I have done of the Introduction, which have attached in the files. The introduction may change by myself after your finished the Mainbody and Conclusion. You need to refer to my report plan and the introduction, to keep on writing the mainbody and conclusion. You are welcome to make any changes which will be good to the report, but the report needs to be look like written by the same person.
The structure of the Main body: The Leadership Framework
The Leadership Framework is a set of questions designed to help you think about complex problems and the leadership needed to address them.
•What is the problem? Why is it a problem? In what ways is this a ‘wicked’ problem?
•What change is needed to solve/address this problem?
•Who are the leaders who can influence change in relation to this problem?*
•What are the challenges they face? What are the barriers to change?
•What actions have leaders taken/are they taking? How effective have they been?
•What more could they do? What could they do differently?
* You must identify at least 3 leaders, who may be individuals, groups or organisations.
Research findings (1700 words approx)
This is the main body of your report. In it you should:
• Set out your research findings (primary and/or secondary) – compare, evaluate, analyse. Remember that any primary research you’ve done should help you address the problem you’ve identified/leadership questions above, and should add something beyond what can be found in secondary sources
• Examine the relationship between different sources, including your primary sources, if you have them, and secondary sources
o in what ways do your different sources complement each other/agree/disagree/offer different points of view on the problem
o how and in what ways does your primary research reflect/bear out the secondary research?
o can you use the secondary sources to help you analyse your primary sources?
o is there any conflict between sources, including primary and secondary sources?
Address leadership questions:
o Who are the leaders who can influence change in relation to this problem? (You should consider a range of leaders – at least 3 – remembering that leaders can be groups or organisations, not just individuals)
o Given this is a wicked problem, what does that tell us about the kinds of leadership approaches that might be required?
o What are the challenges leaders face?
o What are the barriers to change?
o What actions have leaders taken?
o How effective have they been? (evaluate/analyse/compare)
• Remember also that we’re looking for evidence that you can reshape your material – use the research you’ve done to help you address the problem you’ve identified, and the related leadership questions.
• Don’t worry if you find anomalies/problems, as long as you
a) face up to/identify them and
b) try to account for them (this may be in your conclusion?)
Conclusions/Outcomes (500 words approx)
Covers the final question in the Leadership Framework: What actions could leaders take to bring about change in relation to the problem you identified at the start? or, put another way, what leadership approaches might be tried in response to this wicked problem?
Remember to maintain your leadership focus, and make sure you return to reflect upon the leadership questions and the evidence gathered from your primary and secondary research.
Include your suggestions/recommendations for future actions to bring about change in relation to the problem identified.
Please note, the word counts above are approximations. You might find you need to write a bit more in your conclusion, and less in your introduction. However you use the word count across the complete report, remember the upper word limit is 3,500 words.
We can write this or a similar paper for you! Simply fill the order form!
Week 8 Journal & IDP
Leadership Journal
ANSWER THE FOLLOWING QUESTIONS:
1. Provide the scores for your Turning Point self-assessment questionnaire. Identify at least one insight you gained from your results of the Collaborative Leadership self-assessment questionnaire that you think can help you be a more effective collaborator in your group work in this course.
The six self-assessment questionnaires are:
• Assessing the Environment – MY SCORE: 62
• Creating Clarity: Visioning and Mobilizing – MY SCORE: 65
• Building Trust – MY SCORE: 68
• Sharing Power and Influence – MY SCORE: 67
• Developing People – MY SCORE: 68
• Self-Reflection – MY SCORE: 68
2. What are the implications of the Turning Point self-assessment on your IDP?
3. How can you leverage your leadership strengths to foster collaboration with external partners?
USE THIS Websites
•Turning Point http://www.turningpointprogram.org
The Turning Point program was developed to transform and strengthen the public health system in the United States. It is no longer active, although the Web site provides archived resources available for download and use.
•Collaborative Leadership Self-Assessment Questionnaire http://www.collaborativeleadership.org/pages/pdfs/CL_self-assessments_lores.pdf
This Web site provides you access to the self-assessment assignment you are required to complete this week. You will report on your findings in your Leadership Journal. Print out the documents to fill out.
Please apply the Application Assignment Rubric when writing the Paper.
I. Paper should demonstrate an excellent understanding of all of the concepts and key points presented in the texts.
II. Paper provides significant detail including multiple relevant examples, evidence from the readings and other sources, and discerning ideas.
III. Paper should be well organized, uses scholarly tone, follows APA style, uses original writing and proper paraphrasing, contains very few or no writing and/or spelling errors, and is fully consistent with doctoral level writing style.
IV. Paper should be mostly consistent with doctoral level writing style.
Scores for Turning point self-assessment questionnaires are as follows
Assessing the environment:-62
Creating Clarity: Visioning and mobilizing:-65
Building trust:-68
Sharing power and influence:-67
Developing people:-68
Self-reflection:-68
Turning point program was insightful as it increased self-awareness on leadership skills and attitude and how they impact to my surrounding collaborative leadership. For instance, the least scored in assessment was environment assessment and creation of clarity; both of which are integral aspects for a collaborative leader (Turning point, 2011).
The assessment indicated that revision of my IDP was necessary to achieve the set objectives. From the assessment, it was evident that working solely will present avoidable complexities. Therefore, it is important to routinely communicate with involved stakeholders (supervisors, colleagues and mentors) to ensure the expectations are attained and to reduce future unprecedented uncertainties. From the assessment, it is clear that collaboration enhances pooling of power; and through diversified thinking proficiency, grid blocks realized are overcome; thereby increasing the abilities to manage demanding issues (Turning point, 2011).
Collaborative leadership refers to the shared mutual relationship by two or more authorities with a shared concern. Some of the issues leveraged for collaborative leadership include egoism and great self-control (intolerance to wastage of resources) especially when dealing with urgent complicated matters. Secondly, sharing of information because is an open process could be challenging. This challenge is brought forth due to lack of trust. It is important to value and incorporate diversity. From the assessment, a collaborative leader should have high tolerance even when things seem to be out of control. The leader should be willing to share the glory with subordinates. He/she is diplomatic when solving conflicts and supports or critics diverse opinions. Collaborative leaders are ready to give each member space to contribute and do what they like to. In summation, they “listen, learn and lead” (Lash, 2012).
