Leadership Theory Analysis And Application

Chapter four will define the plan of action to interview Chad Brake, the first shift Senior Supervisor for the Equipment/Component Preparation departments at Pfizer Corporation in McPherson, Kansas. The interview will be designed to pinpoint three key objectives based on the three leadership principles brought together in chapter two and chapter three. The purpose of the interview is to obtain responses from Chad Brake that will validate the importance of the objectives from a leader’s perspective. And lastly, this chapter will demonstrate the objectives that will be presented and documented as quantifiable analyses.

According to the textbook, Introduction to Leadership: Concepts and Practice, there are over 100 definitions of the word “leadership”, and all of them are unique in their own way (Northouse, 2015, p.1). There are so many different aspects to leadership that is it nearly impossible to have one definition that covers every area. Each and every person that is a considered a leader has his or her own way of leading because every situation, whether it be work, a team, at home, etc., calls for different and distinctive ways of leading people. Northouse states that there are six main aspects of leadership; it’s a trait, ability, skill, behavior, relationship, and an influential process (Northouse, p. 3-6). Giving a clear answer as to what leadership is defined as is very difficult, but this paper will talk about my specific leadership skills and what leadership means to me.

Throughout the entire course of this class, I have been asked to fill out different self-assessments related to whatever topic or approach to leadership Peter Northouse (2013) was discussing in his book Leadership Theory and Practice. Each one of these self-assessments were intended to help me in discovering who I was as a person and a leader. Some of the leadership self-assessments included the Least Preferred Coworker Measure from the Contingency Theory chapter, the Leader-Member Exchange Questionnaire from the Leader-Member Exchange Theory chapter, and the Servant Leadership Questionnaire from the chapter that discussed Servant Leadership. Many of these questionnaires I found to be very effective in helping me discover more about my personality traits and leadership style.

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

There are different leadership theories developed throughout the history. Most popular ones are trait theories, behavioral theories, contingency theories, and leader-member exchange (LMX) theory. The author of the post will briefly discuss two theories, Fiedler contingency theory and Leader-Member Exchange (LMX), and compare and contrast their strengths and weakness.

Leader-Member-Exchange Theory suggests that leadership is basically about a fair exchange between the leader and the led, the exchange creates an in group and an out group with respect to the leader, and that in turn affects people’s performance and willingness to stick

The driving force behind becoming an effective leader is establishing a connection between one’s professional core values, leadership theories and transformational practices. Throughout this course a variety of leadership theories were introduced to help……… Eztioni strategies an organization can use to get and keep staff engage was one of the first theories that were introduced. Those strategies were remunerative, coercive and normative. Eztioni (1968) indicates remunerative strategies uses material objects or cash to obtain a certain outcome. An example of this is when the district provides an additional supplement for teacher that show growth with their student on the End of the Grade Test. Coercive strategies is classified as a threat of

Leadership is an important factor within a business environment and often plays a significant role in achievement of organisational success (Landis, Hill & Harvey 2014). However, leadership is an art, therefore there is no simple formula for effective leadership (Hughes, Ginnett & Curphy 2015, p.33) and a leader’s effectiveness can often only be understood in the context of the leader-follower-situation interaction model.

As a curriculum leader who advocates for social justice, I must be aware and conscious of my perspectives, views, and biases to discuss issues on gender, race, class, sexual orientation and other social groups within my classroom (Milner, 2007). However, it will be difficult to emancipate my students if I am not emancipated (West, 1993). To begin my emancipation (1993), I reflect on my life experiences that have led me to my role as a curriculum leader so that I begin the process of knowing who I am (hooks, 1981). In addition, I discuss the theoretical concepts that have influenced my thoughts on gender and my identity as a curriculum leader. Furthermore, I delineate how I will navigate locally and particularly through

Chapter sixteen discusses various leadership theories which can implemented by leaders to achieve success. The choice of leadership theory differs from leader to leader as they possess different vision and way of managing. A theory isn 't always perfect in itself, it is the endless effort of the leaders which makes the theory a perfect one. Two approaches of leadership that I prefer are Situational Leadership Theory and Servant Leadership Theory. Among many theories I prefer these two because I tend to practice those principles most of the time and I assume these are theories that I truly tend to continue in a long run.

The 1970s brought a number of emerging leadership theories, these theories focused on the importance of a leader 's charisma to leadership effectiveness. Many of these theories and models were the same. Transformational leadership theory separated itself between the transactional and the transformational leader. This leadership theory focuses on role and task requirements and utilizes rewards contingent on performance. Research shows that in contrast, transformational leadership focuses on developing mutual trust, fostering the leadership abilities of others, and setting goals that go beyond the short-term needs of the work group.

During the 60s and 70s, behavioral theory and contingency theory materialized as prominent theories of leadership (Cox, 2007). Behavioral theory departed from trait theory in that it assumed leaders could be made instead of born with inherent leadership capabilities. Contingency theory also believed that effective leadership was situational. However, this theory became very difficult to research and measure in practice considering the difficulty in matching which particular behavior patterns would consistently result in effective leadership “in specific contexts or situations” (Cox, 2007, p.9). Hence, these years furthered the path in a continuum of evolving leadership ideas to establish the goal of leadership as indicative of transforming people and organizations in a literal, practical approach to achieve success. Combined, this compilation of traits, behavioral patterns, innovative strategy, knowledge integration, and diversity practices continue to enrich an understanding of leadership.

Leadership is a process whereby individual influences a group of individuals to achieve a common goal (Northouse, 2013, p. 5). So, to better understand the fundamental principles preceding leadership philosophy, we have to understand the theory of leadership development and its essential characteristics. The leadership theories that are greatest associated with my personal developmental plan are the theory of relationship and transformational leadership. The transformational leadership theory is allied with my personal development plan because it is also known as the transformational leadership model, which emphases on the influences that inspires both the leader and the followers. According to this theory, the main elements or fundamental base is created on vision, trust, power, authenticity, motivation, and communication.

Over the years, scholars and management theorists have cultivated several leadership styles that they have encouraged people to apply and try to implement. However, most of these theories have shown various short comings. Typically, none of these styles has proven to work best in diverse situations. In the late 1960’s, the Situational Leadership Model was developed. In this paper, I will discuss the details about the situational leadership model. In detail, the paper begins with a defined introduction of what the situational leadership model is about and an interpretation of its origination. An outline of the model will follow after which a discussion about the benefits and drawbacks of this model will shortly follow.

Fielder’s Contingency Theory states that individuals possess dominant leadership characteristics that are well established and generally flexible. Leaders are characterized into one of two styles, either task-oriented (active, controlling and structuring) or human relations-oriented (passive,