. Through taking the initiative to identify and improve personal needs, continually evaluate one's performance and being around like-minded leaders with whom one can identify in terms of leadership style are just some of the advice offered."
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Leadership Styles, 2007.
A narrative essay comparing the benefits of servant leadership with situational leadership.
3,145 words (approx. 12.6 pages), 7 sources, MLA, $ 91.95
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Abstract
This paper discusses and compares servant leadership and situational leadership. It shows personal reflections on these particular leadership styles, how they are being used now by the author and how the author plans to use them in the workforce once he is employed. The author gives his personal view on types of leadership styles and which are most effective.
Table of Contents:
Introduction
Discussion of Servant Leadership
Discussion of Situational Leadership
Personal Reflection on Leadership Styles
Summary/Conclusion
From the Paper
"Those who have paid attention to the changes that have been going on in the business world and what was perceived to be the comparatively small differences between leadership styles should now be more aware that there are definite and distinct differences between the situational style of leadership and the servant style of leadership. Many managers are reading books that deal with the differences between the styles so that they can be aware of the strengths and weaknesses to be found in the styles and the ways that they are used - sometimes these have been believed to be somewhat gender specific, but that idea is changing (Freed, 2003). Not only is this significant in the fact that it indicates a desire for understanding of different leadership styles, but it also helps these individuals to be more comfortable in dealing with those who have different styles and opinions."
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