I need an essay in the following subject:
After you have read the required journal article (Houghton and Yoho, 2005), complete the following:
Identify and describe the key components of the contingency model of leadership as presented by the authors. Analyse the relationship between certain key contingency factors and outcomes, such as follower involvement, dependence, creativity, and psychological empowerment. Evaluate the findings of the authors compared to the theories covered this week with regards to creating and sustaining productive leadership.
The following conditions must meet in the paper
1) I want a typical and a quality answer which should have about 830 words.
2) The answer must raise appropriate critical questions.
3) The answer must include examples from experience or the web with references from relevant examples from real companies.
4) Do include all your references, as per the Harvard Referencing System,
5) Please don’t use Wikipedia web site.
6) I need examples from peer reviewed articles or researches.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
BL.ASS.W3
Houghton and Yoho (2005) present a contingency model of leadership that seeks to empower and encourage follower self-leadership. Key components of the model include follower development, task structure and situational urgency as well as how leadership approaches should be applied to make the model successful.
Employee empowerment and follower development results from the increased need for companies to compete efficiently given the modern competitive environment. This theory suggests increased involvement of employees through decentralized systems that allow them to be increasingly responsible for their own jobs. In linking this key contingency factor to the most appropriate approach to leadership, the authors note that the length of engagement between the employer and the employee determines the kind of leadership approach to adopt. Accordingly, transactional or directive leadership may apply for short-term engagements where efficiency is more important than follower development while a transformational leadership approach may apply for long-term engagements. This is highly applicable in real life as I have observed since employers who take on employees for short assignments such as laborers in the construction industry are less likely to be concerned about their development but more about their compliance and efficiency. On the other hand however, long-term employees often receive considerable investment on training and are likely to be more empowered. At PriceWaterHouse Coopers (PWC) for example, the employee-led strategy ensures that besides recruiting the most qualified candidates, training and continuous development of employees is given priority to ensure that the company remains at the top of competition (Macleod and Clarke, 2011).
Situational urgency is the second factor, which seeks to explain how the leadership approach may differ depending on the urgency of the situation. It puts fort that in crisis situations, the time for self-leadership capability development in followers is hardly available and therefore such urgency may call for utilization of a highly directive leadership style or transformational leadership style. A perfect example is in the police force where in responding to emergencies such as terrorist attacks, specific and directive orders may be necessary depending on the severity of the situation and the leader must therefore take charge to effectively coordinate the group; hence a directive style approach (Papworth, Milne and Boak, 2009). Empowering and transactional leadership approaches are more applicable in low urgency situations.
The last factor is the task environment which basically refers to how the task environment of the follower is structured or unstructured. Transactional leadership is deemed more applicable in well structured task situations while the directive approach would apply in unstructured task situations. In a factory setting where there is constant job rotation for example, it is difficult to have a structured job and directive leadership is therefore likely to apply; with followers taking instructions depending on their duty station.
The identified contingency factors have significant impact on outcomes within the organization including follower involvement, dependence, creativity, and psychological empowerment.
Empowerment and follower development has been proven to play a great role in promoting efficiency, creativity, follower involvement and psychological empowerment. According to Papworth, Milne and Boak (2009), employees who are empowered are more likely to ‘own’ their jobs and are therefore more committed to ensuring success. Furthermore, empowerment ensures that dependence is reduced and that employees are committed to company success as opposed to making it the responsibility of leaders only. Psychological empowerment also results because by giving followers autonomy in doing their jobs, leaders demonstrate that they can trust their followers.
Situational urgency depending on how it is handled may lead to the negative effect of excessive dependence of followers. This is especially in very urgent situations where directive approach to leadership is utilized. Why does this happen yet followers are well trained to handle emergency situations? Papworth, Milne and Boak (2009) notes that followers may be unable to execute simple actions because they are used to receiving specific orders from their leaders and are therefore not empowered to perform their tasks. In addition, the low expectations that leaders have on followers tend to make their productivity and creativity levels low.
Why is it important to effectively structure follower duties? One would ask. Houghton and Yoho (2009) note that in situations where jobs are highly unstructured, it is possible for employees to undermine the value of intrinsic motivation and that followers may as a result be demotivated; hence leading to low productivity. This is because there is no specific target or outcome that is expected of the employee and neither are there rewards aimed at encouraging achievement of such outcomes. Structured jobs which allow for easy delegation and follower empowerment on the other hand may result in increased psychological empowerment and consequently increased creativity. This is because followers are well informed on what they are expected to deliver and can easily come up with strategies that will allow productive outcomes.
The contingency model of leadership by Houghton and Yoho (2005) portrays a great level of similarity with theories aimed at creating and sustaining productive leadership covered in the course. It is notable that sustainable leadership is a question of creating a good relationship with followers and empowerment is one such approach. Productive leadership is not just about getting the job done but also minding the welfare of those who are executing the job. Motivation as discussed in this article is therefore of essence. In addition, follower development emerges as an important aspect of leadership as it not only promotes efficiency but also improves motivation; leading to better outcomes.
References
Houghton JD & Yoho, SK 2005, “Toward a contingency model of leadership and psychological empowerment: when should self-leadership be encouraged?” Journal of Leadership and Organizational Studies, Vol. 11, No. 4, pp. 65-83.
Macleod, D & Clarke, N 2011, “Engaging for Success: enhancing performance through employee engagement”, Office of Public Sector Information. United Kingdom.
The interaction between Leaders and Followers Order Instructions: I need an essay in the following subject:
Connect the four leadership styles of the situational leadership model examined in the article with the leader behaviors explored in the text.
The Interaction between Leaders and Followers
How does examining such styles or behaviors lead to a better understanding of the interaction between leaders and followers?
Note: To prepare for this essay please read the required articles that are attached
The following conditions must meet in the essay:
1) I want a typical and a quality answer which should have about 830 words.
2) The answer must raise appropriate critical questions.
3) The answer must include examples from experience or the web with references from relevant examples from real companies.
4) Do include all your references, as per the Harvard Referencing System,
5) Please don’t use Wikipedia web site.
6) I need examples from peer-reviewed articles or researches.
