Art And Tom 's Leadership Methods

One form of a contingency approach to leadership is the Path Goal Theory, formed by Robert House. This theory states that it is the leader’s responsibility to define their organization’s goal, define the path to achieve that goal, and to remove obstacles which prevent the attainment of these goals, by increasing their subordinates’ motivation by clarifying the behaviors necessary for both personal and organizational goal attainment (Landrum & Daily, 2012).

Leadership is a facet of management. It is just one of the many assets a successful manager must possess. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this managers must undertake the four functions of management: planning, organization, leading and controlling. In some cases leadership is just one important component of the leading function. Predpall (1994) said, "Leaders must let vision, strategies, goals, and values be the guide-post for action and behavior rather than attempting to control others". In some circumstances, leadership is not required. For example, self-motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.

Each leadership style from the three supervisors affects the motivation of their respective subordinates in different ways. Carol’s style has created a group of motivated employees with Art and Bob’s groups left lacking motivation.

In addition, leadership itself can be described in various forms and through the highlight of different skill sets, but the one thing that all definitions have in common is that “leadership involves influencing the attitudes, beliefs, behaviours and feelings of other people” Spector’s work (as cited in Curtis, de Vries, & Sheerin, 2011, p.306). When the skill set of a leader is compared to that of a manager, true differences are noted. Some of these key differences are apparent even in the approach utilized to reach the desired goals. While a manager directs, a leader transforms, a manager sustains and a leader improves, a manager controls, a leader motivates, a manager’s focus is on short-term goals and a leader’s is long-term based, managers ask how and when, while

Due to the path-goal theory being such a broad theory, it encompasses four different styles of leadership. The four leadership styles included are directive, supportive, participative, and achievement-oriented leadership. A directive leader under the path-goal theory will focus on their expectations that they have laid out for their employees, they will provide clear direction and believe that they have more power and information that their subordinates. Under a supportive leader, you will notice that they are concerned for their employees and their needs but also stresses the importance of the organizational tasks at hand. An achievement-oriented leader will focus on seeing their employees achieving results in their job. As mentioned in the Stojkovic book, the leader in this scenario “expects that workers will attempt to do their best and that if goals are set high enough and subordinates are properly motivated, they will achieve those goals.” (Stojkovic, Kalinich & Klofas, 2012, p. 203). Last but not least we have participative leaders, this style of leadership emphasizes collaboration between the leaders and subordinates, they feel they have equal power to their employees and will work with them in order to complete a task.

“Leadership is understanding people and involving them to help you do a job. That takes all of the good characteristics, like integrity, dedication of purpose, selflessness, knowledge, skill, implacability, as well as determination not to accept failure” (Burke 1995). The purpose of this paper is to interview a manager from an organization and find out the leadership styles she uses to effectively manage the staff there. This paper also looks at the approach she uses toward employment satisfaction, how she motivates the employees and analyzes the different approaches she uses in her job. The manager that I interviewed works in Loui Café in Penn University. Her name is Bobby Hill and she

The theory I chose to analyze and discuss is Path Goal. The Path Goal theory generally is about how a leader motivates subordinates to accomplish designated goals.The main focus on the Path Goal theory is to define the goals, designate the path that you are going to take, remove and overcome any obstacles that may arise and finally provide support. The main components of Path Goal Theory consist of leader behaviors, subordinate characteristics and task characteristics. Leadership behaviors are comprised into four components: directive, supportive, participative and Achievement oriented. Directive leadership is when a leader sets clear standards of performance and makes the rules and regulations clear to subordinates. Supportive leadership consists of being a friendly and approachable leader. In case a staff member needs your assistance they can come to you with no hesitation. Participative leadership is when the leader allows for input from subordinates and is not focused solely on their ideas. Last, achievement orientated is when a

Does the art processes (drawing, painting, music, drama, sculpture, weaving, poetry, dancing and more) move in a positive directions? By using various art forms, I have learned individuals can express internal emotions (depression, hostility, or other). Art practices have been successful in medical science environment, so transferring to a corporate setting also has advantage. Leaders experiencing high stress levels, can also use these strategies. They can help create feelings of balance between work and home, resulting in a healthier work environment. Less issues of employee dissatisfaction, resentment, and turnover. Applications include promoting communication, fostering creativity and innovation in the organization. Corporations “can better help management draft policies” (Agarwal, 2013) and reduce stress, rigidity and obstacles such as corporate social responsibility (CSR) reporting. Leaders projecting imaginary work will reveal thoughts in the subconscious mind voicing concerns or strategies that can be developed readily. School of Thought: Reflection on my psyche when working in the Military Intelligence with only men. Collectively, they taught about full involvement and not leaving anyone behind. Corporate Education Programs set-up workshops, in-service programs, lectures, both on-stie or off-site. Art incorporation is intended to “evoke responses and create outcomes that are different from traditional training and personal

