Yukl noted “another way to view leadership is in term of an influence process that occurs naturally with a social system and is diffused among the members” (2006, p. 4). His observation influences the belief that “leadership as a social process rather than as a specialized role” (2006, p. 4). Many scholars and practitioners also indicated that leadership implicates with social activities such as culture, education, economy, politics, society, and environment (Bass, 1997; Couto, 1995; Gardner, 1995; Kanter, 1991; Marques, 2010; Ogawa & Bossert, 1995). Yukl’s leadership perspective may refer to a framework that individuals use their knowledge—including values, beliefs, assumptions, and norms, abilities, and skills as inputs through process (leading) regarding situations that produce outputs—people (individual or group capability) and outcomes—change. To enhance leadership effectiveness may optimally enhance through these functions such as leading strategic change, understanding human activities, exercising decision-making process, and sustaining transformational leadership.
The studies about leadership have evolved since a century ago from trait approach to behavioral approach, and then contingency approach for finding and enhancing leadership effectiveness (Chemers, 1995; McLaurin & Al Amri, 2008). The earliest studies of leadership effectiveness focused on personality as leaders are different from ordinary people or above average which was trait approach in which researchers found that it did not relevantly sustain leadership effectiveness (Chemers, 1995). Leadership studies and researches were extended to study and research on personal behaviors as leadership styles such as Lewin and his associates proposed three leadership ...
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Mclaurin, J. R., & Al Amri, M. B. (2008). Developing an understanding of charismatic and transformational leadership. Allied Academies International Conference, Proceedings of the Academy of Organizational Culture, Communications & Conflict (AOCCC), 13(2), 15-19.
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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.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
The leadership is a result of a combination of traits, with special emphasis on the personal qualities of the leader, which he should possess certain personality traits that would be special facilitators in leadership performance. This theory shows that leaders are born as such, there is no likelihood of 'making' them later with personal development techniques.
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
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Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10(2), 285-305.
Wren, J.T., (1995). Leaders Companion: Insights on Leadership Through the Ages. New York, NY, USA: The Free Press
The Fiedler’s Contingency Model suggests that leadership is based on the likeness of others about their leaders ' leadership style and situational favorableness (Mindtool, 2016). As there is no one style that a leader can direct his or her followers to provide maximum satisfaction (Mindtools, 2016). Since some leaders focus on getting the task done while others concentrate on building a relationship (Mindtools, 2016). The two leadership styles of a leader can either be task-oriented or person-oriented, in both can provide some degree of control and influence towards a driven action depending upon the favorableness that matches his or her individual leadership style preferences (The Art of Good Leadership, n.d.). Either way, a leader can
Kouzes, J., & Posner, B. (2007). The Leadership Challenge (4th ed.). San Francisco, CA 94103-1741: Jossey-Bass.
Hughes, Ginnett, & Curphy (2009). Leadership: Enhancing the Lessons of Experience (6th Ed). New York, NY McGraw-Hill Irwin
Leadership Theories and Studies. (2009). In Encyclopedia of Management. Retrieved July 20, 2011 from http://www.highbeam.com/doc/1G2-3273100155.html
This paper describes about my leadership strengths and areas for growth/future study. It also included how these qualities are used in my daily work routine, self-assessment results and a brief explanation on Individual style in leadership.