Important note: It is very important to provide an example from AVIATION COMPANYS OR AVIATION ORGANISATION
The Interaction between Leaders and Followers Sample Answer
Introduction
The success of any organization depends on the type of leadership that top managerial that displays to their staff. Good leadership results to right results while the poor form of leadership results in an inadequate relationship among workers for this reason leading to the failure of a business.
Directive leadership
The leadership approach involves giving directions that are concrete and task-focused, commanding, supervising closely and constant follow-up. The method involves the use of legitimate power or position power to create influence over the people who are following it. The followers receive motivation by fear, threats from the authority and peers. Those who receive motivation from their peers want to be like others while those who get motivated by the power tend to follow the policy. The motivation that comes from threats and fear are likely to be reacting to a particular force. Workers in this type of leadership can resist changes because once they acquire skill; they do not want to learn other skills. The efficiency of the workers is very little since they depend on their leaders so much, and the level of creativity is tiny. Their psychological empowerment is short since they do not relate their work roles and personal beliefs and values that much (Davies and Imbroscio, 2009)
Employees working in an aviation company are likely to receive to receive such kind of leadership because we take a look at Delta Air Lines, we can notice that the pilots perform specific tasks. Top leaders tend to do a follow-up on how pilots are carrying out their duties and supervise them closely. Their motivation for jobs comes from the authorities, and this creates an influence on how they go on with their activities. The skills they have mastered are not bound to any change in handling a plane requires the same skills that one acquired since he or she received training. They are also resistible to any form of changes since they do none particular activity for a long period.
Transactional leadership
It focuses on the creation of reward possibilities and an exchange type of relationship leading to a calculative agreement by the followers. Its ideas reflect on the reinforcement theory and the expectancy theory (Denmark and Paludi, 2008). Expectancy theory states that people assess the choice of behaviors basing on variables. The attractiveness of an outcome that associates itself with a certain behavior and the particular probability that an effort will result in a level of activity is a consideration. Reinforcement theory suggests implications shape of practices and determines whether they will happen or not. Basing on these theoretical interpretations, we can say that transactional leadership tries to create and clarify the link between effort and reward to reinforce desired behaviors with rewards that are supposed to be attractive (Winkler, 2010)
The leadership style has mixed forms as motivation is from three bases: goal, reward, and recognition. Motivation from the goal perspective comes from an opportunity where an employee gets an opportunity and utilizes it to achieve the objective of the organization. The kind of inspiration that results from a reward is founded on materialism while those employees who want to get recognized through motivation are likely to elevate their social status. Personality and efficiency of the leader depending on the atmosphere that he or she has shaped and the skills that they possess. Dependence and the level of creativity are poor forms of leadership since employees get motivation from an opportunity and not a need. An example in this case of leadership is by which employees perform their tasks efficiently so that they get a reward for the good work that they are doing.
Transformational leadership
Transformational leadership involves the creation of communication that is of higher-level vision in a captivating way that can elicit a response that is emotional and commits the followers. It has a theoretical foundation that is a sociological concept of charisma, charismatic leadership theory, and transformational leadership. Archetypal behaviors of transformational leadership include providing vision, creating a charismatic influence, considering individuals, intellectual stimulation, and motivating workers (Wren, 2007). Though this leadership perspective has advanced into distinct streams of research and theory, philosophers have advocated that these streams are congregating and steadying into a sole unified model. The commitment of workers depends on the complying with their managers making the level of creativity very little in the working system. Their development is also weak, the task is unstructured and the urgency is very high.
There is limited supervision by the managers enabling workers to have an already made decision while handling a responsibility. Workers are self-motivated of receive motivated from their teammates that are based on inspired creativity. Leaders in such a situation have great ideas that their subordinates are independent-minded enabling them to achieve highly. The level of efficiency is very high since they are creative allowing them to adjust to changes. Such a leadership style can be depicted in an aviation company that all workers are liberal minded and look forward on other employees to move forward.
Empowering leadership
The style stresses a self-influence process to the employees instead of focusing on the usual hierarchal management process and actively urges followers to display self-leadership policies. Theorists term this approach as “SuperLeadership” in media and it defines the process as a way of leading others so that they can lead themselves. The implication of this leadership perspective is that the performance of the followers increases by encouraging other individuals to follow the self-leadership to manage the behaviors. There is limited supervision since the manager inspires his or her staff to achieve them and be a responsibility when making major decisions affecting the company. The level of efficiency is high since commitment is independent, and creativity is great. The psychological empowerment is also high among the personnel. An example of this leadership approach comes in when an office setting where the manager allows junior officers to lead themselves and do whatever that is of significance to the firm without any supervision (Steinberg, 2008)
The interaction between leaders and followers
In a workplace, leadership styles influence the motivation of the workers and applying different techniques brings different results and level of creativity among workers. When we examine these approaches of leadership, we get to know what type of employees and leaders in the management process and the level of results that we obtain. We also analyze the degree of creativity in carrying out the tasks and whether workers are independent or dependent. The interaction also enlightens the development and urgency in personnel, whether high or low. Examining such example is very vital because we get to know what type of leadership we experience in our workplaces and be able to relate to the kind of results we get. Through this, we can analyze a leadership strategy and try to adjust to a change that is inevitable.
The Interaction between Leaders and Followers Conclusion
The type of leadership which managers display to their subordinates is very crucial because it influences the result that we obtain. I can recommend empowering leadership because it gains high results with minimum supervision. It’s also subjective to any changes since it is highly flexible, unlike the directive leadership that is rigid to any forms of change. Managers should, for this reason, try to apply empowering leadership that result and creativity-oriented.
The Interaction between Leaders and Followers References
Davies, J. and Imbroscio, D. (2009). Theories of urban politics. Los Angeles: Sage.
Denmark, F. and Paludi, M. (2008). Psychology of women. Westport, Conn.: Praeger.
Goethals, G., Sorenson, G., and Burns, J. (2004). Encyclopedia of leadership. Thousand Oaks, Calif.: Sage Publications.
Goldsmith, M., Baldoni, J., and McArthur, S. (2010). The AMA handbook of leadership. New York: American Management Association.
Segil L., Goldsmith M. and Belasco J. (2003). Partnering. New York: AMACOM.
Steinberg, B. (2008). Women in power. Montreal: McGill-Queen’s University Press.
