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Leadership Types, 2006.
A comparison of quiet leadership styles with other leadership types.
4,359 words (approx. 17.4 pages), 11 sources, MLA, $ 114.95
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Abstract
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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Types of Leaders, 2004.
Discusses four different types of leadership styles.
1,640 words (approx. 6.6 pages), 5 sources, APA, $ 53.95
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Abstract
This paper describes four different styles of leadership and then lists both the positive and negative aspects of each leadership style. The paper illustrates the different styles, telling, selling, developing, and delegating, by naming a leader most often associated with each style.
From the Paper
"The first type of leader focuses more on the job and less on the group that is doing the job (Interaction, 1980). This leader often just states the problem and takes charge of the job, instructing other members on what to do as he is tacking the job. The leader single-handedly looks at the options, considers alternatives, chooses one, and tells his team members what to do. He does not consider how the group may feel about his decision. Negative characteristics of this type of leader include a quick temper, bossy nature, manipulative personality and unethical strategies of coercion."
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Leadership in International Management, 2003.
The differences in Australia and Chinese culture and the type of leadership needed.
1,024 words (approx. 4.1 pages), 7 sources, MLA, $ 36.95
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Abstract
This paper looks at different types of leadership models and what types of leadership needs to be adopted to suceed in diferent cultures. The paper focuses on the comparison between the types of leadership skills needed in Australian and Chinese cultures and how these need to differ in order to succeed.
From the Paper
"Leadership is defined as influencing group members to achieve organisational goals. It is more then simply holding a management position. A good leader must possess the skills to motivate subordinates effectively and develop a leadership style based on the understanding of the Chinese national culture. (Cullen, 2002, pp. 534- 535). This essay will discuss the differences between the Australian and Chinese culture based on Hofstede?s model and the type of leadership style needed by an Australian leader to succeed in China. A leader needs to develop their style from the understanding of the Chinese national and business culture."
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Nature and Types of Organizations, 2004.
Looks at the needs, purpose, and functions of organizations.
3,363 words (approx. 13.5 pages), 10 sources, APA, $ 95.95
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Abstract
This paper looks at what defines an organization, explains the different types of organizations and the conditions necessary for their survival, and looks at the purpose of organizations and the needs they address. The different types of organizational structures are highlighted as well as the leadership, motivation, and decision making processes in organizations.
From the Paper
"The life of the organization is derived from knowing the purpose of the organization, knowing the people who the organization serves, and allowing the organization to take on the form which services its goals and beneficiaries. Just as attempting to open a can of soup with a sledge hammer would create an unsuitable outcome for the soup, and the hungry consumer, organizing a group of people is more than having a desire to perform a service, and having a group of people who are willing to work on that desire. The structure of the organization is a dependant variable on the purpose of the group. Within the structure, the leadership, communication, decision making, and channels these elements follow will all affect the level to which the organization rises in achieving its goals and purposes."
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The Wheel and the Web -The Changing Characteristics of Leadership in the Modern World, 2001.
This paper is an analysis and comparison of two types of leadership - the "Wheel" and the "Web".
1,670 words (approx. 6.7 pages), 6 sources, MLA, $ 54.95
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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)."
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Leadership Styles, 2002.
A comparison of the different leadership styles among male and female educators.
14,142 words (approx. 56.6 pages), 73 sources, MLA, $ 249.95
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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 leadership style 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 Leadership Styles
Purpose of the Study
Limitation of the Study
Chapter 2 - Cognitive Styles
Introduction and Overview
The Five Cognitive Styles
Summary
Chapter 3 - Leadership Styles
The Two Types of Leadership
Trait Approach to Leadership
The Leadership Styles 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 Leadership Styles
Introduction
Classification of Leadership Styles
Other Leadership Styles
Chapter 7 - Existing Conditions in the Educational System
Introduction
Gender Differences in Management
Cognitive Style and Leadership Style 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."
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Leadership Strategies, 2004.
