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Running head: LEARNING ABOUT LEADERSHIP.

Learning About Leadership.

Elissa Bou Arbid.

3rd of January 2011.

Notre Dame University - Louaize.

English110.

Miss Natalia Geha.

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LEARNING ABOUT LEADERSHIP.

Abstract.

This paper explores many published articles that report on results from research

conducted on leadership theories and concepts, definitions and behavioral processes. The

analysis of the given information makes it clear that some leaders are born while others

are made. Theodore Hesburgh said “The very essence of leadership is that you have to

have a vision. It's got to be a vision you articulate clearly and forcefully on every

occasion.” This paper examines leadership and its different approaches heavily changing

within the time. In fact, leadership varies from black leadership to business, charismatic,

educational, effective, military, presidential, servant, team, to transformational

leadership. In the following, we will discuss how did the leadership issue start, what

might be the best leadership theory for the 21st century, and finally, what are practically

the results of a well defined leadership style if fully practiced?

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Learning about leadership.

Leadership is a process by which a person influences others to accomplish

an objective and directs the organization in a way that makes it more cohesive and

coherent. This definition is similar to Northouse's (2007, p. 3) definition: “

Leadership is a process whereby an individual influences a group of individuals to

achieve a common goal”. However, here’s a brief history of leadership.

According to Crawford, Brungardt, and Maugham, five eras of

leadership exist. Tribal leaders are first to be mentioned. They served the role of

coordinator and skilled expert and were probably “elected” based more on their

size, strength, and agility than on their good looks or interpersonal skills. Tribal

leaders were skilled hunters, but were somewhat unskilled in social skills and

human interaction. If we consider the probable importance of leadership in a tribal

community, it seems obvious that leaders probably served the role of coordinator

and skilled expert.

As we turn the clock forward to biblical times, Pre-classical leaders come

in the second spot. Leaders of this era were skilled in leading others’ behavior for

the sake of not only their jobs, but also for their families, and their mortal souls.

Since they were perceived as having divine power, men dominated leadership in

this era. They claimed divinity; those with the most power had direct access to the

gods for the purpose of interceding in the afterlife. Death was feared, but the

afterlife was a bigger mystery and was feared even more.

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Afterwards, Classical leadership took place. The assumptions of classical

leadership have been unusually consistent since before the dark ages; there is no

reason why classical leadership should stray from these very focused commitments

given the results: production at minimal costs. For many classical leaders the purpose

can be simplified to one primitive concept: to create stable profit. Classical leaders

generally share the belief that workers are inefficient, and if left to their own devices,

would not perform at a satisfactory level. They do what it takes to get the job done in

the most expedient and efficient manner possible.

Classical leadership and slow incremental organizational change and

improvement would no longer be enough for survival. Thus, progressive leadership

was born, and business leaders began to realize that they would have to increase

quality and reduce costs to insure growth, to compete, and to survive in this new

environment. Therefore, corporate leaders began playing a new game--the change

game.

Finally, Post-progressive leadership aroused.. New forms of leadership

are emerging that address the post-industrial world and have attempted to explore

the world of leadership beyond business and profit margins. Social change

models and risk leadership are bridging the gap between the dereliction of

classical leadership and the hope of real progressive leadership. Leadership in the

new millennium will certainly be different than the classical and pre-classical

exemplar!
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Discussion

“Good leaders are made not born. If you have the desire and willpower, you can

become an effective leader. Good leaders develop through a never ending process

of self-study, education, training, and experience” (Jago, 1982, pp. 315-336).

Thus, what might be the most effective theory for leadership practice? The

answer of this question is not one! In fact, this answer depends amazingly on the

situation in which the leader is responsible for leading. From the path-goal theory

to the contingency theory, leaders have many options to adopt.

On one hand, the situational leadership theory allows a leader to “adopt

different leadership styles depending on the situation” (Chimaera Consulting Ltd

1998). This theory allows the leader to match the maturity of subordinates based

on the follower’s psychology or technical skills. As followers have different

maturity levels on both these fronts, the opportunity to learn is always present.

Therefore, how a situation actually turns out depends on the leader; the follower’s

maturity and the situation at hand.

