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What does leadership mean
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There are many definitions of leadership. I believe leadership is defined by Leadership Theories The three leadership theories that have the most influenced on my thinking on leadership and leaders are: the leadership grid, servant leadership, and authentic leadership. Below I will discuss the major components and importance of the selected theories. Leadership Grid The Leadership Grid (formerly The Managerial Grid) is a style leadership model developed by Robert R. Blake and Jane Mouton in the 1960’s (Northouse, 2013). It is predicted on the assumption that leadership effectiveness is based on two factors with intersecting axes: concern for production (horizontal axis) and concern for people (vertical axis). Each of the axes is drawn …show more content…
The first way of defining authentic leadership is the intrapersonal perspective. This perspective focuses on the leader’s life experiences and the importance he or she appends to those encounters as being critical to the development of an authentic leader. It incorporates the leader’s “self-knowledge, self-regulation, and self-control” (Northouse, 2013, p. 254). Another way to characterize authentic leadership is when a leader maintains an open and honest relationship with his or her followers. In return, this kind of action will help build a solid foundation of trust and transparency. The last way to define authentic leadership is the development process. Avolio and Gardner (2005) views this perspective as a development process overtime and triggered by major life …show more content…
A practical approach is “evolved from real-life examples and training and development literature” (Northouse, 2013, p. 255). The two practical approaches are Robert Terry’s Authentic Leadership Approach and Bill George’s Authentic Leadership Approach. Terry’s approach is an action-centered model that centers on the actions of the leader, team, and organization. Terry developed the Authentic Action Wheel to help identify and analyze problems in organizations. In addition, this approach help leaders to frame problems. According to Terry’s wheel, once a problem is found there are two questions that must be answered: “what is really, really going on?” and “what are we going to do about it?” (Northouse, 2013, p. 255). The Authentic Action Wheel is comprised of six components. Starting from the top and going clockwise, the components are meaning, mission, power, structure, resources, and existence. In the center of the wheel is the sixth component, fulfillment which completes the process. The first step to diagnose problems in the organization using the wheel is to locate the problem. To do so, employees will have to complete assessments regarding their concerns towards their organization. The second step is to find the response within the wheel. Once the problem is identified, the wheel is used for leaders to explore alternatives for problem
The topic of leadership has been explored and written about by thousands of authors who are considerably more qualified than I am to write about the subject. However, I’ve always maintained that developing, evolving and articulating one’s own leadership philosophy is an essential part of a professional’s growth. Through academics and experience, I’ve concluded that leadership is a “soft” skill, more art than science, and that leadership principles can be universally applied. As a topic of discussion, leadership can be ambiguous and seldom does everyone agree on a single definition. Organizations and the people they consist of crave leadership, even if not overtly. Undeniably, strong leadership is essential to achieving
They have profound convictions for for their leadership; Their behavior always reflect their core values and they view themselves as individuals that “lead with their hearts as well as their heads while also building enduring organizations” (George 2003). Leaders are encouraged to maintain the perception of authenticity but making sure that their words are consistent and reflect their action or intentions. They should not be so pompous and arrogant that they cannot relate to or find mutual and common ground with their staff. (Goffee & Jones 2005)
Authentic leaders are honest, ethical and practical. An authentic leader develops their own leadership style, but this leadership style should not be overly tough. An authentic leadership style is one that can adapt to different situations and circumstances (Magloff). Coach Saban has five core values that he preaches every chance he
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
In an effort to understand the questionnaire, one must first understand the definition of an Authentic Leader. Genuine, trustworthy and reliable are a few words that are interchangeable with the term authentic. Authentic leaders exhibit qualities of confidence, transparency, and high moral standard and are usually very confident (Gardner, Avolio, Luthans, May and Walumbwa, 2005). A person that is considered to be authentic is one who taking account for their behavior and a person who is true to themselves and what they think. A quality of an authentic leader is that he/she exudes the level of authenticity through their actions that encourage others to want to behave the same way. The leader who acts in this manner believes that all individuals have something to contribute to a goal and
Leaders: Strategies for Taking Charge is an organizational management book written by Warren Bennis and Burt Nanus for those who aim to become better leaders. The authors emphasize that having executive positions or being a manager does not automatically make one a leader. A leader is one who inspires his staff, help them find purpose in their work, and effectively implement their plans. They separate the book not quite into chapters on different topics, but rather by four strategies that they have determined are vital for any leader to take on. The strategies are effectively concluded as attention through vision, meaning through communication, trust through positioning, and the deployment of self. A prominent feature of Leaders is the various
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
To become an authentic leader means to bring “people together around a shared purpose and empowers them to step up and lead authentically in order to create values for all stakeholders,” (xxxi). Bill George has identified the following five dimensions every authentic leader should encompass:
To be an authentic leader one must discover their True North and the purpose of leadership. Leadership decides the success or failure of organizations. The chief cause of organizational failure for the last decade has been failed leadership. A leader’s
In fact, a balance of both is needed to achieve the most effective leadership possible. Therefore, using the Behavioral Leadership Theory, the weaknesses of having relationship-oriented behaviors, which are what I mainly exhibit, are pointed out clearly. A possible weakness of having relationship-oriented behaviors could make a leader too employee-oriented and not maintain the balance needed between their employees and production (Larson, 2007). Using the Leadership Grid once more, one could establish that leaders that display relationship-oriented behaviors, including myself, are at risk to be defined by a country club management style in which the primary emphasis is in relations to the people and not the production output (Daft, 2014). In this style of leadership, it would be common to have long manufacturing rates, diminutive output, and lacking goals necessary to meet production
Many Scholars characterize the core qualities and skills necessary for an effective leader. Useem defines leadership as “Creating a vision and translating that vision into actions”. Historically, an effective leader was assumed to be exceptionally knowledgeable, authoritative, and dominate. Those leaders applied the command and control method to lead an organization. With the passage of time, this definition has been changed. The modern definition of an effective leader is honest, courageous, trustworthy, inspirational, and result-oriented. Today’s leaders create shared values and vision, and empower others to achieve their targets.
Manning and Curtis (2015) describe various and distinct leadership styles including directive, participative, free-reign, servant, ethical, authentic, and transformative. Regardless of the specific style of leadership an individual is developing, four components are consistently involved in the development process. Self-awareness, including strengths, weaknesses, values, and beliefs; sharing information and transparency of emotions; objectivity of information and viewpoints; and inserting a moral perspective and values in decision-making (Baron, 2016). Simply stated, “Leadership development is self-development” (Kouzes and Posner, 2016, p. 55).
Leadership can be shown through any person in any type of situation. In a classroom discussion, on the playing field, or in public a sign of a leader is evident. A person is born a leader. Certain humans know what to do when the time calls for it. Many people in positions can be entitled a leader such as basketball players. Even a famous movie star can be given this title. These people are not true leaders. True leaders are the belaboring teachers and the intellectual speakers. These are the people who show that leadership is an action, not a position.
We can divide the theories that deal with leadership in 3 chronological groups. First were the trait theories. Until the 1940's, research in the field of leadership was dominated by these theories. Second came the behavioral theories which were very influent until the late 1960's. Finally, contingency theories are the most modern theories about leadership.
There are many different types of theories on leadership. There is Fiedler’s contingency theory, situational theories of leadership and House’s path-goal theory. These theories are used to make an individual or manager a more effective leader. They can be used as a guide for individuals and help them achieve whatever goal is set out by their organization or group.