A look at seven different types of leadership strategies for motivating employees.
2,300 words (approx. 9.2 pages), 8 sources, MLA, $ 79.95
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Abstract
This paper analyzes and explains seven different types of leadership strategies for motivating employees and attaining organizational goals. It looks at the primary traits that distinguish leaders from non leaders and different leadership strategies.
From the Paper
"Good leadership is essential for successful business government and a number of other groups and organizations in all aspects of life. Pierce and Newstrom argue that leaders influence others through their ability to ..."
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Effective Leadership Styles, 2008.
A research paper that analyzes the different leadership styles and what makes an effective leader.
7,260 words (approx. 29.0 pages), 24 sources, APA, $ 161.95
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Abstract
This research paper analyzes the characteristics of effective leadership. It describes different types of leadership styles and examines effective leaders from throughout history. The paper discusses if and how a leader can develop effective leadership styles 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 Leadership Styles
Studies
Joseph: 2003
Rast and Latour 2004
Stefano and Wasylyshyn: 2005
Gray and Bryme: 2006
Brown and Gardner: 2007
Books Note...
Components of Effective Leadership Styles
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)."
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Leadership in Nursing, 2006.
A look at the leadership style 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, $ 53.95
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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 leadership styles: hierarchical authority, hierarchical adjustment, a career approach and a devotional approach. In addition, there are further differences in leadership style 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.
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Leadership Skills, 2002.
Examines the debate: "Are leaders born or are leaders made?" and discusses the different types of qualities associated with good leadership skills.
10,371 words (approx. 41.5 pages), 38 sources, APA, $ 208.95
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Abstract
This paper is a study of the characteristics considered necessary for great leadership. The changing definition of an effective leader is discussed as well as different leadership and cognitive styles. Several theories about different types of leaders are presented and explained. Also covered in this paper are gender differences in leadership styles and leadership in team sports.
Leadership Styles and Cognitive Styles
Leadership Styles with Respect to Dealings with Followers
Leadership Styles: People Oriented or Task Oriented
Classification of Leadership Styles
Theory X, Theory Y and Theory Z in Leadership Styles
Gender Differences in Leadership
Other Management Styles
From the Paper
"In the last decade, the definition of an effective leader has changed (De Pree, 1989) The leader?s requirements have changed from a charismatic and autocratic decision-maker to a steward, designer, and builder of learning organizations. Historically, successful leaders have been characterized as decisive, analytical, individualistic, powerful, and willing to make the hard decisions when required. People opinions and perspectives have changed over the last few decades and society now prefers leaders who help build ?learning organizations.? In this new organizational setup, leaders will have to help people expand and increase their own individual capabilities with the belief that an individual who is constantly growing and developing is an asset both for the company and the society as a whole."
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Effective Leadership Styles, 2008.
An overview of leadership and the three dominant leadership styles.
1,176 words (approx. 4.7 pages), 10 sources, APA, $ 40.95
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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.
Outline:
Introduction - Leadership Styles
Transactional Leadership
Transformational Leadership
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)."
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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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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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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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Servant Leadership, 2007.
This paper discusses autocratic leadership vs. servant leadership.
1,270 words (approx. 5.1 pages), 6 sources, APA, $ 43.95
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Abstract
The paper looks at military leadership and relates that, although autocratic leadership is found in the business world, this approach is seen as less effective than a more collaborative form of leadership such as servant leadership. The paper explores how to change autocratic leadership to servant leadership. The paper discusses the differences between demanding compliance and offering guidance and seeking collaboration.
From the Paper
"The definition of leadership offered by the military is reasonable and applies to all leadership styles: "Leadership is influencing people---by providing purpose, direction, and motivation---while operating to accomplish the mission and improving the organization" (Department of the Army, 1999, Chapter 1). The issue then becomes how to influence people, whether by fiat so as to demand compliance, or by offering guidance and seeking collaboration. Those trained to gain compliance one way may have difficulty shifting to a different means of leading."
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