This document provides a literature review on different leadership styles. It discusses 10 different styles: autocratic, laissez-faire, transformational, transactional, charismatic, democratic, visionary, situational, servant, and participative. For each style, it summarizes the key characteristics and relates findings from other studies. The conclusion states that effective leadership requires a balance of transformational and transactional styles and an ability to adapt one's style to different situations. Overall leadership is important for organizational success.
This document discusses theories of contemporary leadership. It examines leadership qualities necessary for success today, the impact of leadership on organizations, and the importance of moral leadership. The document outlines several modern leadership theories, including trait theory, situational approach, and path-goal theory. It emphasizes that leadership results from interaction between leaders and followers, and that different situations influence a leader's behavior.
Applications of leadership theories in nigerian business organizationsAlexander Decker
This document discusses leadership theories and their applications in Nigerian business organizations. It begins by defining leadership and distinguishing it from management. It then reviews several leadership theories including path-goal theory, task-oriented leadership model, and integrative theory of leadership. The document finds that the organizations studied apply path-goal theory and task-oriented leadership model in their operations, resulting in low job satisfaction and high turnover among employees, as well as high job performance. It recommends that organizations adopt an integrative theory of leadership to account for different employee and environmental factors.
The Study is titled ―Leadership Styles: A Case Study of Syria‖. The main objectives of the research work are to identify and then analyze the political leadership style in Syria, to generate a profile of past, current and emerging leaders of Syria, to study the reasons that led to the uprising in Syria and to assess the future consequences of the decisions taken by the Political Leadership. The study will be descriptive in nature. Keeping in mind the objectives of the study, appropriate data will be collected from people and organizations from both, official and non-official, taking a look at the current and emerging leadership Styles in Syria. Survey for the political, security and economic situation will be carried. Both primary and secondary sources of data will be used for present research. For analysis and conclusion of the results of the survey, appropriate statistical tools and analysis will be done
A Literature Review On Leadership Styles And ConflictJeff Brooks
This document provides an overview of a literature review on leadership styles and conflict. It discusses different leadership styles that have emerged over time based on a review of research articles and books. The key leadership styles mentioned are transformational and transactional leadership. Transformational leadership views leadership as a shared process that can transform individuals and organizations to greater heights. The document also discusses the evolution of leadership theories from the great man theory to more modern theories like transformational leadership. It provides context on behavioral and trait-based leadership theories from previous decades.
PersonalityLeadership LinkageThere is a link between an individ.docxmattjtoni51554
Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
A Systematic Review Of Various Leadership TheoriesSandra Long
This document provides a systematic review of various leadership theories that have emerged over time. It begins by discussing early trait theories that focused on innate qualities and characteristics of leaders. It then examines behavioral theories from the 1940s-1950s, including Ohio State and Michigan studies, which emphasized observable behaviors and considered leadership as something that can be learned. Contingency theories from the 1960s-1970s are also reviewed, including Fiedler's contingency model and situational leadership theory, which proposed that leadership style depends on situational factors. The document traces how theories have evolved from focusing solely on traits to recognizing the importance of behaviors and contextual factors in leadership. It aims to comprehensively discuss theories under one framework.
1) The document examines culturally-linked leadership styles between middle managers in Malaysia and Australia. It administered a leadership questionnaire to managers in both countries and found differences influenced by cultural factors.
2) In Malaysia, which has high power distance, managers preferred a transactional leadership style that is directive and sets clear expectations. This fits with collectivist cultures where harmony and relationships are valued over direct debate.
3) In Australia, which is more individualistic, managers favored a transformational style that is participative and empowering. This aligns with individualistic cultures valuing autonomy and personal goals over group obligations.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
This document discusses theories of contemporary leadership. It examines leadership qualities necessary for success today, the impact of leadership on organizations, and the importance of moral leadership. The document outlines several modern leadership theories, including trait theory, situational approach, and path-goal theory. It emphasizes that leadership results from interaction between leaders and followers, and that different situations influence a leader's behavior.
Applications of leadership theories in nigerian business organizationsAlexander Decker
This document discusses leadership theories and their applications in Nigerian business organizations. It begins by defining leadership and distinguishing it from management. It then reviews several leadership theories including path-goal theory, task-oriented leadership model, and integrative theory of leadership. The document finds that the organizations studied apply path-goal theory and task-oriented leadership model in their operations, resulting in low job satisfaction and high turnover among employees, as well as high job performance. It recommends that organizations adopt an integrative theory of leadership to account for different employee and environmental factors.
The Study is titled ―Leadership Styles: A Case Study of Syria‖. The main objectives of the research work are to identify and then analyze the political leadership style in Syria, to generate a profile of past, current and emerging leaders of Syria, to study the reasons that led to the uprising in Syria and to assess the future consequences of the decisions taken by the Political Leadership. The study will be descriptive in nature. Keeping in mind the objectives of the study, appropriate data will be collected from people and organizations from both, official and non-official, taking a look at the current and emerging leadership Styles in Syria. Survey for the political, security and economic situation will be carried. Both primary and secondary sources of data will be used for present research. For analysis and conclusion of the results of the survey, appropriate statistical tools and analysis will be done
A Literature Review On Leadership Styles And ConflictJeff Brooks
This document provides an overview of a literature review on leadership styles and conflict. It discusses different leadership styles that have emerged over time based on a review of research articles and books. The key leadership styles mentioned are transformational and transactional leadership. Transformational leadership views leadership as a shared process that can transform individuals and organizations to greater heights. The document also discusses the evolution of leadership theories from the great man theory to more modern theories like transformational leadership. It provides context on behavioral and trait-based leadership theories from previous decades.
PersonalityLeadership LinkageThere is a link between an individ.docxmattjtoni51554
Personality/Leadership Linkage
There is a link between an individual’s personality and the leadership style with which individuals are most comfortable and therefore more likely to use. The connection between personality and leadership style has been well noted by several researchers and leadership specialists (Bass, 2000, 2008; Pillai, Schriesheim, & Williams, 1999; de Charon, 2003).
It is important to understand your natural leadership style…so you can capitalize on your natural leadership strengths (or be aware of and address your natural weaknesses) for your career development, self-fulfillment and success at the workplace.
Journal of Leadership Education Volume 8, Issue 2 – Fall 2009 114
The 16 personality types created by Myers and Briggs (Myers & McCaulley, 1985) and adapted by Keirsey and Bates (1984) are a combination of:
EI (extroversion or introversion)
EI are ways in which people gather energy. E types are people who recharge when they are around people. I types are those who need solitude to re-energize.
SN (sensing or intuition)
S types are those who thrive on facts and Ns are those who tend to make decisions based on hunches.
TF (thinking or feeling)
T types are logical and objective in the decisions they make and Fs are more subjective and take things personally.
PJ (perceiving or judging).
Ps like to keep their options open and Js prefer deadlines.
No type is better than the other. They are all just ways in which we interact with the world and make decisions. Understanding these differences can, however, provide insights.
