Leadership Through A Different Lens

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.

Situational leadership theory “specifies the appropriate type of leadership behavior for different levels of subordinate maturity in relation to the work” (Yuki, 2006, p. 223). For less mature subordinates may require a leader to be more task and directive-oriented to provide guidance that will help mature the individual. Mature subordinates require less task-oriented structures and work best when a leader uses a relation-oriented method.

The text will cover a number of different aspects of leadership. We will consider my personal understanding of leadership and it relates to certain leadership theories. In my philosophy of leadership, I will address what role I believe a health care leader should play, what leadership theory they should follow, and why leaders should follow that theory. It will describe my current sphere of influence and how it has shaped my understanding of leadership. I will explain how I am a leader in my current position and how I apply my leadership philosophy within my position. Then I will provide how I see the use of informal, formal, positive and negative power as it applies to my personal philosophy of leadership.

According to Institute of Medicine (2011) capabilities of situational leaders include skill presentation recognition, flexibility including competence and pledge of others. Situational leaders relate with their subordinates by encouraging and directing them. Situational leadership is an association between the subordinates’ development level and leaders ' behaviour to offer encouragement and direction. (Carter et al, 2005; Northouse, 2013) The

Situational leadership has very little in common with the other models mentioned herein. This model revolves around the leader changing leadership behaviors to meet the needs in relationship to the follower (Kouzes, 2003, p. 111). The difference between situational leadership and charismatic, servant, and transformational leadership is the lack of an organizational vision and the empowerment of the followers. Situational leadership uses followers based on their readiness level that relate to their ability and willingness to complete the task (Wren, 1995, p. 208). This aspect coupled with the leader’s task and relationship behavior is used in relation to the

The life-cycle theory is based on the maturity levels of the employees in the organization. Employees with less tenure or experience may require a leadership style that focuses more on the tasks or assignments that they need to accomplish. A leader may need to provide more direction to the employees in order to ensure the tasks are successfully completed. Since more experienced or seasoned employees need less directive action from the supervisor in order to accomplish their assignments, the leader should provide more focus towards the best way to support the employees. Hersey and Blanchard appear to suggest that more seasoned employees should become involved in the decision making process with less direct supervision. Employees are expected to not only identity the problem, but also to provide a solution to the problem. “When they gain experience, employees become more able to contribute and participate in those decisions affecting them and the work….experienced oldtimers and professionals need a free rein to function most effectively.” (Plunkett, Allen & Attner, 2013, p466)

This paper is a briefing document that proposes a logical philosophical, hypothetical cover on leadership, assessing the ways the theory and practice connected into a synergistic shape, by evaluating structures of leadership. I will endeavour to illuminate, by examination, the significance of thoughts and ideas around leadership; I will give an individual reflection towards the end of this paper on the collaborative effort and an individual personal

This Leadership Theory and Practice class was not at all what I expected it to be, which is great. I had heard of other people who had taken this class previously with different professors and how all they did was write papers and honestly, hardly learned anything about leadership. This class thankfully had an easy work load which helped with my senioritus, but still challenged me to think about different leadership styles, concepts, and what it truly means to be a leader. I was able to hear the views of many other people especially those who were also in the class, but also from the different people we had interviewed for the assignment we had to present on. I learned a lot about leadership and I learned a lot about myself in a leadership

How important it is to understand a leaders worldview is vital. When we are a leader or employee of a business a huge aspect of business ethics is loyalty, if we are in sync of the vision, policies, and model of the business then in order to succeed in our contractual duties is to believe in the direction of the business and display it. Loyalty is really forming us as an living billboard of what business we are associated with. How can we know this to be true let us take an interpersonal survey of how many conversations we have with family, friends, and others that the content of the dialog without fail is threaded with questions about the business your associated with and the direction it is going.

Although there is some evidence to suggest that the situational model adopted here can be completely thrown upside down depending on it's industry and people (Veccio, 1987), the situational leadership theory is an easy to use failsafe to gain performance from your staff. It adresses the space an individual is in and how to work around that charactorization. It is a great "rule of thumb" methodology which allows you to tailor your actions as a leader for the individual in a quick analyzation. It is also a versatile/flexabil theory in that you can always change your style instantly as you get to know the individual better.

Although trait and skill theories have ideas that can be intertwined and can be compared

As a graduate student approaching her final semester in school, thoughts regarding my leadership abilities in the soon-to-be “real world” have occupied my mind lately. To further explore and develop my ideas about leadership, I decided to develop my personal leadership theory. So, I asked myself the following questions: What makes a successful leader? How do you recognize a leader when you meet one?, and lastly, what is my theory of leadership? With this last question I thought about what leadership meant to me personally and how I personified it in a role of authority. While I had given thought to how I led, I had rarely taken the time to fully understand what my personal leadership theory entailed. Throughout the length of this paper I will analyze how my leadership skills, traits, values and elements from both Authentic Transformational theories help me to shape my leadership philosophy. In doing so I hope to define the leadership values that influence the way I view and practice leadership.

One of the hardest part of a principal is the first few months of school. There is a lot of anxiety and if main focus should be setting a good example and building positive relationships with staff, parents, and other community members. In my opinion, the theories we have learned in Chapter 2 and 3 of Practicing the Art of Leadership by Reginald L. Green are good practices to have so that relationships can be built to improve the needs of the school. Once a principal has established trust and build relationships, one can start thinking about implementing goals and the vision they have for the school.

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.

There are always chances and possibilities to become a good leader regardless the odds against you, gender, age, race, education, previous experience, etc. This paper defines what leadership is and it explains the relationship between leadership and influence. It also highlights the importance of finding opportunities to develop skills and creating strong to become a good leader. It is also emphasized the power of influence that comes from motivating your team, to improve performance and satisfaction and that setting a clear goal is mandatory for good leadership. The conclusion summarizes all the topics under discussion.