Winkler, I. (2010). Contemporary leadership theories. Heidelberg: Physica-Verlag.
Wren, J. (2007). Inventing leadership. Cheltenham, UK: Edward Elgar.
It is certainly a cliché that we are living in a ‘global world’ and as such the concept of ‘global leadership’ may be seen to be a somewhat nebulous one but the reality is that there is increasingly greater communication on a global scale and leaders need to cope with this. Morrison (2012) seems to suggest that MNEs – presumably Western ones – do not recognise the extent to which leadership skills on a global basis need to be developed and as such may have a poor understanding of how to develop them. Please see the attached article and think of suggestions for improvement.
please read the attached file:
Morrison, C., (2012), Global leadership development: a case of misplaced optimism? People & Strategy. Vol. 35 Issue 2, p18-20.
SAMPLE ANSWER
Global leadership development programs
Developing global leadership mindset is an iterative procedure. The process integrates the know how, cultural competence, communication and managerial expectation. To select a good global leader, the organization should identify the talents, experiment their abilities by offering them opportunities to work with cross cultures in order to nurture their talents. This will enhance their creativity; make them more vibrant and empowered. However, most companies leadership development programs are not in place. The programs are facing numerous challenges. For instance, most organization selects the high potential managers to participate in the development program i.e. lack participants selection criteria. In most cases, these managers global mindset are more individualistic than collective. The individualistic cognitive approach influences the global leadership development program performance negatively. It also denies other young and talented leaders from participating in such programs (Morrison, 2012).
In this context, Conventional definition of global leadership that implied that posting staff overseas or establishing new operations there. Most of the organizations base their leadership development programs using their long term strategies; keeping their focus more internal. With the increase globalization and internationalization of financial markets and the multicultural society, there should be a clear distinction between national leadership and international leadership; the two leaderships should be re-interpreted/re-defined to include the concepts that domestic contexts are taken overseas whereas the international dimension comes to local territory i.e. link their interdependency. Secondly, a standardized global leadership program evaluation metrics should be established to evaluate the program’s effectiveness. These metrics will assist in; establishing criteria for choosing participants; evaluation of the current and future organizations leadership competencies; measure the outcomes produced by the leadership development program and lastly to identify gaps and facilitate in shaping the content to eradicate the gaps (VanderPal &Shan, 2014).
References
Morris.C. (2012) Global leadership development: A case of misplaced Optimism? People &Strategy 35; 2, 18-20
VanderPal, G., & Shan, VC. (2014) An overview of global leadership: ethics, values, cultural diversity and conflicts. Journal of leadership, accountability ðics 11; 3,166-177
We can write this or a similar paper for you! Simply fill the order form!
Elements of Situational, Skills, Style and Trait Leadership
How Elements of Situational, Skills, Style and Trait Leadership Approaches Can Be Integrated Into a More Inclusive Approach
Order Instructions:
Dear Admin,
Note: To prepare for this essay please read the required articles that is attached
I need an essay in the following subject:
Explain how elements of each approach examined this week could be integrated into a broader, more inclusive theory of leadership. How would your new approach seek to explain what comprises a good leader? Provide examples that would help to support your theory.
The following conditions must meet in the essay:
1) I want a typical and a quality answer which should have about 1400 words.
2) The answer must raise appropriate critical questions.
3) The answer must include examples from experience or the web with references from relevant examples from real companies.
4) Do include all your references, as per the Harvard Referencing System,
5) Please don’t use Wikipedia web site.
6) I need examples from peer reviewed articles or researches.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Elements of Situational, Skills, Style and Trait Leadership
How Elements of Situational, Skills, Style and Trait Leadership Approaches Can Be Integrated Into a More Inclusive Approach
Leaders use different approaches in their duties and responsibilities. However, there is the question of why some leaders fail yet others successfully thrive. The answer lies in the leadership approach that each leader chooses to follow. Among the approaches that have been discussed and are available for leaders to select include the skills style, trait and situational approaches to leadership (Yammarino et al. 2012). Despite the fact that all these traits are good and make good leaders according to the way leaders use, them, creating a more inclusive approach can help. As a point of view in this paper, there is a belief that integrating all the approaches of leadership in an all-inclusive approach will enhance the performance and effectiveness of all leaders and leadership in general.
When leading a group of people, it is obvious that leaders apply their personal attributes to some extent in the bid to make their goals come out successfully. In the case that a leader chooses to make much use of their traits, they are termed as using the trait leadership approach to ensure their success. In the trait leadership approach, a leader can apply some aspects of their traits including demographics, personality, confidence and intellectual ability (Zaccaro 2007). In the process, they exert some kind of pressure on their followers to heed and follow what is needed. In an inclusive leadership approach to enhance leadership effectiveness, it is important to apply some of these aspects provided that they provide positive effects on the people. If the results are negative, then such a trait should be cut out.
On the other hand, the behavior of a leader also qualifies as among the aspects that leaders choose to use. The style leadership approach was developed from the trait leadership approach (Conger 2004). In its argument, it put forth a claim that a leader that uses their natural style trait fall in the style leadership approach (Conger 2004). However, there are two kinds of behavior that leaders in this bracket use either knowingly or unknowingly. The two kinds of style in style leadership approach include task oriented behaviors and relationship oriented behaviors. In most cases, leaders use the two types of behaviors and combine them to make the style leadership. In relation to an inclusion leadership approach, looking down at the style leadership approach will do injustice to leadership. To integrate the approach into leadership practices, a leader should look out for a beneficial style that will reward both parties. In my example, I once worked in an organization where the leader simply used his style to manage people. For example, if he woke up in the morning and felt like rewarding us, he could give all of us a small token of appreciation. However, he could use his mood to make us work. If we saw him in a relaxed and happy mood, we always knew that he was approachable on that particular day. to use, it seemed like he loved using his style.
The skills and abilities of a leader can make or break them (Uhl-Bien, Marion & McKelvey 2007). However, there are two views that come in when discussing this particular leadership approach. One of the groups that discuss the theory has a claim that skills are acquired and developed in an individual (Uhl-Bien, Marion & McKelvey 2007). However, the other group claims that skills and abilities in leadership are inbuilt (Uhl-Bien, Marion & McKelvey 2007). Despite the two opposing views, the skills leadership theory has held together to make it as a notable approach that can become instituted in a more inclusive leadership approach. In an inclusive leadership style, the use of skills, traits and style in decision making will proof vital. The skills that apply in the skills leadership approach include conceptual skills and technical skills (Uhl-Bien, Marion & McKelvey 2007).