Being a Leader
Everyone, at some time in life, is asked to be a leader, whether to lead a classroom discussion, coach a children’s soccer team, or direct a fund-raising campaign. Many situations require leadership. A leader may have a high profile (e.g., an elected public official) or a low profile (e.g., a volunteer leader in Big Brothers Big Sisters), but in every situation there are leadership demands placed on the individual who is the leader.
Being a leader is challenging, exciting, and rewarding, and carries with it many responsibilities. This chapter discusses different ways of looking at leadership and their impacts on what it means to be a leader.
DEFINING LEADERSHIP
At the outset, it is important to address a basic question: What is leadership? Scholars who study leadership have struggled with this question for many decades and have written a great deal about the nature of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990; Conger & Riggio, 2007). In leadership literature, more than 100 different definitions of leadership have been identified (Rost, 1991). Despite these many definitions, a number of concepts are recognized by most people as accurately reflecting what it is to be a leader.
INTRODUCTION TO LEADERSHIP
Leadership has long intrigued humankind and has been the topic of extensive literature for centuries. The earliest writings include philosophies of leade.
A Systematic Review Of Various Leadership TheoriesSandra Long
This document provides a systematic review of various leadership theories that have emerged over time. It begins by discussing early trait theories that focused on innate qualities and characteristics of leaders. It then examines behavioral theories from the 1940s-1950s, including Ohio State and Michigan studies, which emphasized observable behaviors and considered leadership as something that can be learned. Contingency theories from the 1960s-1970s are also reviewed, including Fiedler's contingency model and situational leadership theory, which proposed that leadership style depends on situational factors. The document traces how theories have evolved from focusing solely on traits to recognizing the importance of behaviors and contextual factors in leadership. It aims to comprehensively discuss theories under one framework.
1) The document examines culturally-linked leadership styles between middle managers in Malaysia and Australia. It administered a leadership questionnaire to managers in both countries and found differences influenced by cultural factors.
2) In Malaysia, which has high power distance, managers preferred a transactional leadership style that is directive and sets clear expectations. This fits with collectivist cultures where harmony and relationships are valued over direct debate.
3) In Australia, which is more individualistic, managers favored a transformational style that is participative and empowering. This aligns with individualistic cultures valuing autonomy and personal goals over group obligations.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
A leadership critique :TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPStanbic IBTC
This document provides an overview and critique of transactional and transformational leadership styles. It discusses how transactional leadership focuses on contingent reinforcement and management by exception, while transformational leadership inspires followers and elevates their interests. The document analyzes debates around whether these styles are alternatives or can be complementary. It also examines situational factors and how both styles may be effectively applied depending on the context and followers involved.
The document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
For the Good or the Bad Interactive Effects of Transformation.docxAKHIL969626
For the Good or the Bad? Interactive Effects of Transformational
Leadership with Moral and Authoritarian Leadership Behaviors
Sebastian C. Schuh • Xin-an Zhang •
Peng Tian
Received: 16 July 2012 / Accepted: 7 September 2012 / Published online: 24 September 2012
� Springer Science+Business Media B.V. 2012
Abstract Although the ethical aspects of transformational
leadership have attracted considerable attention, very little is
known about followers’ reactions to the moral and immoral
conduct of transformational leaders. Against this background,
this study examined whether and how transformational lead-
ership interacts with moral and authoritarian leadership
behaviors in predicting followers’ in-role and extra-role
efforts. Building on attribution theory, we hypothesized that
the positive and negative effects of these leadership behaviors
would be particularly pronounced for highly transformational
leaders given that this leadership style elicits strong attention
and sense-making efforts among followers. We tested our
model in a sample of 228 individuals comprising 114 leader–
follower dyads from a wide range of organizations and
industries. In line with our hypotheses, results revealed that for
highly transformational leaders, moral leadership behaviors
related positively to employees’ in-role and extra-role efforts
whereas authoritarian leadership behaviors related negatively
to employees’ in-role and extra-role efforts. In contrast, moral
and authoritarian leadership behaviors did not significantly
affect followers’ reactions to leaders low in transformational
leadership. Taken together, these findings suggest that trans-
formational leadership, contrary to its largely positive per-
ception in the literature, can be a rather mixed blessing.
Implications for theory, future research, and managerial
practice are discussed.
Keywords Authentic transformational leadership �
Authoritarian leadership � Extra-role performance �
In-role performance � Moral leadership �
Pseudo-transformational leadership
When it comes to severe wrongdoings in the organizational
domain, it is not uncommon that leaders who had been
praised as visionary and transformational play a crucial
role (Bass 2008). Indeed, whereas transformational lead-
ership has often been regarded as a leadership behavior that
considers and emphasizes ethical standards (Burns 1978),
several scholars have questioned its inherent morality
(Bass and Steidlmeier 1999; Conger and Kanungo 1998;
Price 2003). Specifically, they have pointed out that
transformational leadership behaviors (e.g., vision, inspi-
ration, and role modeling; Bass 1985) do not have to be
applied in the interest of the common good. Indeed, these
behaviors seem to be equally effective in pursuing immoral
purposes and to increase the personal power and status of
the leader. As Price (2003) posited, transformational
behaviors are ‘‘morally neutral’’ (p. 70) and whether they
are used ...
This document provides an overview of leadership theories from past to present. It discusses early trait and behavioral theories that studied leader characteristics and styles. Contingency theories examined how leadership effectiveness depends on situational factors. Contemporary theories include transformational leadership focusing on inspiring followers and information processing perspectives analyzing cognition. New areas of study examine biological and evolutionary influences on leadership. The document defines leadership as an influence process between leaders and followers aiming for real change. It distinguishes leadership from similar concepts of power and management.
A Study About The Leadership Styles Of Public And Private SchoolsJim Jimenez
This study examined the relationship between task-oriented and people-oriented leadership styles of principals in public and private schools in Lahore, Pakistan. Data was collected through surveys from 149 principals, 85 from public schools and 64 from private schools. Factor analysis revealed two dimensions of leadership styles: task orientation and people orientation. Results showed private school principals were more task-oriented and people-oriented than public school principals. Public school principals exhibited a more laissez-faire leadership style. The study provides insight into differences in leadership styles between public and private school principals.
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
Comprehensıve Evaluatıon of The Impact of Female Managers On Followers Under ...AJHSSR Journal
ABSTRACT: Leadership, which is a widely researched topic and plays an important role in different
disciplines, is discussed in a broad scope ranging from social organizations, education, politics, to philosophy.
Technological, cultural and socio-economic developments have transformed the leadership paradigm and the
expectations of the followers. To adapt to these transformations and achieve positive outcomes in organizations,
a new perspective such as authentic leadership is needed. Authentic leadership means that the leader acts in
harmony with himself and others, stays loyal to his values and builds trust with his followers. Authentic
leadership also emphasizes that the leader needs to constantly improve himself, be original and creative, share
his vision and adhere to ethical values. In this study, many academic studies were examined in order to
comprehensively evaluate the impact of women managers on the followers under the authentic leadership
paradigm. Based on the post-modern leadership theory, it is aimed to comprehensively evaluate the four
dimensions of authentic leadership basic components of women managers, which are self-awareness, balanced
and unbiased processing of information, internalized moral perspective and relational transparency, and their
impact on the followers. Considering the relationship between women managers and their relational
Hi. i have research about the relationship between leadership lemodi11
This summary provides an overview of transformational leadership theory:
Transformational leadership is a process that changes and transforms people through exceptional influence. It involves engaging with followers in a way that raises motivation and morality in both leader and follower. In contrast to transactional leadership which focuses on exchanges, transformational leadership focuses on inspiring followers and helping them reach their fullest potential. Examples of transformational leaders include Gandhi and Ryan White. Research shows transformational leadership can result in positive psychological gains for both leaders and followers.
