Evolving Leadership Models
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Evolving Leadership Models
Recent theoretical developments in leadership paradigms seem more inclined to frame leadership concepts within the context of moral philosophy, interpersonal growth and spiritual values, topics discussed in business leadership models. Some examples include transformational leadership (Burns, 1978; Bass, 1990), Servant-Leadership (Greenleaf Center, 2002), Relational Leadership (Brower, Schoorman, & Hwee, 2000) and spiritual leadership (Mitroff & Denton, 1999).
Conduct a preliminary search of these models, and select one that resonates best with your own leadership style and one that does not resonate to your own leadership style. Using the business article collections in the Library and other credible sources, respond to the following questions regarding the model you have selected:
â?¢Select two and compare and contrast these two models, with particular emphasis on the implications of these models for the leader follower-relationship and the organizational culture.
â?¢To what degree do these models represent a theory that is grounded in experience or fact, or just a "fad"? Defend your arguments with academic sources.
In your own words, post a response to the Discussion Board and comment on other postings. You will be graded on the quality of your postings.
Objective: The Objective of the Unit 5 DB Assignment will involve the following the Course Outcomes and Grading Criteria with their respective percentages for the Grading Rubric:
1.Analyze the various leader, follower, cultural, and situational characteristics that contribute to leadership. (60%)
2.Apply critical thinking skills to analyze business situations. (20%)
3.The remaining 20% of the grading will be based on your in-depth interactions with your colleagues.
References
Bass, B. M. (1990). Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications (3rd ed.). New York: The Free Press.
Brower, H. H., Schoorman, D. F., & Hwee Hoon Tan (2000). A model of relational leadership: The integration of trust and leader-member exchange. Leadership Quarterly, 11(2), 227-250. Retrieved December 2, 2008, from Business Source Premier database.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Greenleaf, R. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.
Mitroff, I. I. & Denton, E. A, (1999). A spiritual audit of corporate America: A hard look at spirituality, religion, and values in the workplace. San Francisco, CA: Jossey-Bass, Inc.
The response addresses the queries posted in 803 words with references.
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The response addresses the queries posted in 803 words with references.
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The response addresses the queries posted in 803 words with references.
// The purpose of this paper is to examine the difference between the two models of leadership. In this paper Servant leadership model and transformational leadership model have been examined and major implications of these models have been explained. Paper also addresses those leadership theories which represent these two models and the degree to which it does so. //
Leadership is a process through which the behaviour of the others can be influenced to work willingly and with enthusiasm to achieve the desired goals. It is a continuous process. It shows the relationship between the leader and his followers. Leadership emerges as a result of the functioning for achievement of common goals. The main objective of a leader is to influence the behaviour of his followers through his leadership traits. There is no role of coercion in leadership to get the work done. Followers always follow the leader with their own wish. They can not be forced to follow him.
Leader offers help of his expertise and his experiences and show the path to his followers to attain the common goals. This happens when leader feels that his followers need individual attention and recognition. He makes them feel motivated by telling them that how important were the activities that were performed by them. Leadership is not exercised every time. It is applied in a specific situation, at a specific time (Burns, ...
Education
- MBA (IP), International Center for Internationa Business
- BBA, University of Rajasthan
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