Among the key leaders in the world that have made a name for themselves through their skills and abilities is the Amazon founder and current CEO Jeff Bezos. According to the people that have worked closely with Bezos, they have a claim that he is one of the finest leaders in the world at the moment. Bezos mixes his skills and abilities to run his multi-billion company in the modest of manners (Büchler et al. 2006). Apart from his skills, Bezos has employed his style and traits to make sure that everything in his company goes according to plan. For example, he out rightly uses his integrity, passion and fairness to treat his company clients and employees (). In relation to his style, his natural character has built success for him as a renowned leader and worker.
There is also another leadership approach that can apply in the all-inclusive approach to leaders. The situational leadership approach recounts that all skills, abilities, and style do not count if the situation that a leader is in does not allow (Sims Jr, Faraj & Yun 2009). In a harsh environment, the situation leadership approach demands that a leader should apply an autocratic kind of leadership to make things work (Sims Jr, Faraj & Yun 2009). However, in the situation that all things are going well and there are no difficulties, such a leader gets at will to use any style to run their duties and responsibilities (Sims Jr, Faraj & Yun 2009). In another situation where a leader has trust in their employees because they are trained and competent enough to carry on with their duties, the leader can choose a laissez-faire system (Sims Jr, Faraj & Yun 2009). As a result, the situation determines what the employees will use to make decisions and impact their activities.
Back to the example of Jeff Bezos, Amazon founder and CEO, he is a leader that integrates all the leadership approaches to enhance his credibility and accountability. For example, he has a belief that self confidence as a way of succeeding (Büchler et al. 2006). On the other hand, the same individual hails education and skills as a mandatory requirement for a leader to succeed. In an all inclusive leadership approach, leaders will become advised on how to integrate the various approaches to make their careers and ambitions successful. An effective leader encompasses several aspects including being a good communicator, well educated, enthusiastic, respectful, charming and open to change (Büchler et al. 2006). The quality of being open to change will enable an inclusive leadership approach to develop to help leaders grow in their respective roles and duties (Howard 2005).
Before engaging the all the approaches in ensuring that an all-inclusive approach comes up, there is need to answer the question of the extent to which all the approaches will have to apply in achieving a state of equilibrium. The ability of a leader to practice all the available options in succeeding in roles differentiates successful leaders from failures (Howard 2005). As a result, all leaders have an equal chance to decide on what to put in more and how o regulate them in order to achieve accountability and effectiveness.
In conclusion, integrating all the approaches of leadership in an all-inclusive approach will enhance the performance and effectiveness of all leaders and leadership in general. However, the approach should define a clear strategy on what is more important than the other and where and when to apply them. If the situation works, leadership will become efficient to realize the maximum potential of business entities and organizations.
Reference List
Büchler, P., Martin, D., Knaebel, H. P., & Büchler, M. W, (2006), Leadership characteristics and business management in modern academic surgery, Langenbeck’s Archives of Surgery, 391(2), 149-156.
Conger, J. A, (2004), Developing leadership capability: What’s inside the black box?, The Academy of Management Executive, 18(3), 136-139.
Howard, W. C, (2005), Leadership: Four Styles, Education, 126(2), 384-391.
Sims Jr, H. P., Faraj, S., & Yun, S, (2009), When should a leader be directive or empowering?
How to develop your own situational theory of leadership, Business Horizons, 52(2), 149-158.
Uhl-Bien, M., Marion, R., & McKelvey, B, (2007), Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era, The leadership quarterly, 18(4), 298-318.
Yammarino, F. J., Salas, E., Serban, A., Shirreffs, K., & Shuffler, M. L, (2012), Collectivistic leadership approaches: Putting the “we” in leadership science and practice, Industrial and Organizational Psychology, 5(4), 382-402.
Zaccaro, S. J, (2007), Trait-based perspectives of leadership, American Psychologist, 62(1), 6.
We can write this or a similar paper for you! Simply fill the order form!
Note: To prepare for this essay please read the required articles that is attached
Explain how elements of each approach examined this week could be integrated into a broader, more inclusive theory of leadership. How would your new approach seek to explain what comprises a good leader? Provide examples that would help to support your theory
The following conditions must meet in the essay:
1) I want a typical and a quality answer which should have about 830 words.
2) The answer must raise appropriate critical questions.
3) The answer must include examples from experience or the web with references from
relevant examples from real companies.
4) Do include all your references, as per the Harvard Referencing System,
5) Please don’t use Wikipedia web site.
6) I need examples from peer reviewed articles or researches.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Leadership is a subject that is known to offer different approaches and contributions to the business world (Northouse, 2009). In leadership, the most important part is its theoretical underpinnings which are practically applied and used in the academic research work in most institutions all over the world. The factor that makes theories to be more esteemed in leadership matters is the evolution that takes place from time to time following their historical roots. The need to ensure robustness and the need to offer substantial base of ideas that enhances their learning of theories in leadership.
There are different elements of approach that can be integrated into a broader and more inclusive theory of leadership, hence, making it more effective than before. According Northouse (2011) the trait approach is one of the earliest leadership theories that is well known to have contributed positively in the leadership matters. Trait approach is comprised of many leadership characteristic which include intelligence, self confidence in a leader, the ability of a leader to have a high level of integrity and the determination of a leader to attain a certain set goal of leadership. Northouse (2009) also talks of a good leader having to be a social person who can interact with people and share their opinion one on one. Researchers explains that the leaders who have these characteristic are known to be more exceptional as compared to other leaders to mean that their way of leadership is better since, it comprises of extroversion and openness. The leadership trait approach is built on personality and emotional intelligence which provides a framework of looking at elements of personal and social competence which becomes a good characteristic of leadership. The trait leadership approach comprises of visionary and charismatic ideas which guides a leader; hence, enhancing the type of leadership that is being portrayed in such a set up. In the process of identifying the people who can qualify to be good leaders most of the given organizations are able to assess the personality of the given persons together with the use of Myers Briggs Type Indicator. These are tools which are known to assess the trait characteristic of a leader. On the side of assessing the strengths and the weaknesses of a leader, personality test is what is advocated for in most of the times. Trait approach emphasizes on the fact that most of the leaders we see today are born despite them being able to tap into someone else idea of having answers and leading the way forward.