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
Leadership in OrganizationsIntroductionLeadership is conside.docxsmile790243
Leadership in Organizations
Introduction
Leadership is considered to be the key requirement to have in any organization, because leadership involves the three main factors in any successful organization, which are influence, exercise of power and the achievement of objectives. In any organization, finding employees with outstanding leadership qualities is very crucial (Collins, 2011). “A leader is one who knows the way, goes the way, and shows the way” (Maxwell, 2009) which means that a person with great leadership skills can guide people to the right path of success. This report will cover the importance of having leadership skills inside organizations. The report will explain the definition of leadership, leadership qualities, and finally leadership styles.
Leadership
What is leadership? There is no absolute definition of what leadership is; however, there are common features that characterize its definition. Simply put, leadership can be defined as the process of influencing and directing people to accomplish a certain goal. Daft (1998) defined leadership as the art of influencing people to achieve certain goals. “Leadership is the ability to take an average team of individuals and transform them into superstars. The best leader is the one who inspires his workers to achieve greatness each and every day” (Falk, 2011) thus, leadership is very important in organizations, without leaders, no goals would be achieved, no employees would be trained, and productivity in organizations would move too slowly. Leadership and management go hand in hand, they have a lot of mutual factors; however, they do differ in their main roles. Mangers arrange, plan, coordinate, rely on control, ask questions such as how and when and mangers have short-range view. On the other hand, leaders, inspire, motivate, develop, rely on trust, leaders ask questions such as what and why and they have long-range view.
Leadership Qualities
There are certain qualities that every leader should have in order to be successful and productive. A person with leadership qualities must be as follows. Successful leaders have the quality of planning, Research confirms that a leader spends 80 per cent of his/her time in planning, while 20 per cent in implementation, and they leave nothing to chance (Keller, 2011). Also, a leader must have the quality of decision-making leaders have to make decisions and choices and do not wait for someone else to make these decisions for them. Leaders have to be good in social intelligence, as they have to be good at communicating with other people and being good listeners. Leaders must have vision to see what others don't see, they have to accept criticism and establish plans to achieve their goals. A leader should be intelligent, although, being a leader does not require being a genius, but a leader should have above-average intelligence, they have to be well positioned to deal with various information and difficult situations. Leaders of course sho ...
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
This document discusses a study that examined the relationship between strategic leadership actions and success among university deans in Malaysia and the United States. The study found:
1) A survey instrument called the Strategic Leadership Questionnaire (SLQ) was found to reliably measure four strategic leadership action sets (transformational, managerial, ethical, political) and leader success.
2) Successful leaders were found to use a wider variety of strategic leadership actions than less successful leaders.
3) There were significant differences between the strategic leadership actions used by successful vs less successful deans in both Malaysian and American universities.
Theories Of Leadership And Leadership TheoriesKrystal Green
The document discusses and compares three popular leadership theories: situational leadership, trait theory, and transformational leadership. Situational leadership, developed by Hersey and Blanchard, focuses on altering leadership style based on the situation and development level of subordinates. Trait theory examines the characteristics and personality traits effective leaders possess. Transformational leadership centers on inspiring and motivating followers through empowerment and satisfaction.
Group 9's presentation covered various topics related to leadership including:
1. Definitions of leadership from different sources and theorists.
2. Theories of leadership evolution over time from trait theories to current situational, transformational, and environmental leadership theories.
3. Contexts of leadership in organizations, management, groups, and other species.
4. Styles of leadership including autocratic, participative, and laissez-faire with their characteristics and appropriate contexts.
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
18 Volume 18, Issue 1, March 2017 Review of.docxdrennanmicah
This document summarizes and categorizes different leadership styles. It begins by defining leadership and outlining key attributes of effective leadership according to research. It then defines what a leadership style is, noting that a style involves how a leader intentionally influences followers towards goals. The document reviews early theories like trait-based and skills-based styles, as well as situational leadership theory. It concludes by presenting a graphic categorization of leadership styles based on seminal research from Lewin, Lippit and White from 1939.
T h e J o u r n a l o f D e v e l o p i n g A r e .docxperryk1
T h e J o u r n a l o f D e v e l o p i n g A r e a s
Special Issue on Sydney Conference Held in April 2015
Volume 49 No. 6 2015
THE EMERGING ROLE OF
TRANSFORMATIONAL LEADERSHIP
Mostafa Sayyadi Ghasabeh
Claudine Soosay
Carmen Reaiche
University of South Australia, Australia
ABSTRACT
This paper presents a literature review of leadership over the years and the emerging role of
transformational leadership. We also argue that this form of leadership is appropriate in the context
of globalized markets, where there is increasing diffusion of goods, services, values and technologies
globally, which results in the convergence of societies toward a uniform pattern of economic,
political and cultural organization. There are various issues and consideration existing in the
leadership literature as “the core of the criticism in the literature is that organisations of all sorts
(corporations, government agencies, and not-for-profit organisations) tend to be over-managed
(and/or over-administrated) and under-led” (Mills 2005, p.19). Mills (2005) highlights the vital
importance of leadership in both political and business areas, and argues that organisations in both
areas, in the absence of effective leadership, are not capable of effectively implementing changes at
the organisational level. This paper adopts a conceptual approach aiming to convey the importance
of transformational leadership amongst other styles. In this paper, we review the role of leadership
in the business area and establish the need to investigate transformational leadership, as an ideal
leadership form in enabling firms to accomplish sustainable competitiveness as they operate in global
markets. Based on the various leadership theories discussed be further argued that leadership is highly
essential for business organisations to achieve a sustained change and eventually higher degree of
effectiveness, especially when operating in global markets. Transformational leadership, comprising
characteristics of idealised influence, individualised consideration, intellectual stimulation, and
inspirational motivation has been found to have implications for higher leadership effectiveness in
new market environments and production locations. Various empirical studies highlighted
transformational leadership as an enabler of innovation. To demonstrate the role of transformational
leadership in organizational innovation, it can be argued that these leaders facilitate the generation
of new knowledge and ideas through applying intellectual stimulation aspect that motivates
employees to approach organizational problems in a more novel approach. Accordingly, we establish
the appropriateness of transformational leadership as a managerial-based, output-based as market-
based competency for firms in globalized markets. We conclude by providing suggestions and scope
for empirical investi.
