Leadership Theory And Practice Of Leadership

Classical organisational theorist defined leadership in terms of achieving a group’s objectives R.C Davies (1942) referred to leadership as “the principle dynamic forces that motivates and coordinates the organisation in the accomplishment of its objectives.” Similarly, Urwick (1953) stated that the leader is “the personification of common purpose not only to all who work under taking, but to everyone outside it.” K. Davies (1962) defined leadership as “the human factor which binds a group together and motivates it towards goals.” Cattell (1951) took the extreme position that leadership is whatever or whoever contributes to the group’s performance. To measure each members Leadership, Cattell noted, removed him or her from the group, one at a time, and observe what happens to the group’s performance. Calder (1977) and Pfeffer (1977) “stated that leadership is mainly influence and is even attributed to participants after the fact.

This is an introduction to the Leadership Archetype Questionnaire (Kets de Vries, 2006b), introduced in Chapter 12 of the textbook “Leadership: Theory and Practice” by Peter Northouse (Northouse, 2016). The Leadership Archetype Questionnaire gauges a leader’s perception of his/her style of leadership by identifying the key leadership behaviors they display, based on different leadership prototypes (Northouse, 2016). The following is a brief summary of the resulting findings of the questionnaire, as well as a paragraph with a short assessment of the results. Finally, a brief analysis of the impact the characteristics of the psychodynamic approach might have on one’s personal leadership style.

The questions asked, in our textbook, are “What is a leader? And how does leadership work?” (Maxwell, 2011, p. 2). According to John Maxwell (2011) “Unfortunately, people’s usual answers to those questions are not very helpful . . . The conclusion I came to early on is that leadership is influence. If people can increase their influence with others, they can lead more effectively” (p. 2).

The leadership practice I exhibit the most is the ‘Challenge the Process’. I am always searching for rne opportunities by taking the initiative and looking outward for innovative ways to improve. I enjoy experimenting and taking risks by constantly generating small wins and learning from experience. I like to be a role model that not only leads, but follows.

There are many different leadership theories that have been proposed, tested, and studied over the years. Many organizations utilize these theories and practices to collect and analyze data within their own organizations which may allow them to find ways of increasing the effectiveness of their company. Although there are not any theories deemed completely perfect in leadership, many have been given lots of validity based on the and studies done involving them. This paper will analyze and discuss different leadership theories including; the contingency theory, the transformational theory, and the leader-member exchange theory. This paper will also discuss the most effective leadership theory in a current organization.

During this course, the focus has been on leadership and the different theories of leadership. There are either eight to ten leadership theories, depending on the source. Those leadership theories describe different aspects of what it takes to be a leader and the skills and traits of people who are considered leaders. There are two different sets of leadership theories. According to Cherry (2012), when it comes to leadership theories, “most can be classified as one of eight major types.” Those eight major types are called the “Great Man” Theories, Trait theories, Contingency Theories, Situational theories, Behavioral theories, Participative theories, Management theories, and Relationship theories. Those eight leadership theories are similar to the ten leadership theories discussed by Zigarelli. According to Zigarelli (2013), There are ten leadership styles that all have useful aspects to them, and the more that a person learns about all ten theories, they better equipped they will be to become a leader. The ten leadership theories are identical in some areas to the eight leadership theories, but there are some differences. The ten leadership theories are the Great Man Theory, The Trait Theory of Leadership, The Skills Theory of Leadership, The Situational Leadership Theory, The Contingency Theory, Transactional Leadership, Transformational Leadership, Leader-Member Exchange Theory, and the Servant Leadership Theory. After

This semester we have taken a greater look at the styles and understanding of leadership theories. Through our class readings, I have discovered the good and bad of leadership and management along with a clear understanding of the relationship between leaders and their followers. One thing that I found very interesting was the breakdown of the different types of followers and although I thought I had pretty good leadership skills I have gained a lot of knowledge to enhance my ability to lead.

This paper explores five published empirical articles and report results from research conducted on traits, skills, and characters relationships to leadership and followers. The paper discusses the common themes and conclusions addressed in all studies. The articles penned with the intention of examining the impact leadership style and leadership theory in areas such as individual identity, culture, and worldview. Mahdi, Mohd, and Almsafir (2014) argue there is a significantly strong relationship between the leadership behavior and organizational commitment. Also, the paper synthesizes pool of knowledge on the empirical impact of leadership behaviors on follower’s perceptions. Various aspects of these variables questioned in these articles provide an extensive and extended comprehensive understanding of the factors that affect groups and employees in societies.