On the other hand, the path-goal theory suggests that performance and the

satisfaction of a group can be affected by the leader in numerous ways (House

1971) such as reward, clarification towards goals and by removing obstacles in

the way. Again, by understanding and knowing the needs of the group, a leader

can learn to change his/her personality and approach.

However, the Contingency theory will also allow a leader to change as the

group’s performance is dependent on the leader's style. The Contingency theory is

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described as task motivated or relationship motivated. Again a leader should be

able to determine what motivates the individuals or groups they lead. Those who

prefer responsibility should be given the opportunity to be delegated tasks. And

those who prefer a relational approach should be provided with the environment

to do so.

In conclusion, there is no right or wrong approach on how to lead followers

because it depends on the follower’s needs and maturity as well as the situation.

These two factors then allow the leader to determine what approach they will

take. Obviously, this also depends on the nature of the leader too.

After reviewing the best situational theories of leadership, one of the best things

to do is to cite fifteen great leaders of all time, and share the best of their quotes:

1. Mohandas Gandhi, Pioneer of Nonviolent Protest: Hatred can be overcome only

by love.

2. Vince Lombardi, Legendary Coach of The Green Bay Packers: Confidence is

contagious. So is lack of confidence.

3. Franklin D. Roosevelt, 32nd President of the United States: Be sincere; be brief;

be seated.

4. Steve Jobs, Co-founder and CEO of Apple Inc.: Innovation distinguishes between

a leader and a follower.

5. Nelson Mandela, Political Prisoner-Turned-South African President: A good head

and a good heart are always a formidable combination.

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6. Gloria Steinem, Writer and Feminist Leader: The best kind of leader: one who

creates independence, not dependence.

7. Golda Meir, Former Prime Minister of Israel: A leader who doesn't hesitate before

he sends his nation into battle is not fit to be a leader. 

8. Martin Luther King Jr., Minister and Leader of the American Civil Rights

Movement: A genuine leader is not a searcher for consensus but a molder of

consensus. 

9. Winston Churchill, British Prime Minister: All the great things are simple, and

many can be expressed in a single word: freedom, justice, honor, duty, mercy,

hope. 

10. Douglas MacArthur, United States General and WWII Hero: Age wrinkles the

body. Quitting wrinkles the soul.

11. Eleanor Roosevelt, Former First Lady and Social Reformer: It isn't enough to talk

about peace. One must believe in it. And it isn't enough to believe in it. One must

work at it.

12. Oprah Winfrey, Media Mogul and Humanitarian: Doing the best at this moment

puts you in the best place for the next moment. 

13. Pope John Paul II, the Catholic Church's Supreme Pontiff for 27 Years: An

excuse is worse and more terrible than a lie, for an excuse is a lie guarded.

14. Count Basie, Pianist and Bandleader: I decided that I would be one of the biggest

new names; and I actually had some little fancy business cards printed up to

announce it, 'Count Basie. Beware, the Count is Here .' 

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15. Adolf Hitler, Leader of the National Socialist German Workers Party: I believe

today that my conduct is in accordance with the will of the Almighty Creator. 

After explaining the best leadership styles and reviewing the best 15 leaders of the world,

the time comes to highlight some common mistakes made while leading!

One of the biggest mistakes made by great leaders is the lack of communication since

individual and group communication is vital. Added to that, failing to be a good role

model is counted as a major leadership bias that might affect the subordinates! And

finally, an inadequate recognition might cause the de-motivation of employees around

their boss/leader…

In all,  leadership is vital for both in building the strength and power of the

organization and in helping to manage relationships and resources. Studies show

that 80% of problems experienced in any organization are people-related so good

leadership always benefits the organization as a whole. With good leadership,

team members will feel valued and an integral part of the development of the

organization – this invariably leads to greater benefits for the business.

Overall, leadership helps groups and organizations build consensus around

common goals, improve collaboration between team members and colleagues and

ultimately achieve greater success.

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References

Northouse, G. (2007). Leadership theory and practice. (3rd ed.) Thousand Oak,

London, New Delhe, Sage Publications, Inc.

ago, A. G. (1982). Leadership: Perspectives in theory and research. Management

Science, 28(3), 315-336.

Chimaera Consulting Ltd (1998) [Online] Available

from: http://www.chimaeraconsulting.com/sitleader.htm (Accessed 27 April

2007).

http://www.life.com/image/53370403/in-gallery/36522