LEADERSHIP DEVELOPMENTA REVIEW IN CONTEXTDavid V. Day.docxcroysierkathey
LEADERSHIP DEVELOPMENT:
A REVIEW IN CONTEXT
David V. Day*
The Pennsylvania State University
Interest in leadership development is strong, especially among practitioners. Nonetheless, there
is conceptual confusion regarding distinctions between leader and leadership development, as
well as disconnection between the practice of leadership development and its scientific foundation.
The present review examines the field of leadership development through three contextual
lenses: (1) understanding the difference between leader development and leadership development
(conceptual context); (2) reviewing how state-of-the-art development is being conducted in the
context of ongoing organizational work (practice context); and (3) summarizing previous research
that has implications for leadership development (research context). The overall purpose is to
bridge the practice and science of leadership development by showing the importance of building
both human and social capital in organizations. Specific practices that are reviewed include 360-
degree feedback and executive coaching, mentoring and networking, and job assignments and
action learning. Practices and research are framed in terms of a general need to link leader
development, which is primarily based on enhancing human capital, with leadership development
that emphasizes the creation of social capital in organizations.
In the traditional organization—the organization of the last one hundred
years—the skeleton or internal structure, was a combination of rank and
power. In the emerging organization, it has to be mutual understanding and
responsibility.
—Peter F. Drucker, Managing in Times of Great Change
Interest in leadership development appears to be at its zenith. One indicator of
this interest is seen in survey results highlighting the increased attention and re-
sources given to leadership development (The Conference Board, 1999). Many
organizations are viewing leadership as a source of competitive advantage and are
investing in its development accordingly (McCall, 1998; Vicere & Fulmer, 1998).
* Direct all correspondence to: David V. Day, Department of Psychology, The Pennsylvania State
University, University Park, PA 16802; e-mail: [email protected]
Leadership Quarterly, 11(4), 581–613.
Copyright 2001 by Elsevier Science Inc.
All rights of reproduction in any form reserved.
ISSN: 1048-9843
582 LEADERSHIP QUARTERLY Vol. 11 No. 4 2000
Another indicator of the burgeoning interest in leadership development is the
number of current publications on the topic. One of the most notable offerings is the
Center for Creative Leadership Handbook of Leadership Development (McCauley,
Moxley, & Van Velsor, 1998), which summarizes much of what Center researchers
and trainers have learned about leadership development over the past 30 years. In
addition, there are a number of recently published books and book chapters devoted
to various aspects of leadership development (e.g., Conger & Benjamin, 19 ...
LEADERSHIP DEVELOPMENTA REVIEW IN CONTEXTDavid V. Day.docxjeremylockett77
LEADERSHIP DEVELOPMENT:
A REVIEW IN CONTEXT
David V. Day*
The Pennsylvania State University
Interest in leadership development is strong, especially among practitioners. Nonetheless, there
is conceptual confusion regarding distinctions between leader and leadership development, as
well as disconnection between the practice of leadership development and its scientific foundation.
The present review examines the field of leadership development through three contextual
lenses: (1) understanding the difference between leader development and leadership development
(conceptual context); (2) reviewing how state-of-the-art development is being conducted in the
context of ongoing organizational work (practice context); and (3) summarizing previous research
that has implications for leadership development (research context). The overall purpose is to
bridge the practice and science of leadership development by showing the importance of building
both human and social capital in organizations. Specific practices that are reviewed include 360-
degree feedback and executive coaching, mentoring and networking, and job assignments and
action learning. Practices and research are framed in terms of a general need to link leader
development, which is primarily based on enhancing human capital, with leadership development
that emphasizes the creation of social capital in organizations.
In the traditional organization—the organization of the last one hundred
years—the skeleton or internal structure, was a combination of rank and
power. In the emerging organization, it has to be mutual understanding and
responsibility.
—Peter F. Drucker, Managing in Times of Great Change
Interest in leadership development appears to be at its zenith. One indicator of
this interest is seen in survey results highlighting the increased attention and re-
sources given to leadership development (The Conference Board, 1999). Many
organizations are viewing leadership as a source of competitive advantage and are
investing in its development accordingly (McCall, 1998; Vicere & Fulmer, 1998).
* Direct all correspondence to: David V. Day, Department of Psychology, The Pennsylvania State
University, University Park, PA 16802; e-mail: [email protected]
Leadership Quarterly, 11(4), 581–613.
Copyright 2001 by Elsevier Science Inc.
All rights of reproduction in any form reserved.
ISSN: 1048-9843
582 LEADERSHIP QUARTERLY Vol. 11 No. 4 2000
Another indicator of the burgeoning interest in leadership development is the
number of current publications on the topic. One of the most notable offerings is the
Center for Creative Leadership Handbook of Leadership Development (McCauley,
Moxley, & Van Velsor, 1998), which summarizes much of what Center researchers
and trainers have learned about leadership development over the past 30 years. In
addition, there are a number of recently published books and book chapters devoted
to various aspects of leadership development (e.g., Conger & Benjamin, 19.
A leadership critique :TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPStanbic IBTC
This document provides an overview and critique of transactional and transformational leadership styles. It discusses how transactional leadership focuses on contingent reinforcement and management by exception, while transformational leadership inspires followers and elevates their interests. The document analyzes debates around whether these styles are alternatives or can be complementary. It also examines situational factors and how both styles may be effectively applied depending on the context and followers involved.
The document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
For the Good or the Bad Interactive Effects of Transformation.docxAKHIL969626
For the Good or the Bad? Interactive Effects of Transformational
Leadership with Moral and Authoritarian Leadership Behaviors
Sebastian C. Schuh • Xin-an Zhang •
Peng Tian
Received: 16 July 2012 / Accepted: 7 September 2012 / Published online: 24 September 2012
� Springer Science+Business Media B.V. 2012
Abstract Although the ethical aspects of transformational
leadership have attracted considerable attention, very little is
known about followers’ reactions to the moral and immoral
conduct of transformational leaders. Against this background,
this study examined whether and how transformational lead-
ership interacts with moral and authoritarian leadership
behaviors in predicting followers’ in-role and extra-role
efforts. Building on attribution theory, we hypothesized that
the positive and negative effects of these leadership behaviors
would be particularly pronounced for highly transformational
leaders given that this leadership style elicits strong attention
and sense-making efforts among followers. We tested our
model in a sample of 228 individuals comprising 114 leader–
follower dyads from a wide range of organizations and
industries. In line with our hypotheses, results revealed that for
highly transformational leaders, moral leadership behaviors
related positively to employees’ in-role and extra-role efforts
whereas authoritarian leadership behaviors related negatively
to employees’ in-role and extra-role efforts. In contrast, moral
and authoritarian leadership behaviors did not significantly
affect followers’ reactions to leaders low in transformational
leadership. Taken together, these findings suggest that trans-
formational leadership, contrary to its largely positive per-
ception in the literature, can be a rather mixed blessing.
Implications for theory, future research, and managerial
practice are discussed.
