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Describe the Following Leadership Theories: (a) Transformational Leadership, (b) Situational

Describe the Following Leadership Theories: (a) Transformational Leadership, (b) Situational

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Published by qis 2008

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Published by: qis 2008 on Nov 08, 2009
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12/10/2012

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Describe the following leadership theories: (a) Transformationalleadership, (b) Situational Leadership Theory/Model.
INTRODUCTION
Alan Keith of Genentech defined Leadership as creating a way for people tocontribute to making something extraordinary happen.John Maxwell defined leadership as "leadership is influence - nothing more,nothing less." This moves beyond the position defining the leader, to looking atthe ability of the leader to influence other.Warren Bennis' definition of leadership is focused much more on the individualcapability of the leader : "Leadership is a function of knowing yourself, having avision that is well communicated, building trust among colleagues, and takingeffective action to realize your own leadership potential."Leadership is and has been described as the “process of 
inwhich one person can enlist the aid and support of others in the accomplishmentof a common task”Leadership is defined in so many different ways that it is hard to come up with asingle working definition. Leadership is not just a person or group of people in ahigh position; understanding leadership is not complete without understanding
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interactions between a leader and his or her followers. Neither is leadershipmerely the ability or static capacity of a leader.In these unique social dynamics, all the parties involved attempt to influenceeach other in the pursuit of goals. Leadership is a process in which a leader attempts to influence his or her followers to establish and accomplish a goal or goals
.
Leadership is a process in which a leader attempts to influence his or her followers to establish and accomplish a goal or goals.A leader is a person who influences a group of people towards a specific result.Leaders are recognized by their capacity for caring for others, clear communication, and a commitment to persist. An individual who is appointed toa managerial position has the right to command and enforce obedience by virtueof the authority of his position. However, he must possess adequate personalattributes to match his authority, because authority is only potentially available tohim. In the absence of sufficient personal competence, a manager may beconfronted by an emergent leader who can challenge his role in the organizationand reduce it to that of a figurehead
.
It follows that whoever wields personal influence and power can legitimize thisonly by gaining a formal position in the hierarchy, with commensurate authority.Leadership can be defined as one's ability to get others to willingly follow. Everyorganization needs leaders at every level.
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 THEORIES OF LEADERSHIP
Leadership theories
are a relatively recent phenomena that have beenadvanced by the sudden interest in historical leaders and the desire to identifythe characteristics and behaviors that these leaders exhibited. By understandingthe characteristics of the leader, their successes and failures, as well as thepolitical and work environment they faced, the modern day worker can hope toreplicate this success.Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may bedeveloped by the leader, by the senior team or may emerge from a broad seriesof discussions.
 
In order to create
, the Transformational Leader has tobe very careful in creating trust, and their personal integrity is a critical part of thepackage that they are selling. In effect, they are selling themselves as well as thevision.When a decision is needed, an effective leader does not just fall into a singlepreferred style, such as using
or 
methods.Factors that affect situational decisions include motivation and capability of followers.
 
Leaders here work on such factors as external relationships,acquisition of resources, managing demands on the group and managing thestructures and culture of the group.
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