Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Northouse leadership
Definition of transformational leadership according to Rose and Gray 2014
The components of transformational leadership
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Northouse leadership
Leader-Member Exchange (LMX) Theory
The Leader-Member Exchange (LMX) Theory is unique as it was not leader focused, nor was it follower focused. This theory a different approach, as Northouse (2013) stated, the "Leader–member exchange (LMX) theory takes still another approach and conceptualizes leadership as a process that is centered on the interactions between leaders and followers." (p. 161). The theory acknowledges that a leader may will have different relationships with each follower and that it may effect how the leader supports, rewards and interacts with that person. The followers are considered in the 'in-group ' or in the 'out-group ', which is determined by their perspective at work and how they perform, which modifies the kind
…show more content…
Research showed that it is important for leaders to build relationships with all followers or employees. In building these relationships it allows for all subordinates to excel and take advantage of opportunities. There are three phases of leadership mention by Northouse (2013) which include the Stranger Phase, the Acquaintance Phase, as well as the Partnership Phase. Building these relationships with all subordinates can possibly reduce turnover, employee happiness, and overall organizational …show more content…
However, the most effective one may be the transformational leadership theory. It is actually the leadership style that seems to utilized most in my current workplace already. There is very high demand required from employees which can create a stressful workplace environment sometimes. The transformational style of building relationships with employees can be used as a tool to combat this by addressing the employees as people and understanding them personally.
The company can use insight from the personal relationships to create ways of alleviating the stress and making the workload more bearable for employees. For example, when in a stressful time period, supervisors have implemented games to play after reaching milestones, which has been effective at removing some of the stress and monotony. This act also builds the morale of employees and helps give them a better disposition, which shows in how they interact with students. The leadership within the company takes a special focus on not only building relationships with employees, but also with the consumers, the students and their
Leader-member relations, which focuses on the relationships between the leader and his/her followers (Verkerk, 1990).
Kelley, R.E. (1992). Followership. In Goethals, G.R., Sorenson, G.J. & Burns, J.M. (Eds.). (2008). Encyclopedia of leadership (pp. 504-513). Thousand Oaks, CA: Sage
Chapter 12.3 discusses approaches to leadership. The leadership theory of Leader-Member Exchange suggests that “leaders adopt different behaviors with individual subordinates and that the particular behavior pattern of the leader develops over time and depends, to a large extent, on the quality of the leader-subordinate relationship” (Landy & Conte, 2013, p. 494). In essence, this leadership theory references how close the leader is with the staff member. Is there a feeling of trust? Is the staff member one that holds expertise in their role that the leader can rely on? Building a relationship with a staff member doesn’t happen instantly. The relationship grows over time which can result in staff members being a close confidante to the
There are many leadership theories that play an important role in the every day workforce. Some of the theories are successful in producing a strong and productive leader, while others lack the qualities required for the job. Out of the multitude of available theories out there, I feel that the Transformational Leadership Theory is the one that stands out as being the most successful. This theory is far from coercive and instead focuses on making a satisfied team that collaborates to form a productive work environment. An environment like this, ran by a top-notch leader, is needed for success.
Northouse, Peter G. Leaderhip Theory and Practice. Ed. Fifth Edition. Thousand Oaks, CA: Sage Publications Inc, 2010.
The authors, Nelson and Quick describe that relationship oriented leader’s do well in situations of intermediate favorableness by determining the “degree of fit between the leader and the situation” (Nelson & Quick, 2013). Relations...
LMX Theory organizes followers into groups defined by access to the leader. In some ways, it is like a target with the leader as the center and each concentric circle signifying groups of followers, each with less intimacy with the leader. LMX Theory components are: the leader, the inner circle, the in-group, the out-group, and strangers (Scandura and Schriesheim, 1994). As one gets close to the leader, he/she has more access to the leader and the leader has more influence in the life of the follower. LMX theory follows Jesus’ discipleship model very closely.
The transformational leadership theory was deemed an appealing based on individual beliefs regarding employee-leader relationships. With a focus on communication and motivation, transformational leaders promote positive change within
In a situational leadership, the leader should be able to adapt their management style based on the ability of the follower to perform the tasks. There are four styles within the Hershey and Blanchard Situational Leadership Theory based on concern for people and concern for tasks.
These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished According to (Charry, 2012 ), the theory postulates that relationship theories, also known as transformational theories, focus upon the connections formed between leaders and followers (Lamb, 2013). Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral
Jennifer Unger & C. Anderson Johnson, “Explaining Exercise Behavior and Satisfaction with Social Exchange Theory,” Perceptual and Motor Skills 81 (1995): 603-608.
In today’s business world , there are several approaches and theories of leadership. This includes leadership approaches based upon a wide range of topics including traits, behavioral, situational, transformational, and other perspectives. Each of these approaches have their own set of advantages and disadvantages, making them best suited for different situations. The leadership theory that has the greatest appeal to me is the transformational leadership theory as it focuses on the greater good of the organization and its followers.
There are different leadership theories developed throughout the history. Most popular ones are trait theories, behavioral theories, contingency theories, and leader-member exchange (LMX) theory. The author of the post will briefly discuss two theories, Fiedler contingency theory and Leader-Member Exchange (LMX), and compare and contrast their strengths and weakness.
The leadership styles I have implemented and used in my current position are the following: path-goal clarifying, achievement oriented, work facilitation, supportive, and interaction facilitation. (Kinicki and Williams,
Organizational success is dependent on both leaders and followers. A strong leader “cannot expect others to follow; leaders must provide a good reason for others to follow” (Satterlee, 2013, p. 6). Similarly, effective followers “share a number of essential qualities, including intelligence and self-reliance”, and do not require constant attention or approval (Satterlee, 2013, p. 6). A necessary element in building the foundation for functioning relationships, trust is an “intangible intellectual asset, a skill, and an influencing power” for leaders and followers (Savolainen & Hakkinen, 2011, Abstract section, para. 1). This literature review considers the concepts of leadership, followership, and trust by examining how each is important to organizational leaders, as well as, strategies for implementing within an organization. “A good manager gets others to do what he/she wants them to do. A good leader gets others to want what he/she wants.”