Keywords Authentic transformational leadership �
Authoritarian leadership � Extra-role performance �
In-role performance � Moral leadership �
Pseudo-transformational leadership
When it comes to severe wrongdoings in the organizational
domain, it is not uncommon that leaders who had been
praised as visionary and transformational play a crucial
role (Bass 2008). Indeed, whereas transformational lead-
ership has often been regarded as a leadership behavior that
considers and emphasizes ethical standards (Burns 1978),
several scholars have questioned its inherent morality
(Bass and Steidlmeier 1999; Conger and Kanungo 1998;
Price 2003). Specifically, they have pointed out that
transformational leadership behaviors (e.g., vision, inspi-
ration, and role modeling; Bass 1985) do not have to be
applied in the interest of the common good. Indeed, these
behaviors seem to be equally effective in pursuing immoral
purposes and to increase the personal power and status of
the leader. As Price (2003) posited, transformational
behaviors are ‘‘morally neutral’’ (p. 70) and whether they
are used ...
This document provides an overview of leadership theories from past to present. It discusses early trait and behavioral theories that studied leader characteristics and styles. Contingency theories examined how leadership effectiveness depends on situational factors. Contemporary theories include transformational leadership focusing on inspiring followers and information processing perspectives analyzing cognition. New areas of study examine biological and evolutionary influences on leadership. The document defines leadership as an influence process between leaders and followers aiming for real change. It distinguishes leadership from similar concepts of power and management.
A Study About The Leadership Styles Of Public And Private SchoolsJim Jimenez
This study examined the relationship between task-oriented and people-oriented leadership styles of principals in public and private schools in Lahore, Pakistan. Data was collected through surveys from 149 principals, 85 from public schools and 64 from private schools. Factor analysis revealed two dimensions of leadership styles: task orientation and people orientation. Results showed private school principals were more task-oriented and people-oriented than public school principals. Public school principals exhibited a more laissez-faire leadership style. The study provides insight into differences in leadership styles between public and private school principals.
Dwight
Evaluation
Leadership style assessments certainly have a place within the organization. The effectiveness of a leadership style assessment will depend on what type of assessment and what the organizational needs are. Multi-source feedback assessments are supposed to give a 360 degree look at a leader and give the organization a valuable outcome in the evaluation of the leader (MacKie, 2015). Using multi-source feedback assessments can be extremely beneficial as long as the assessment is properly paired with the organizational goals and needs. Assessing a leader from multi perspectives is truly a holistic approach. But, organizations need to recognize that no leadership style assessment is not without its limitations.
Next, the behavior approach is one of four approaches to leadership. Three of which all have weaknesses; traits, skills, and behavior. But the fourth approach to leadership, the situational approach demonstrates the flexibility of a leader (Northouse2016, 2016). In today’s dynamic and complex business environment, flexible leaders bring the most value to an organization. The situational approach allows the leader to apply the other three approaches given the circumstances. As an Army leader I found this approach to be extremely effective while leading in combat and non-combat situations.
Explanation of Usefulness
Of equal importance is the usefulness leadership style assessments and the behavior approach have on an organization. Once an organization has clearly defined the goals and purpose of conducting an assessment, and then subsequently the correct assessment is used, the results will certainly help the organization. In this case, using an assessment to evaluate the benefits of a behavior approach to leadership will allow the organization to determine what needs to be done, how it needs to be done, and how fast it needs to be done (Saxena, 2014). Additionally, the behavior approach (if the relationship behavior is used), can give subordinates the motivation needed to achieve the desired outcome through a better understanding of themselves.
Explanation of Impact
The impact of leadership assessments on an individual can be positive or negative. Again, this directly correlates to the goals and expectations of the organization when the assessment is implemented. For the individual, it could potentially identify strengths and weaknesses. Thus, giving the individual the opportunity to grow and learn from the assessment. Simultaneously, the organization discovers how these strengths and weaknesses fit into the organization’s goals. Once they have identified where and how an individual nest into the organization, a holistic approach to achieving those goals can be developed (Northouse2016, 2016). In comparison, using a behavior approach assessment will yield valuable information about subordinates’ behavior patterns. Which equates to the organization knowing and understanding their employees. Understanding behavio.
Comprehensıve Evaluatıon of The Impact of Female Managers On Followers Under ...AJHSSR Journal
ABSTRACT: Leadership, which is a widely researched topic and plays an important role in different
disciplines, is discussed in a broad scope ranging from social organizations, education, politics, to philosophy.
Technological, cultural and socio-economic developments have transformed the leadership paradigm and the
expectations of the followers. To adapt to these transformations and achieve positive outcomes in organizations,
a new perspective such as authentic leadership is needed. Authentic leadership means that the leader acts in
harmony with himself and others, stays loyal to his values and builds trust with his followers. Authentic
leadership also emphasizes that the leader needs to constantly improve himself, be original and creative, share
his vision and adhere to ethical values. In this study, many academic studies were examined in order to
comprehensively evaluate the impact of women managers on the followers under the authentic leadership
paradigm. Based on the post-modern leadership theory, it is aimed to comprehensively evaluate the four
dimensions of authentic leadership basic components of women managers, which are self-awareness, balanced
and unbiased processing of information, internalized moral perspective and relational transparency, and their
impact on the followers. Considering the relationship between women managers and their relational
Hi. i have research about the relationship between leadership lemodi11
This summary provides an overview of transformational leadership theory:
Transformational leadership is a process that changes and transforms people through exceptional influence. It involves engaging with followers in a way that raises motivation and morality in both leader and follower. In contrast to transactional leadership which focuses on exchanges, transformational leadership focuses on inspiring followers and helping them reach their fullest potential. Examples of transformational leaders include Gandhi and Ryan White. Research shows transformational leadership can result in positive psychological gains for both leaders and followers.
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
Leadership in OrganizationsIntroductionLeadership is conside.docxsmile790243
Leadership in Organizations
Introduction
Leadership is considered to be the key requirement to have in any organization, because leadership involves the three main factors in any successful organization, which are influence, exercise of power and the achievement of objectives. In any organization, finding employees with outstanding leadership qualities is very crucial (Collins, 2011). “A leader is one who knows the way, goes the way, and shows the way” (Maxwell, 2009) which means that a person with great leadership skills can guide people to the right path of success. This report will cover the importance of having leadership skills inside organizations. The report will explain the definition of leadership, leadership qualities, and finally leadership styles.
Leadership
What is leadership? There is no absolute definition of what leadership is; however, there are common features that characterize its definition. Simply put, leadership can be defined as the process of influencing and directing people to accomplish a certain goal. Daft (1998) defined leadership as the art of influencing people to achieve certain goals. “Leadership is the ability to take an average team of individuals and transform them into superstars. The best leader is the one who inspires his workers to achieve greatness each and every day” (Falk, 2011) thus, leadership is very important in organizations, without leaders, no goals would be achieved, no employees would be trained, and productivity in organizations would move too slowly. Leadership and management go hand in hand, they have a lot of mutual factors; however, they do differ in their main roles. Mangers arrange, plan, coordinate, rely on control, ask questions such as how and when and mangers have short-range view. On the other hand, leaders, inspire, motivate, develop, rely on trust, leaders ask questions such as what and why and they have long-range view.
