Relational Leadership Theory: Global Delivery Direct

The two theories that I chose to do my self-assessment by are the authentic leadership theory and the servant leadership theory. The authentic leadership theory was chosen due to my desire to stay true to who I am and what I stand for. However, the servant leadership theory was chosen because of my desire to meet the needs of others while doing what I can to help others succeed as well as meet their set goals. Being a servant while being authentic are the traits I want in my style of leadership and are assessed throughout this paper along with my strengths and weaknesses in the area of leadership.

Devine and Winter (2012, p. 25) state, “there is nothing magical about leadership, and there is nothing magical about teaching it or learning it.” They go on to define leadership as the ability to influence those who work for you to want to accomplish and strive to reach organizational goals and objectives. Those who influence others must understand the theories of motivation so that these theories can be applied, communicated and taught in order to motivate followers (Devine and Winter, 2012). Different from supervision, leadership implores the desires of those around you to want to succeed in meeting a goal through you the leader’s motivational abilities.

Abstract: There are numerous definitions of leadership, all of which contain elements related to people (the leader and the follower(s)), communicating in person or by the written word, actions (organizing, directing, coaching, and/or motivating), and for a purpose (meeting a goal(s) or accomplishing a task(s)) (ADP 6-22) (Fisher 2015) (Bolden 2013) (Hogan 2005). Additionally, everything done occurs within a given context. Effective leaders are poised, proficient, pertinent, and practical in the application of the art of leadership. This means leaders are ready to engage the group with effective methods and

How have you been impacted by a leader that was invested relationally? How did they earn permission to lead you?

GLOBE stands for Global Leadership and organizational Behavior Effectiveness Research project a group of international social scientists and management scholars that study cross-cultural leadership. They have outlined six dimensions won which global leaders should have in their behaviors that acted as bases for leadership comparison. The units for measurement are performance orientation, assertiveness, future orientation, human orientation, collectivism, gender egalitarianism, power and uncertainty. The dimensions for global leadership are charismatic, team-oriented, self-protective, participative, human orientation in this case the leader is modest, compassionate towards others, and finally able to perform without frequent consultation, autonomous. (House et al.)

Carl Rogers and Abraham Maslow developed the authentic leadership theory in 1971 (McEwen & Willis, 2014). This theory holds that an authentic leader is someone who is self-actualized, understands his or her capabilities, obtains noteworthy ethical standards, and is not easily persuaded (McEwen & Willis, 2014). Authentic leadership was designed to complement the basic roots and core values of leadership (Wong & Cummings, 2009). An authentic leader is unbiased and acts upon what needs to be done rather than to please people (Wong & Cummings, 2009). Due to the rising demands of the health care system, there is an increased need for DNP prepared NPs (Poghosyan & Liu, 2016).

The four approaches in understanding leadership have their own advantages in explaining leadership. However, I would say that the relational approach is the most comprehensive way in explaining and understanding leadership. According to Hackman and Johnson (2013), “leadership is “human (symbolic) communication that modifies the attitudes and behaviors of others in order to meet shared group goals” (p. 11). From the definition, we could see that leadership emphasizes on communication, task, and relationship among leaders and followers, and those aspects are well explained in the relational approach which has focus on leader-member relationships, while other approaches have focus on personal characteristics (for traits and contingency approach)

GDD derived its leadership concept through the relational leadership theory on account of their view of leadership as a relational and ethical process of people attempting to carry out positive change within an organization (Exploring Leadership, n.d.). GDD focuses on the idea that leadership effectiveness is an ability of the leaders to create a substantive relationship within the company (Exploring Leadership, n.d.); additionally, this idea encompasses the following components: inclusiveness, empowering, purposeful, ethical, and process oriented. GDD developed an organizational structure and culture to encourage and foster a business environment that reflects this leadership theory.

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.

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.

After undergoing a dramatic and angst-ridden season, the Victorian Korfball Senior Team is in need of significant transformation if there is any hope of fostering a high performance culture in the new season. Due to their history of conflict, the players in their present state lack any indications of cohesion. Selecting the right athletes for the new team will play a significant role in the baseline level of cohesion. Each of these areas can be addressed through a method of careful analysis via the Multidimensional Model of Leadership (Chelladurai & Saleh 1978), implementation of an appropriate intervention and the structuring of a consultative leadership environment.

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.

Leadership skills can be learned and practiced. It is not necessary to be an outgoing or charismatic person to be a good leader. A good leader learns from the different circumstances that their life presents and uses this to enhance their leadership skills.

As Millennials continue to grow and dominate the workplace, leaders must identify the factors that will create the next generation of global leaders and how to effectively tap into the vast reservoirs of technological knowledge Millennials bring to the table. This speech will outline the relationship of cause and effect as it relates Millennials, the next generation of global leaders.

With direct-connect structure, the business leaders or functional managers of specific business divisions report to their headquarters in the U.S.. After the direct-connect structure is implemented, it has changed the operation in GE Canada. In the past, the Canadian CEO was fully responsible for the profitability of the Canadian operating division, with the manufacturing plants made a full line of products primarily for the Canadian market with some exporting possibilities. After the new management system implemented, the U.S. divisional bosses is responsible for the profitability of each operational business division both in the U.S. and Canada. With the change in management system, the business development group has changed its position in GE Canada by switching the role of conducting feasibility studies and new market development for the business unit in Canada to the role of looking for opportunities to leverage the strengths of Canadian activities on a global basis. The business development group felt that the change in management system has made the U.S.-based business leaders to ignore the potential business opportunity in Canada and added more uncertainty to the business development group role. Most decisions need approval from the U.S. divisional bosses, whom do not have a complete picture of the business potential in Canada and want full control of the business operations