The other type of approach that can as well be used to make leadership theory more inclusive and broader is the skills approach which emphasizes on the leaders’ skills and abilities (Northouse, 2012). Contrary to the trait approach where skill are thought to be innate and fixed, the skills approach is thought to be learned and developed. The different types of personal skills which are known to influence the effectiveness of good leadership include human and conceptual skills together with the technical skills which are competencies in a specialized area involving the hands-on activity. The capacity to get along with others is what is termed as the human skills and is very crucial for a leader to learn how to get along with people to avoid conflicts. A leader should be able to work with the ideas of the people whom he leads and the abstract concepts which are put across by people, hence, by doing this he will have well incorporated the conceptual skills which entails the management matters in his leadership as required. Skills theoretical approach has been able to come up with the capability model well known in the linkage of the skills to effectiveness and leaders knowledge and inclusive of competencies, environmental influences, career experiences, individual attributes and the leadership outcomes. According to Northouse (2009), a leader should portray the ability to handle problem in an organization and also have a good ability to solve problems in comparison of good understanding of the people’s social systems. Leadership also entails accumulation of information and mental structures with the aim of making meaning out of complex systems and be able to act well as required in a fair manner to all people. In order to work well with the skills approach a leader should also have crystallized cognitive ability, personality, and cognitive capacity which advocates for good motivation.
Another leader centric theory is the style approach, which provides a good broad framework of how people act or how leaders should behave in their daily leadership role. The approach mainly focuses on relationship behavior of the leader and the task behavior that they portray in their job in bid to influence others and to make progress towards a particular goal. In leadership care and respect of all humanity ought to be portrayed as this helps to show how considerate a leader is through the demonstrations of good orientations to people and clear production orientation. When production orientation is employed in leadership it will enhance in making the organization work done while, employee orientation will better the human relation who get united and work tireless toward achieving their goal. Style approach provides ideas which describe the leadership behavior and how it impacts on their task and the people involved hence, one can clearly analyze if the failures seen are as a result of the poor leadership or if the achievements are as a result of the good leadership (Northouse, 2015).
The approach that can be integrated into a broader and a more inclusive theory of leadership is the situational approach, which states that different situations are known to produce different demands on leaders who by all means must adapt to them to better their leadership skills. The degree to which others need support and direction or what they even require influences how a certain leader will be able to respond to any given situation or a problem that has cropped up in his leadership. Situational approach focuses on the development of the subordinate and the leadership style which involves the supportive behaviors and the directives which are employed by a leader to influence others to carry out their required task to achieve a certain goal. According to Northouse (2014) a leader should be very sensitive when giving out instructions of what is supposed to be done and how that should be done as this direct influence the goal of his leadership; hence, should be done positively. In regard to having supportive behavior as a leader this will help people feel comfortable to speak out their needs to the leader who will show some concert to support them accordingly. A leader should be concerned with they who are very committed and competent in completing their task on time and be ready to motivate them to keep up with same spirit of hard work.
Bibliography
Northouse, P.G. 2009. Leadership: Theory and Practice, 5th Edition. SAGE Publications
Northouse, P.G. 2011. Introduction to Leadership: Concepts and Practice. SAGE Publications
Northouse, P.G. 2012. Leadership: Theory and Practice, 6th Edition. SAGE Publications
Northouse, P.G. 2014. Introduction to Leadership: Concepts and Practice, 3rd Edition. SAGE Publications
1. Revisit your IDP and identify how you can apply change theory to your own development.
2. Where are you in the change process, and how does your map of your growth need to be amended or addressed?
IDP 3 Paper:
Journal & IDP
Having evaluated a variety of different leadership models and styles, I believe that the democratic leadership style would aid me in promoting certain constructive values and operational proceedings in different societal settings. As a leader, I am of the opinion that leaders should focus on the welfare of the entire group as opposed to promoting one’s individual principles. This is possible by sharing the leadership functions among the team members. In addition, involving the group members in decision-making processes is a suitable approach of motivating the team (Goleman, Boyatzis & McKee, 2001). Subsequently, the involved employees are bound to improve their performance at the individual and group level. Based on these guiding principles of the democratic leadership style, I would consider the embedded values in order to be a leader who improves the welfare of the subordinates in addition to aiding in the achievement of the organizational objectives.
The key values that promote the democratic leadership style in such a setting as a commercial organization include the value of different professionals in such an environment. The personnel in different departments of a business institution are important in the attainment of the set interim and long-term organizational goals. This is the basis of the democratic leadership style, which urges leaders to promote the teamwork spirit. In comparison, such a leadership model as the autocratic form of headship indicates that individuals in different levels of authority should govern his or her juniors in a top-down communication framework (Goleman, Boyatzis & McKee, 2001). This is in relation to the horizontal communication approach used by leaders who adopt the democratic leadership style. Based on these arguments, I would adopt the democratic leadership style in order to utilize the skills of personnel in different departments of an organization.
Reference
Goleman, D., Boyatzis, R. E., & McKee, A. (2001). Primal leadership: The Hidden Driver of Great Performance. Harvard Business Review. Dec2001, Vol. 79 Issue 11, p42-51. 10p. 1
IDP 5 Paper:
Question one
Ways of enhancing ones areas of development to lead and manage others more effectively
Leading and managing others effectively require leaders and managers to possess certain skills and knowledge. These skills require enhancement to bear good fruits. One of the ways to enhance this is through training. Managers and leaders require continuous training on their roles to be able to address the ever changes in their organization (Fernandez, 2007). Furthermore, managers and leaders require to have positive personal power to be effective leaders and managers (Fernandez, 2007). They need to create a conducive atmosphere at their organizations by working together with others to achieve common goals. They must understand the way they speak and treat others, should appreciate and respect others roles to ensure that they work together to achieve the goals set.