Leadership Qualities
There are certain qualities that every leader should have in order to be successful and productive. A person with leadership qualities must be as follows. Successful leaders have the quality of planning, Research confirms that a leader spends 80 per cent of his/her time in planning, while 20 per cent in implementation, and they leave nothing to chance (Keller, 2011). Also, a leader must have the quality of decision-making leaders have to make decisions and choices and do not wait for someone else to make these decisions for them. Leaders have to be good in social intelligence, as they have to be good at communicating with other people and being good listeners. Leaders must have vision to see what others don't see, they have to accept criticism and establish plans to achieve their goals. A leader should be intelligent, although, being a leader does not require being a genius, but a leader should have above-average intelligence, they have to be well positioned to deal with various information and difficult situations. Leaders of course sho ...
International Journal of Humanities and Social Science Invention (IJHSSI)inventionjournals
This document discusses a study that examined the relationship between strategic leadership actions and success among university deans in Malaysia and the United States. The study found:
1) A survey instrument called the Strategic Leadership Questionnaire (SLQ) was found to reliably measure four strategic leadership action sets (transformational, managerial, ethical, political) and leader success.
2) Successful leaders were found to use a wider variety of strategic leadership actions than less successful leaders.
3) There were significant differences between the strategic leadership actions used by successful vs less successful deans in both Malaysian and American universities.
Theories Of Leadership And Leadership TheoriesKrystal Green
The document discusses and compares three popular leadership theories: situational leadership, trait theory, and transformational leadership. Situational leadership, developed by Hersey and Blanchard, focuses on altering leadership style based on the situation and development level of subordinates. Trait theory examines the characteristics and personality traits effective leaders possess. Transformational leadership centers on inspiring and motivating followers through empowerment and satisfaction.
Group 9's presentation covered various topics related to leadership including:
1. Definitions of leadership from different sources and theorists.
2. Theories of leadership evolution over time from trait theories to current situational, transformational, and environmental leadership theories.
3. Contexts of leadership in organizations, management, groups, and other species.
4. Styles of leadership including autocratic, participative, and laissez-faire with their characteristics and appropriate contexts.
Perception of civil servants on performance : An Emperical Analysis of Indone...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
18 Volume 18, Issue 1, March 2017 Review of.docxdrennanmicah
This document summarizes and categorizes different leadership styles. It begins by defining leadership and outlining key attributes of effective leadership according to research. It then defines what a leadership style is, noting that a style involves how a leader intentionally influences followers towards goals. The document reviews early theories like trait-based and skills-based styles, as well as situational leadership theory. It concludes by presenting a graphic categorization of leadership styles based on seminal research from Lewin, Lippit and White from 1939.
T h e J o u r n a l o f D e v e l o p i n g A r e .docxperryk1
T h e J o u r n a l o f D e v e l o p i n g A r e a s
Special Issue on Sydney Conference Held in April 2015
Volume 49 No. 6 2015
THE EMERGING ROLE OF
TRANSFORMATIONAL LEADERSHIP
Mostafa Sayyadi Ghasabeh
Claudine Soosay
Carmen Reaiche
University of South Australia, Australia
ABSTRACT
This paper presents a literature review of leadership over the years and the emerging role of
transformational leadership. We also argue that this form of leadership is appropriate in the context
of globalized markets, where there is increasing diffusion of goods, services, values and technologies
globally, which results in the convergence of societies toward a uniform pattern of economic,
political and cultural organization. There are various issues and consideration existing in the
leadership literature as “the core of the criticism in the literature is that organisations of all sorts
(corporations, government agencies, and not-for-profit organisations) tend to be over-managed
(and/or over-administrated) and under-led” (Mills 2005, p.19). Mills (2005) highlights the vital
importance of leadership in both political and business areas, and argues that organisations in both
areas, in the absence of effective leadership, are not capable of effectively implementing changes at
the organisational level. This paper adopts a conceptual approach aiming to convey the importance
of transformational leadership amongst other styles. In this paper, we review the role of leadership
in the business area and establish the need to investigate transformational leadership, as an ideal
leadership form in enabling firms to accomplish sustainable competitiveness as they operate in global
markets. Based on the various leadership theories discussed be further argued that leadership is highly
essential for business organisations to achieve a sustained change and eventually higher degree of
effectiveness, especially when operating in global markets. Transformational leadership, comprising
characteristics of idealised influence, individualised consideration, intellectual stimulation, and
inspirational motivation has been found to have implications for higher leadership effectiveness in
new market environments and production locations. Various empirical studies highlighted
transformational leadership as an enabler of innovation. To demonstrate the role of transformational
leadership in organizational innovation, it can be argued that these leaders facilitate the generation
of new knowledge and ideas through applying intellectual stimulation aspect that motivates
employees to approach organizational problems in a more novel approach. Accordingly, we establish
the appropriateness of transformational leadership as a managerial-based, output-based as market-
based competency for firms in globalized markets. We conclude by providing suggestions and scope
for empirical investi.
LEADERSHIP DEVELOPMENTA REVIEW IN CONTEXTDavid V. Day.docxcroysierkathey
LEADERSHIP DEVELOPMENT:
A REVIEW IN CONTEXT
David V. Day*
The Pennsylvania State University
Interest in leadership development is strong, especially among practitioners. Nonetheless, there
is conceptual confusion regarding distinctions between leader and leadership development, as
well as disconnection between the practice of leadership development and its scientific foundation.
The present review examines the field of leadership development through three contextual
lenses: (1) understanding the difference between leader development and leadership development
(conceptual context); (2) reviewing how state-of-the-art development is being conducted in the
context of ongoing organizational work (practice context); and (3) summarizing previous research
that has implications for leadership development (research context). The overall purpose is to
bridge the practice and science of leadership development by showing the importance of building
both human and social capital in organizations. Specific practices that are reviewed include 360-
degree feedback and executive coaching, mentoring and networking, and job assignments and
action learning. Practices and research are framed in terms of a general need to link leader
development, which is primarily based on enhancing human capital, with leadership development
that emphasizes the creation of social capital in organizations.
In the traditional organization—the organization of the last one hundred
years—the skeleton or internal structure, was a combination of rank and
power. In the emerging organization, it has to be mutual understanding and
responsibility.
—Peter F. Drucker, Managing in Times of Great Change
Interest in leadership development appears to be at its zenith. One indicator of
this interest is seen in survey results highlighting the increased attention and re-
sources given to leadership development (The Conference Board, 1999). Many
organizations are viewing leadership as a source of competitive advantage and are
investing in its development accordingly (McCall, 1998; Vicere & Fulmer, 1998).
* Direct all correspondence to: David V. Day, Department of Psychology, The Pennsylvania State
University, University Park, PA 16802; e-mail: [email protected]
Leadership Quarterly, 11(4), 581–613.
Copyright 2001 by Elsevier Science Inc.
All rights of reproduction in any form reserved.
ISSN: 1048-9843
582 LEADERSHIP QUARTERLY Vol. 11 No. 4 2000
Another indicator of the burgeoning interest in leadership development is the
number of current publications on the topic. One of the most notable offerings is the
Center for Creative Leadership Handbook of Leadership Development (McCauley,
Moxley, & Van Velsor, 1998), which summarizes much of what Center researchers
and trainers have learned about leadership development over the past 30 years. In
addition, there are a number of recently published books and book chapters devoted
to various aspects of leadership development (e.g., Conger & Benjamin, 19 ...
