Evaluating Contemporary Views of Leadership

1667 Words Mar 19th, 2015 7 Pages
Evaluating Contemporary Views of Leadership
LDR/711A » Leadership Theories and Practice – University of Phoenix

Evaluating Contemporary Views of Leadership From Mahatma Gandhi and Nelson Mandela’s charisma, to Winston Churchill and Martin Luther King’s intelligence and Steve Jobs’ analytical nature, there can be as numerous ways to lead as there are leaders (Crossman, 2010). Leadership is a hot debate both in the business world and other areas of the society. Throughout the world's, there have been as many leadership models as there have been their commentators (Burns & Peltason, 1966). Fortunately, psychologists and businesspersons have established useful frameworks that refer to the main ways of leadership. When leaders
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In such leadership models, leaders work with other people (always their subjects or inferiors) to achieve a common good. Often, the common good might be a competitive advantage in business, brand identity, community support or expansion and growth of the business (Crossman, 2010). Additionally, to these collaborative approaches leaders seek to ensure that their employees are involved in decision making to make a contribution and bring impact in their specific departments (Burns & Peltason, 1966). Such collaborative leadership styles may be inborn or developed over time (Nadler & Tushman, 1990). When they are inborn, the leader is always a charismatic, outgoing, and sensitive to their employees’ demands and to the society around them (Kotter, 1999). Such leadership styles that focus on collaboration include democratic, laissez-faire, transactional, situational and transformational leadership styles. The leaders act as both leaders and managers leading and managing their teams depending on the context (Crossman, 2010). Conventional views of leadership that rated performance and evaluated feedback either annually or semi-annually. However, the contemporary leadership views see the organization members as more equal across board (Crossman, 2010). Therefore, leaders or managers and employees interact and report more frequently as well as improve their performances more often (Lakshman, 2007; Nadler & Tushman, 1990). In these leadership models,
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