Yukls Multiple-Linkage Model Essays

What is leadership? When examining this question it is important to understand what it means to be a leader within an organization. “Leadership is the influencing process of leaders and followers to achieve organizational objectives through change (Achua, 2010, p. 6). Leaders serves people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors (Thomas S Bateman, 2010, p. 66). Unlike management leadership flows from the core of a personality and cannot be taught; although leadership can be learned and may be enhanced through coaching and mentoring. Leadership involves unique processes that are distinguishable from basic management processes (Thomas S Bateman,

This book identifies three standards of employees which each may require a different method of leadership form the same leader. These employees

Multiple-linkage model includes four variables: managerial, intervening, criterion, and situational (Yuki, 2006). This model describes “the interacting effects of managerial behavior and situational variables on the intervening variables that determine the performance of a work unit” (Yuki, 2006, p. 228). The six intervening variables are task-commitment, ability and role clarity, organization of work, cooperation and mutual respect, resources and support, and external coordination. These variables are interdependent. To maximize the effectiveness of a group, a balance of each variable is critical. A situation can affect the variables, regardless of leader involvement. A leader’s role is to correct any deficiencies.

There is a clear chain of command each playing a part within the organisational structure and examples of the functions of Fayol’s management theories can be offered for each.

External factors, internal factors, and relationships all play a huge role in leadership. Society creates a stereotypical idea of what leadership should look like. Berger (2014) considered a conceptual framework that provides three major categories of major approaches to leadership, and how these approaches lead to a better clarification of leadership and its entities. These categories include: achievement, relationships, and values. The achievement category consists of 3 sub-categories (individual, behavioral, and contingent) that all focus on ways in which leaders are defined by their ability to achieve goals. They focus on a particular individual as a

Describe and explain how one leadership model (a model deemed valid by today’s research standards, as discussed in the module material) interacts with the most important performance outcomes with regard to teams.

Leadership comes in different forms and in different aspects of life from private business to government entities (Wren, 1995, p. 5). The models of leadership used are dependent upon the individual attributes of the leaders, for example traits, values, self-identity, skills, and competencies (Yukl, 2013, p. 136). A close look at select leadership models and how they compare and contrast with each other provides insight into the types of leadership that might be employed within organizations as they face various leadership issues and challenges.

Seong, Jee Young; Kristof-Brown, Amy L.; Park, Won-Woo; Hong, Doo-Seung; Shin, Yuhyung; Journal of Management, Vol 41(4), May, 2015 pp. 1184-1213. Publisher: Sage Publications; [Journal Article], Database: PsycINFO

Mind Tools (2017) describes the McKinsey’s 7S as having a hard elements, which are easier to identify and leaders can influence them directly like Strategy, structure and system and soft elements are more with as being hard and shared values, style, staff and skills as being soft. Strategy is the plan of the organization objectives that will build an advantage over the competitive opposition opponents (Singh, 2013, Mind Tools, 2017). Next is the structure is the dynamics of the organization structure, for instance, the organization chart or chain of command (Singh, 2013, Mind Tools, 2017). Then there is the systems which are the procedures and activities that are conducted daily by staff in order to get the job done (Singh, 2013, Mind Tools, 2017). The shared values are the superordinate goals, like the core values of the organization are next and the style is the adopted leadership style (Singh, 2013, Mind Tools, 2017). The last two are staff which is the employees and their abilities to perform their job duties and skills which are the capabilities and competencies that each employee has to achieve the objective of the organization (Singh, 2013, Mind Tools, 2017).

The operations model is the traditional and most effective model of leadership. The management structure on a team of supervisors, managers, and directors working together under the leadership of a

A leader has been defined as someone who can influence individuals to do things that accomplish a common goal. It is described as a “person or thing that leads” or “a guiding or directing head” (Yukl, 2010). One of the main definitions of leadership is the process of influencing others to understand and agree about what needs to be done and how to do it. The Executive Director of Community College Initiatives has shown to have these qualities. Heading up a new department while working with limitations and still getting task accomplished shows strong leadership and management skills. While leadership deals with the process of influencing the activities of an organized group toward a goal or achievement, Managers deal with the stability and order on how to run things (Rauch, 1981). While manager’s deal with stability and order on how to run things efficiently, leaders look at the big picture. Effective leaders have good managers working for them. One can be a good manager but not an effective leader or someone can be a good leader but cannot manage well. Leaders and managers take two different paths to reach a common goal for an organization. Leadership and management are qualitatively different and mutually exclusive (Bennis, 1985). By creating a team of capable managers proves that she has good leadership qualities.

93). For mutual accountability to work effectively mutual benefits must be consistently exchanged and power relationship must be relatively equal. A third principle of management is the need for complementary skills. Those in leadership roles are expected to be competent in basic social skills, have an apt demeanor, and someone who is trustworthy. The last requirement for highly productive management is to have an appropriate number of team members. As group sizes increase, the pressure to formalize roles increases. Shared leadership is the term for the entire process; this theory tries to explain the relationship between leaders and their directives roles, including the relationship to vertical leadership. The style proposed in shared leadership is a combined style based on both vertical leadership and distributed forms of leadership because different members perform different types of leadership at the same time. Overall, distributed leadership theories demonstrate a radically different perspective in that the focus is not on the role of the leader but on that of the

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.

In Leadership, Leadership, Leadership" Are We All Chanting the Wrong Mantra, the authors says, “Leadership is simply management of higher level things” (McCormack, 2009, p.1) and that the leader manages the vision, people’s perception and their own behavior (p.1). McCormack continues his analysis by saying, “There are times when leadership simply cannot take place” (p.2). McCormack appears to believe that organizations and universities should not teach, encourage or tolerate leadership as a singular function: That they should only embrace it as a single duty within the broader responsibility of management.