LEADERSHIP DEVELOPMENTA REVIEW IN CONTEXTDavid V. Day.docxjeremylockett77
LEADERSHIP DEVELOPMENT:
A REVIEW IN CONTEXT
David V. Day*
The Pennsylvania State University
Interest in leadership development is strong, especially among practitioners. Nonetheless, there
is conceptual confusion regarding distinctions between leader and leadership development, as
well as disconnection between the practice of leadership development and its scientific foundation.
The present review examines the field of leadership development through three contextual
lenses: (1) understanding the difference between leader development and leadership development
(conceptual context); (2) reviewing how state-of-the-art development is being conducted in the
context of ongoing organizational work (practice context); and (3) summarizing previous research
that has implications for leadership development (research context). The overall purpose is to
bridge the practice and science of leadership development by showing the importance of building
both human and social capital in organizations. Specific practices that are reviewed include 360-
degree feedback and executive coaching, mentoring and networking, and job assignments and
action learning. Practices and research are framed in terms of a general need to link leader
development, which is primarily based on enhancing human capital, with leadership development
that emphasizes the creation of social capital in organizations.
In the traditional organization—the organization of the last one hundred
years—the skeleton or internal structure, was a combination of rank and
power. In the emerging organization, it has to be mutual understanding and
responsibility.
—Peter F. Drucker, Managing in Times of Great Change
Interest in leadership development appears to be at its zenith. One indicator of
this interest is seen in survey results highlighting the increased attention and re-
sources given to leadership development (The Conference Board, 1999). Many
organizations are viewing leadership as a source of competitive advantage and are
investing in its development accordingly (McCall, 1998; Vicere & Fulmer, 1998).
* Direct all correspondence to: David V. Day, Department of Psychology, The Pennsylvania State
University, University Park, PA 16802; e-mail: [email protected]
Leadership Quarterly, 11(4), 581–613.
Copyright 2001 by Elsevier Science Inc.
All rights of reproduction in any form reserved.
ISSN: 1048-9843
582 LEADERSHIP QUARTERLY Vol. 11 No. 4 2000
Another indicator of the burgeoning interest in leadership development is the
number of current publications on the topic. One of the most notable offerings is the
Center for Creative Leadership Handbook of Leadership Development (McCauley,
Moxley, & Van Velsor, 1998), which summarizes much of what Center researchers
and trainers have learned about leadership development over the past 30 years. In
addition, there are a number of recently published books and book chapters devoted
to various aspects of leadership development (e.g., Conger & Benjamin, 19.
Similar to 9348-Article Text-18322-1-10-20210715.pdf (19)
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
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You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
1. A LITERATURE REVIEW ON LEADERSHIP STYLES AND FRAMEWORK
(An Interpretive Study)
PJAEE, 18 (8) (2021)
3111
Ms.Priyanka Jain1
, Dr Ashok Luhar2
. A LITERATURE REVIEW ON LEADERSHIP STYLES
AND FRAMEWORK– Palarch’s Journal Of Archaeology Of Egypt/Egyptology 18(8), 3111-
3115. ISSN 1567-214x
Keywords: Leadership styles, Higher Education , Leaders
Keywords: Archaeological site, Bangarh,Devkot,Banasur, Banraja,Kotivrsha etc.
Keywords: Archaeological site, Bangarh,Devkot,Banasur, Banraja,Kotivrsha etc.
A LITERATURE REVIEW ON LEADERSHIP STYLES AND
FRAMEWORK
Ms.Priyanka Jain1
, Dr Ashok Luhar2
1
Research Scholar,DTSS College
2
Research Guide,DTSS College
ABSTRACT
To be an effective leader influences, followers in the direction in which to achieve goals and
objectives. The results from the literature is that different leadership styles may have an impact on
the effectiveness and efficiency of an organization. The purpose of this paper is to analyse the
literature review of the different styles of leadership. What are the different leadership styles have
been developed over a period of time. The information has been obtained after reading many
articles, research papers in leadership styles, and of a variety of magazines, journals, and books. In
addition, research has suggested that transformational and transactional leadership styles are more
important, because of, relating to, these styles of leadership, and lot of study is done
Introduction
For the management of organisations, easy, effective, and efficient, and the
most important and valuable source of information to the organizations is
human resources. The success of an organization depends on a trustworthy,
honest, loyal, and great managers and co-workers. Leadership in any
organization, at any level, and the success or failure of any organization depends
upon the quality of its leadership, in particular, of the top management team. In
this game, at a time when the world is a global village, the companies are
considered to be competing on the basis of the human resource capabilities. The
concept of leadership, it is not a new concept in the field of social research. In
the past few years, the field of leadership has been extensively studied, more
than any other area of human resource management
Theoretical Framework
The study of leadership has been an important and central part of the literature
on management and organization behavior for several decades. Indeed, no other
role in organizations has received more interest than that of the leader .The
concept of leadership has been studied since ages dating back to the times of
Plato, Caesar (Bass, 1981). Over the years, researchers have generated a surplus
of work and data that adds value in the field of leadership research. Although
leadership is just an expression that is often used in conversation and is
frequently described by various adjectives such as good leadership, influential
2. A LITERATURE REVIEW ON LEADERSHIP STYLES AND FRAMEWORK
(An Interpretive Study)
PJAEE, 18 (8) (2021)
3112
leadership, effective leadership, poor leadership and bad leadership. Most
scholars have come to the conclusion that the concept of leadership does not
attribute to one specific definition.
Literature review of different scholars in social sciences have highlighted a
variety of leadership styles
1) Autocratic Leadership Style
In the autocratic leadership style, also called dictatorship, the leaders are the
focal point of power and regard their decisions and judgement as supreme
(Burke et al., 2006; Vigoda-Gadot, 2007). The style has its roots in the
transactional theory, which accentuates the relationships that exist between
leaders and their followers. In this case, followers perform because of the
reward systems or punishment for non-compliance (Burke et al., 2006; Rad &
Yarmohammadian, 2006). The disadvantages of the autocratic leadership style
appear to outweigh the advantages. For that reason, the autocratic leadership
style is not popular among employees (and colleagues) in most organisations. If
used in organisations, the leaders may apply it accidentally. The literature
identifies the democratic leadership style as the complete opposite of the
autocratic leadership style.
