Relationship Between Leadership Styles And Generations

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An Examination of the Relationship between Leadership Styles and Generations in the Workforce

Jenniffer Katrinda McQueen

An Applied Dissertation Submitted to the
Abraham S. Fischler School of Education in Partial Fulfillment of the Requirements for the Degree of Doctor of Education

Nova Southeastern University
Chapter 1: Introduction
Statement of the Problem
Successful organizations identify many factors that are direct contributors to their overall success. While leadership is recorded as a contributor, it is difficult for organizations to fully understand how leadership makes its contribution. Exactly how are leadership and the contributions of leaders measured when determining organizational success? Organizational effectiveness is the term used by Helms (2001) to present the topic of organizational success. Helms also records “the general assumption that measures of organizational effectiveness are readily available and addressed this assumption by presenting the four models that are most often presented in the literature: production, commitment, leadership, and interpersonal conflict” (2001, ¶5).
At the same time leadership is included in a model for measuring organizational effectiveness, it is also noted as being at the core of many challenges an organization may face. External forces, such as the economy can put pressure on an organization that creates a demand for competent leadership for effectiveness (Helms, 2001).
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