Question two
The essential steps that you intend to take in the future, as a leader, to ensure that the organization you lead is a strong one
As a leader, I intend to make my organization strong in future by putting more emphasis on developing better positive personal regard. I will focus on three main aspects control, inclusion and appreciation. I intend to work closely with the subordinates to motivate them; I will ensure that I include the subordinates in the running of the organization. Subordinates need to participate, require recognition and need to feel distinct. Subordinates require to have a sense of prestige to remain motivated (Fernandez, 2007). I will also motivate subordinates through power, influence, authority and responsibility. I will give subordinates responsibilities and make them feel competent. As a leader, I will also appreciate the contributions the employees make in the organization. I will recognize them to motivate by ensuring that they do not lose their emotional connection to the work. I will also ensure that the subordinates take part in the decision making of an organization. I do believe that adhering to these steps will contribute in making the organization stronger.
Reference
Fernandez, C. (2007). The power of positive personal regard. Journal of Public Health Management & Practice, 13(3), 321-323.
SAMPLE ANSWER
Nurturing Leadership Skills
Response to Question 1
There are various sectors of leadership in which other individuals have the same perceptions, though there are those who hold different perceptions. Those that have similar perceptions include encouraging them approach, strategic skills, intelligence, behavior integrity encouragement and ethics (Fernandez, 2007). Those that have different perceptions include setting a vision, laissez-faire, business skills, trust, and cognitive skills, setting high expectations, management by exception, abusive leadership and cognitive rewards. The leadership skills that were rewarded high ratings in relation to other raters included ethics, behavioral integrity, encouraging team approach, individualized consideration and contingent reward.
Leadership basically refers to the act of making a difference. For example, those leaders enthroned in healthcare positions are expected to make changes in their fields, where necessary. This is basically because nurses are individuals who are expected to care for other people throughout their lifetime and in all sceneries. Leadership is an undertaking which can be learned, practiced, developed or improved. Leader nurses therefore are able to note their leadership skills when their duties and responsibilities are doe to completion and effectively (Fernandez, 2007). If all the departments in which they are assigned are run effectively, they will know that their skills are implemented as expected.
Response to Question 2
Ethics guides a leader to follow the right and correct procedures in carrying out an activity or assignment. It is not wise to be the one who dictates how things should be done in any organization. Dictatorship limits the ideas of other employees who may give advice to the leader for the good of the firm. A leader should always work with other people and be concerned with their individual interests and personal development.
The idea of teamwork in the organization helps its members to help develop each other and decreases their weaknesses. Through group formation, each team member contributes to the specialized service and gives high results. As a leader, one should develop the morals of team building as a tool of reaching success (Fernandez, 2007). Encouragement of their team members makes them feel motivated to work towards the mission of the organization. A leader should therefore encourage teamwork as well as individual growth of each employee. This is one character a leader should aim to build in order to provide a healthy working environment hence improving success in the organization.
Similarities and differences between management and leadership
Similarities and differences between management and leadership
Order Instructions:
Dear Admin,
I need an essay in the following subject:
Let’s start by looking at a very simple question but an old one; what is the difference between management and leadership? Can you think of examples from your own experience as to how this question might be answered. Please also see the attached article by Young and Dulewicz (2008) who assessed leadership and management competencies in the British Navy. Can you see any such competencies which may fit with your own experience?
Young, M., and Dulewicz, V., (2008), Similarities and Differences between Leadership and Management:High-Performance Competencies in the British Royal Navy, British Journal of Management, Vol. 19 Issue 1, p17-32.
Note: To prepare for this essay please read the required articles that is attached
The following conditions must meet in the essay:
1) I want a typical and a quality answer which should have about 550 words.
2) The answer must raise appropriate critical questions.
3) The answer must include examples from experience or the web with references from
relevant examples from real companies.
4) Do include all your references, as per the Harvard Referencing System,
5) Please don’t use Wikipedia web site.
6) I need examples from peer reviewed articles or researches.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Similarities and differences between management and leadership
In terms of similarities, both management and leadership involve creation of success, taking an active role, aligning people and resources, and conceptualization of what needs to be done. These similarities indicate the existence of various competencies which are capable of supporting effective performance across both management and leadership. According to Young and Dulewicz (2008), the emerging school of leadership reflects the perception that effective leaders exercise a small range of competencies. Interaction involves engagement in communications, influence, inter-person sensitivity, and sensitivity to criticism. Lastly, both managers and leaders should aim at creating success by having such competencies as motivation, emotional resilience, conscientiousness, vigor, and self awareness.
For example, Young and Dulewicz (2008) assessed the competencies of effective management and leadership in the Royal Navy to include conceptualizing, aligning, interacting, and creating success. Conceptualization involves vision and imagination and critical analysis. Alignment includes management of resources, development, and empowerment. Effective alignment requires leaders to be forward thinking, controlling, unrestricted by rules and influencing, and managers to be innovative. These competencies were confirmed by the analysis of Overall Performance, Leadership, and Management. The research found that motivation accounts for most of the variance in the appraisal of leadership, whereas vision and imagination were the most fundamental predictors of variance in management.
Basically, management reflects different organizational functions. In a formal organization, the manager plans, organizes, controls, budgets, staffs, solves problems, and carries out other fundamental tasks necessary for running the business. The leader, on the other hand, sets out a vision of what needs to be done and the means of accomplishing it that drives organizational performance. A successful organization needs both leadership and management though managers typically deal with equipment, budgets, processes, systems, and ‘things’ whereas leaders deal with people and visions. Additionally, any person can play the leadership role and does not need to be at the top management position to make a leadership contribution.
Another difference is that the effectiveness of a leader is measured in terms of accomplishment of one or more goals, while the effectiveness of a manager is measured in terms of profit margins. A leader may be viewed as effective or ineffective in relation to the satisfaction people derive from the total work experience in accomplishing goals (Zaleznik, 1992).
Bertocci (2009) also notes that managers are different from leaders in terms of their followers. Whereas leaders give followers the discretion of whether or not to follow them, managers direct, instruct and command their followers. Followers have little or no alternative but to comply with the a manager’s orders and directives, failure of which may result into punitive consequences.
