Week 7 Leadership Paper

1424 Words May 11th, 2015 6 Pages
Synthesis Paper: Leadership
RES -811
April 22, 2015

Leadership Paper This paper will create a dialogue concerning the following articles and synthesis them to generate a discussion of the common themes that run throughout them, as well as understanding the conclusion of all three articles when taken as one entity.
Article 1: Fearless Dominance and the U.S. Presidency: Implications of PsychopathicPersonality Traits for Successful and Unsuccessful Political Leadership by S.O. Lilienfeld, I.D. Waldman, K. Landfield, A.L. Watts, S. Rubenzer and T. Faschinbauer.
Article 2: Impact of personal growth projects on leadership identity development by J. Williams.
Article 3: Leadership Styles and AssociatedPersonality Traits: Support for
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The third article discusses the idea behind transactional and transformational leadership and how they determine the ability of management to push and organization forward. Transactional leadership looks at how to keep the status quo or keep the organization afloat, while transformational leadership looks at ways to improve the organization and help it move to the next level. The authors discuss how important it is for successful leaders and organizations to employ a blending of the two styles to create the best leaders. Those managers that are concerned for the well-being of the company, as well as the well-being of the employees, are going to help the organization progress and be successful. This blending is also important with the advances in technology, globalization, policies and procedures, cultural competencies, structures, and role definitions. The more that we become a global community the more the blending of transactional and transformational leadership becomes necessary to stay abreast of the issues surrounding global diversity and global competition. The author’s conducted research regarding leadership styles and connected personality traits among members of a management team. Out of the study, two groups emerged, managers who relied on transformational and active transactional behaviors, as well as having no indication of passive

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