To truly understand leadership and management a person has to understand what is the core of management. Henri Fayol was the most famous theorist to define functions of management and there principles of management. He recognized these functions and principles as universal and that each of these applied to each manager in the daily functions. Division of Work: Fayol believed specialization according to a person’s skills and abilities to be the best way to utilize human resources at any organization. He believed that work should be divided among the workers to make sure that each of them are doing what they excel at, and to ensure that attention and effort of the workers remain focused on their special tasks. Authority: Authority according to Fayol is the right of the manager to delegate orders and the power to give them instructions. Authority and responsibility are closely associated concepts, and he also believed that responsibility and accountability comes naturally with authority. Discipline: Any organization requires common efforts of the workers to succeed. Discipline is maintain good behaviors in workers, and to charge penalties in case of violation against common effort. Unity of command: This means that there should be one manager through which workers should receive orders and it keeps a uniform system in the management. Unity

According to Bobby Clinton, leadership emergence theory can be stated in these terms: God develops a leader over a lifetime, and effective leaders will understand their ministry in terms of a lifetime perspective. That development is a function of the use of events and people to impress leadership lessons upon a leader (processing or shaping activities), time, and leader response (Clinton 2012, 171-173). Ultimately, processing items in critical life events such as ministry conflict provide opportunities to bring closure to recent experiences, to deepen ones relationship to God, to expand one 's perspectives to see new things, and to make decisions which will launch one into a new phase of development (Clinton 1992, 16). How we react in that crisis, our response patterns, determines the type of leaders we will become. Therefore leaders need to be prepared so they can evaluate process items with perspective and develop maturity to learn the lessons God intends.

Effective leadership is essential to the overall success of any organization. Leadership attributes or qualities and leadership theories have been studied by a variety of fields including business, healthcare, finance, political science, psychology, and more. There seems to be a paradigm shift in leadership theories and qualities that is focusing on the relationship of the leader to his or her subordinates as well as the population they are serving. Parris and Peachey state “leadership is a skill used to influence followers in an organization to work enthusiastically towards goals specifically identified for the common good” (Parris & Peachey, 2013, p. 377). The paradigm shift is occurring secondary to the public downfall in recent years

Bass (2000; 2008) argued that it was worthless trying to find the one most suitable definition of leadership. Leadership has been studied by many different scholars over the years, Denis, Langley & Rouleau (2010) state "Each wave of studies has enriched understanding of the phenomenon." They have come up with many varying different definitions, but these definitions carry a common factor, influence. This case is supported by Maxwell (1993 p;1) who simply states "leadership is influence." Going by this we decipher that a leader must exercise a degree of control over his followers, as well on his organisation. As we shall see later in this article, this holds true for both leadership theories I will discuss in this article.

Leadership in today’s society plays a very pivotal role in the outcome of a company or organization. In addition, leaders and managers have to adhere to a strategic style of leadership that the managers and associates have experienced over the years. With this being said, future leaders may experience complex challenges such as natural disasters and terrorists, change in uncertainty in the business political, and social environment. (Alexander, cited in Hasselbein and Goldsmith, 2006). One could pose a statement, it’s not if the challenge will come, it’s how the leader will handle the challenge. Many leaders have come from different approaches as to what leadership means to them. For example, John Maxwell stated that leadership is a process marked by constant growth (Maxwell, 2013). In addition, Greenleaf stated that true leadership emerges from those whose primary motivation is a deep desire to help other, (Spears, 2004). Furthermore, according to Ken Blanchard, who is a world announce leader, stated that Leadership style is, how you behave when you are trying to influence the performance of some else, and that leadership is a combination of supportive and directive behaviors. (Blanchard, Zigarmi 1985). An illustration of directive behavior would be a cook preparing an entrée for a customer in a restaurant, who is being monitored by the chef. Also an illustration of supportive behavior would be, a process of team building in the company

In today’s society the concept of leadership provides a structure for decisions to be made within teams, organizations, and businesses. The notion that only leaders should be credited for the success or failure carried out by their teams has been instilled in our minds since we first understood the concept of hierarchies. The fact that most business schools even posses a required leadership course proves the significance of this concept within today’s society. While it is astounding how essential the idea of leadership has become, it is important for us to begin looking at leadership under a new light: leadership does not exist without followers because the followers themselves are the true leaders.

Leadership is a highly sought for attribute in the coperate world and a largely accepted definition of leadership is “a process of social influence through within an individual enlist and mobilises the aid of others in the attainment of a collective goal” (Chemers, 2001). Interpreted, leadership is a process in which leaders gain influence from their peers, through different forms of promotions in an organisation or when they exercise power over attitudes, behaviours and destiny of members of a group they are in (Hogg, 2001). Over the past few decades, studies on leadership have shifted from one end to another end of the psychological spectrum with only little to moderate success. Researchers of the past however often forget that leaders