There are various experiences I have encountered that relate to leadership and management. In terms of the schools that I have attended, there is usually the school administrators show effective leadership by incorporating various competencies necessary for achievement of set goals and objectives. Although it is hard to draw a clear line between leadership and management in a school setting, I observed that leaders do not necessarily need to be in the top management in order to move the people into the desired direction. Leadership in a school setting is also inclusive of student leaders, who are not involved in the management. The management of the school dealing with budgets, equipment, systems, and processes is left to the school administration. Effective leadership involves such competencies as vision and imagination, empowerment, engaging communications, inter-personal sensitivity, influence, motivation, and emotional resilience. Student leaders may also act as managers in the sense that they can direct and command their followers.
References
Bertocci, D. I., (2009), Leadership in Organizations: There is a Difference Between Leaders and Managers, University of America.
Young, M., and Dulewicz, V., (2008), Similarities and Differences between Leadership and Management:High-Performance Competencies in the British Royal Navy, British Journal of Management, Vol. 19 Issue 1, p17-32.
After you have read attached article : Developing a leadership strategy, complete the following:
Analyse Pasmore’s article and review the author’s Model for Leadership Strategy. Do you agree with this model? How does it relate to your own company? Explain your answer with relevant examples if possible.
The following conditions must meet in the paper
1) I want a typical and a quality answer which should have about 1100 words.
2) The answer must raise appropriate critical questions.
3) The answer must include examples from experience or the web with references from relevant examples from real companies.
4) Do include all your references, as per the Harvard Referencing System,
5) Please don’t use Wikipedia web site.
6) I need examples from peer reviewed articles or researches.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Developing a leadership strategy
Pasmore (2014) asserts that organisations today do not rely on the knowledge and skills of a single leader or on the organisation’s chain of command. While leaders in themselves are not the ultimate determinants of the success of an organization, they nonetheless determine what course an organisation will take. The model that Pasmore created for development of a leadership strategy can be analysed from the position of a real world company to determine whether it is viable.
General Electric is one of the most renowned companies in the world today. Although it has faded off in the latter years and is a shadow of its former self, the company still ranks highly in leadership development. The decline in the fortunes of the company, though attributable to a failure in leadership, is largely due to the changing global business landscape. Research into corporate leadership has shown that successful businesses in modern times are those that are run by experts (Bersin, 2012). This seems to suggest that the first consideration today for a person to become a leader at GE is to possess relevant technical knowledge in a given area. GE no longer emphasizes in the creation of great general managers but rather on conversion of highly skilled individuals into great leaders. Thus, scientists, engineers and sales people who have a firm understanding of a business function are considered for leadership development.
GE is famed for its leadership development programs that take place in Crotonville. It is the only company that has a corporate university that has been operational for about six decades (Peters, 2012). The previous leadership development programs were deemed as being weak as they churned vulnerable leaders with no grip of different business functions. Presently, a manager has to have stayed in a business area for a period of five years to be considered for leadership training. This means that GE has analysed its leadership needs and has identified that it can plan for leadership positions five years in advance.
The process of being a leader starts after one has completed higher education and acquires a job with the company. Since the company does not employ seasoned leaders, one has ample time to prove his/her mettle in order to be considered for leadership development. This does not mean that the line staffs are not trained. On the contrary, all of the 290,000 employees of GE undergo one form of training or another. However, to be considered for top leadership, one has to prove oneself as an expert in a certain field. This is in line with Pasmore’s assertion that talent sustainability starts with identification of needs and followed by talent development Tittemore,2003). The condition of staying in a business area for 5 years is fairly new and has been implemented after research into present trends in the labour market.
Pasmore asserts that leadership is defined by more than the skills, competencies and abilities that a person possesses. He observes that regardless of how formal or informal an organisation structure looks, there is always an element of culture that destabilises the balance (Miner, 2005). This means that an organisational culture is equivalent to a leadership culture (Tittemore, 2003). GE has a very favourable organisational culture. It is anchored on development and learning. Since the company is involved in many businesses in a wide array of industries, there is always the worry that the organisational and leadership culture that is specific to a certain geographic area will be diluted or lost. In order to pre-empt this threat, GE tailors its leadership development programs to fit the different classes of executives and considers the culture that they hail from. For example, a GE subsidiary in India has to have some cultural aspects that are distinct from that in Munich. GE is very considerate of the upsides and downsides of culture and seeks to mitigate them promptly.
GE believes that a leader is important for the business to be successful. However, the company is aware that great leaders are not the be-all-end-all of the organisation. Thus, the leadership development programs that leaders are subjected to are dubbed inspire, connect and develop meaning that they are not meant to end with leaders. Susan Peters (2010), the Chief Learning Officer at GE acknowledges that the desire of the organisation is that the training they offer at Crotonville will have a multiplier effect through mentorship programs conducted by professionals who have gone through the Crotonville experience. Since not every leader is able to attend the coveted classes, the organisation empowers those who do to impart the knowledge they acquire into others. This development at GE is in line with Pasmore’s assertion that there must be bench strength within an organisation for it to achieve a high level of success.
Pasmore asserts that an organisation must be aware of its business strategy and must execute the strategy effectively which are vindicated by the results that the business posts. This all stems from the specific company defining its leadership capabilities and requirements in the present and in the future. In line with this, GE ensure that it has three buckets in which its breaks down its global leadership learning courses. The first is the leadership bucket. This is broken down into numerous other courses that are offered to different professionals depending on their years of experience in the positions they hold (O’Connor, 2010). The second bucket contains skills and includes those driven by function. An example of this includes marketing skills and financial skills among others. The third is the business bucket where leaders are trained on business specific knowledge that is required for success in the industry. This is expansive since GE operates in a wide array of industries from healthcare to aviation.
Pasmore’s model is generic and fits into the practices that have become culture at GE. However, it differs from the GE model and from industry trends in one fundamental way. GE has shifted from its training programs for generic managers in favour of those that are business specific. Pasmore argues that development of leaders for leadership positions should begin immediately after talent identification. However, GE disputes this assertion and instead holds that development of leaders for leadership positions should begin after they have acquired the necessary technical competencies in a specific business functions. The mode of choosing leaders for the reason that they have solely been trained in leadership is outdated. GE’s model proposes a paradigm shift to one where leadership talent is identified early and allowed to gather technical experience and then gradually elevated through different levels. This model ensures that there is no shortage of competent and driven individuals to fill different positions in an organisation where need arises. Rather than develop leaders due to an identified gap in leadership, GE continuously trains qualified individuals.