Path Goal Leadership is a theory that states that a leader's behavior is contingent to the satisfaction, motivation and performance of her or his subordinates. This is to say, a leaders behaviors will directly influence those of the people below him or her. Additionally, a leader is responsible for providing the information, support and resources necessary for employees to complete tasks. It is broken up into 4 styles. (McShane, Steen, 2012, p. 335). The first style related to this theory is directive path goal leadership. This involves a leader carefully and with detail informing employees what it expected of them, and how to carry out and perform these tasks. This is most successful when tasks are not routine, and guidance is often needed to work

The leader-follower theory combines methods from other leadership and followership theories; such as adaptive change theory, social identity theory and leader-member exchange. According to Grayson (n.d.), “The possible development of a single formal leadership theory allows business leaders and educators to explore the way firms organize effective leadership, and provide direction to middle management and other administrative workers” (para 2). It is important to understand that without followers, there would not be leaders. Leaders have clearly defined roles in a workplace environment; the expectations with upper level leaders must be met. However, the relationship and expectations with the follower must be met as well. Pertaining to leader and follower

A leader who fails to value those who are beneath them will allow for failure of their organization (Laurie & Heifetz, 2003). The leader cannot expect to be seen as the only one who leads the business, but must be willing to allow for all of the members of the organization to learn and to take risks (Laurie & Heifetz, 2003). Without allowing the members to think outside of the traditional box, the members will rely upon the leader and the organization will stagnate (Zenger, 2013).

According to the Case context, we can find out many ideas about leadership. First, from the great Chinese ancient philosopher-Confucius that we can learn that a phenomenal leader needs to love people and use virtue to rule a society. The ultimate goal for a leader is to fulfill everyone’s demand. In order to achieve this goal; a leader must be a sage or at least a very wise man to set up a very extraordinary example for others to learn. However, this opinion has a very obvious flaw that people cannot be as good as he think and most people are selfish that this kind of leadership is not going to be successful. Second, From the Machiavelli, we can acquire the idea which

According to the researcher in this theory leader they have to tell their subordinates that what, when and where to do. So they can go step by step to get the everyday success. In this he can tell what his expectation in a friendly way, so that they can get their promotions.

Leadership has been studied from a wide range of perspectives and thus it means different things to different people. Some people view leadership as the focus of group processes, some others view it from a personality or skills perspective, to some others leadership is an act or behavior, some school of thought describe leadership in terms of power relationship while some view leadership as a transformational process (Northouse, 2012). Looking at the various definitions of leadership, there are various terms that are important; including the fact that leadership is a process that involves influence and the attainment of a common goal, and usually occurs in the context of a group (Northouse, 2012). The path-goal theory is one of the

On the other hand it could be argued that management can be seen as an art. Literature proves the Armed Forces leaders to be the best at managing change “Orion claims the most effective approach to huge cuts and organisational upheaval is for leaders to persuade their staff to understand why changes "are good for them", a process that involves asking employees lots of questions about how they are feeling. This kind of "brain-friendly leadership" is more prevalent in the armed forces” (Dobinson, 2012). This in itself is an art form as the Armed Forces leaders are taking practical knowledge and skill and applying it to their subordinates. It is arguable that since managers are accountable for the smooth running of new strategies, management can be perceived as an art. This is due to organisational change requiring communication, vision and craft to avoid crisis. “Leaders of successful defence transformations resist the urge to reorganise; they focus first on securing the successes that can make a big difference to the momentum of a program” (Chinn & Dowdy, 2014). This in itself is an art form as leaders are improving performance and altering knowledge into actions to reach measurable results. The knowing-doing gap by Pfeffer and Sutton alongside creative action articulates that a business that acts upon their knowledge eliminates fear, eradicates destructive internal competition. Managers must have the appropriate tools to accomplish their tasks and have a vision to employ