2) Laissez-faire Leadership Style
With regard to the laissez-faire leadership style, the leader does not directly
supervise the members, and does not rely on regular communication or
feedback. Specifically, it allows the members total autonomy and self-rule to
make decisions that relate to the completion of the assignment (Eagly,
Johannesen-Schmidt & Van Engen, 2003; MacBeath, 2005; Rad &
Yarmohammadian, 2006). However, the leader is available to offer guidance at
any point should the members request assistance (Eagly, Johannesen-Schmidt &
Van Engen, 2003)
3) Transformational Leadership Style
According to Gumusluoglu and Ilsev (2009), the transformational leadership
theory was introduced by Burns in 1978 and has since attracted a great deal
research attention. Transformational leadership comprises four elements, that is,
‗charismatic role modelling, individualised consideration, inspirational
motivation and intellectual stimulation‘ (Gumusluoglu & Ilsev, 2009:462).First,
utilising charisma, leaders instigate high regard, reverence and allegiance, and
emphasise having one shared mission. Second, individualised consideration is
whereby leaders establish their own relationships with followers, and cater for
individual differences, needs, skills and desires. Third, inspirational motivation
is whereby the leader clearly communicates the vision for the future,
demonstrates how goals can be attained, and instils followers‘ zeal to achieve
goals. Finally, intellectual stimulation is whereby leaders widen and raise the
welfare of followers and motivate them to be highly innovative (Hayward, Goss
& Tolmay, 2004; Leach, 2005; Kirkbride, 2006; Gumusluoglu & Ilsev, 2009).
The effectiveness of the transformational leadership style may be complemented
by the transactional leadership style. In the next subsection, the transactional
leadership style is discussed.
4) Transactional Leadership Style
Transformational and transactional leadership styles complement each other,
but there are a few noteworthy differences (Bass & Avolio, 1993). The former
leadership style is also referred to as managerial leadership. It is a style in which
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the leader ensures conformity or reverence of the staff, using both rewards and
punishments, thus followers are motivated through exchange, e.g. a follower
may be motivated to complete a task to obtain rewards or preferences (Hayward,
Goss & Tolmay, 2004; Vigoda-Gadot, 2007; Yang, 2007; Nielsen et al., 2008).
In contrast, transformational leaders focus on relationships to ensure
organisational commitment and collectivism (Einarsen, Aasland & Skogstad,
2007; Gumusluoglu & Ilsev, 2009; Bushra, Usman & Naveed, 2011). These
leaders endeavour to get a sense of the followers‘ needs and motivate followers
towards predetermined goals. Thus, they are distinguished by their flexibility in
decision-making and making changes as followers work to attain required
outcomes.
5) Charismatic Leadership Style
The charismatic leadership style is rooted in a form of boldness, bravery or
extreme of personality, more or less of celestial origin (Burke et al., 2006;
Avolio, Walumbwa & Weber, 2009). It was one of the leadership styles
propounded by Max Weber in 1947. It assumes that charm and grace result in a
huge following, self-belief is a fundamental need of leaders and members follow
those leaders whom they have a high regard for instead of any external form of
power (Chen & Silverthorne, 2005; Lee, 2005; Hannah et al., 2008). The
charismatic leadership style is quite common in church organisations.
6) Democratic Leadership Style
The democratic leadership style, also known as participative leadership style,
derives its roots from the Transformational theory (Burke et al., 2006; Rad &
Yarmohammadian, 2006; Vigoda-Gadot, 2007). In this style, leadership focuses
on change, visionary leadership and enhancing individual and organisational
outcomes. Members are given the chance to build up their leadership skills,
participate in leadership and contribute to decision-making (Vigoda-Gadot,
2007). This leadership style is arguably more efficient than autocratic leadership
(MacBeath, 2005). Employees feel their opinions, suggestions and ideas are
taken into consideration. Although members enjoy a certain 28 level of
autonomy, it works effectively in situations where members a highly skilled,
passionate and more satisfied about their job as is the situation where the
laissez-faire leadership style is utilised.
7) Visionary Leadership
Luhrmann and Eberl, 2007; Yukl, 2006), and it is important to note that
visionary leaders utilize transformational behaviors and characteristics.
However, according to Sashkin and Sashkin (2002), visionary leaders also
display behaviors (i.e. confidence, pro-social power behaviors, and
organizational capabilities) that are “necessary for followers themselves to have
the knowledge, skills, and abilities” (p. 129) to achieve organizational goals
Visionary leaders develop their own personal vision then merge it into a shared
vision with their colleagues. Communication of the vision is what empowers
people to act. When people do not act, it tends to be because the vision has not
been clearly communicated; people spend their time trying to figure out what
direction to go, which makes them tired and unresponsive (Heath and Heath,
2010).
8) Situational Leadership
This type of Leadership demand that leaders vary their behavior and leadership
style according to their subordinate’s commitment. (Kindle, 2009) Situational
leadership is the mixture task behavior, worker commitment and relation
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behavior. Studies show that the success of situational leadership style is related
to the combination of these three components must happen; it allows openness
between leaders and members in addition to ensure an independence and
competence in employee’s decision. A situational leader tries to discover the
characteristics of his/her follower in order to know which leadership style to use
with him/her. (Farmer, 2012)
9) Servant leadership
Servant leader work silently behind scenes and accepted criticism in positive
way. Servant leader does not act defensive when confronted (Sendjaya et al.,
2008).The patience, kindness, gentleness, empathy and persuasion as
dimensions of servant leadership were given by (Covey, 2006). While, Carroll
and Patterson (2014) termed altruism, humility, trust, vision, empowerment,
service and agapolove as different dimensions of servant leadership. Servant
leader takes a moral stand for ends and means and establish these throughout the
organization. This helps to establish the culture that accepts and follows the
strong values (Sendjaya et al., 2008).
10) Participative leadership
Participative leadership should nurture high levels of cognitive trust in
subordinates, as its provision is likely to influence their perceptions of their
supervisor’s knowledge, skills and competency in dealing with task-related
problems. For example, by encouraging participation in decision-making,
supervisors should make their subordinates feel more confident in their ability
and competence to guide their task performance (Dirks & Ferrin 2002).
Affective trust refers to that which results from the emotional ties developed
between two parties within a relationship as they engage in a process of
reciprocal social exchange (Schaubroeck, Lam, & Peng 2011). By providing
opportunities and support to take responsibility and participate in decision-
making, participative leaders should elicit affective trust in their subordinates
through the develop/ment of a close emotional bond between the two parties
(Huang et al. 2010). This should make subordinates more comfortable to offer
their suggestions and get involved in the process of decision-making, and lead
them to reciprocate by engaging in work-related behaviors desired by the
supervisor such as job performance (Dirks & Ferrin 2002).
Conclusion
After reading all of the literature on the subject of leadership, it becomes clear
that it is a responsible and appropriate management is critical to the success of
any organization. Each and every organization has the need for effective leaders
to determine the effectiveness of organizations by increasing job satisfaction,
productivity, and engagement of the students. Even though there is a lot of
research on effective leadership styles, there are some researchers who argue
that the intersection of transformational and transactional leadership, is the best
guide available to the world as it is today. Some researchers argue that effective
leadership requires a balance between the transformational and transactional
leadership. It is well known that, in the face of a leader of change, and in order
to be an effective leader, you must embrace the changes that they face. It is not
only an ideal style of leadership, which can be used for each of the questions,
since a person can have more knowledge and experience in one situation but not
in another. To be an effective leader needs to be open, to be able to accept
feedback and adapt their style of leadership is required. To sum up, the changes
are necessary if the organization wants to keep up with the times.
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