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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, n.d.), Relational Leadership (Brower, Schoorman, & Hwee, 2000) and spiritual leadership.

Conduct a preliminary search of these models, and select one that resonates best with your own leadership style. Using the business article search engines in the Library and other credible sources, respond to the following questions regarding the model you have selected:

?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.

?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.

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Let's look at each section to see where I can be helpful to clarify the assignment expectations.

RESPONSE:

1. 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, n.d.), Relational Leadership (Brower, Schoorman, & Hwee, 2000) and spiritual leadership.

A. Conduct a preliminary search of these models, and select one that resonates best with your own leadership style. Using the business article search engines in the Library and other credible sources, respond to the following questions regarding the model you have selected:

This is fairly straightforward. You are asked to conduct research on the above four leadership models. Have you done that yet? If not, this is the place to start.

B. 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.

This is also fairly straightforward. It is asking you to take two of the above models and compare and contrast them, emphasizing the implications of these models for the leader follower relationship and the organizational culture. Your research should turn up ample information on each of these models.

Let's look more closely at the two main concepts and then look at two theories (e..g, servant and transformative leadership) for you to consider.

Definitions and explanation of main concepts:

1. Organizational Culture

Culture is what happens when people get together. It tells us how to behave and agree. Understanding the culture of a team, organization or country can make a lot of difference when you want to change minds. "Culture is the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously and define in a basic 'taken for granted' fashion an organization's view of its self and its environment." -- Edgar Schein (http://changingminds.org/explanations/culture/what_is_culture.htm).

Each leadership style is based on specific assumptions which are reflected in the organizational culture (see illustrative examples below, which defines the assumptions of two leadership styles (e.g., servant and transformative). In your compare and contrasting, you will list the assumptions of each and then comments on the difference (or similarity) in organizational culture.

2. Leader follower-relationship

As well, each leadership style has a unique leader-follower relationship.

For example, in Servant leadership, the leader has responsibility for the followers. Servant leaders are felt to be effective because the needs of followers are so looked after that they reach their full potential, hence perform at their best. Servant leadership is a very moral position, putting the well-being of the followers before other goals. (see full description below) (http://changingminds.org/disciplines/leadership/styles/servant_leadership.htm).

Somewhat similar, in Transformative leadership, in order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. In effect, they are selling themselves as well as the vision (see full description below) (http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm).

Now, let's look briefly at the characteristics of two leadership styles to get you started.

I. ILLUSTRATIVE EXAMPLES:

A. Servant leadership:

Assumptions

. The leader has responsibility for the followers.
. Leaders have a responsibility towards society and those who are disadvantaged.
. People who want to help others best do this by leading them.

Style: The servant leader serves others, rather than others serving the leader. Serving others thus comes by helping them to achieve and improve.

There are two criteria of servant leadership:

· The people served grow as individuals, becoming 'healthier, wiser, more autonomous and more likely themselves to become servants' (Greenleaf, 1977).
· The extent to which the leadership benefits those who are least advantaged in society (or at least does not disadvantage them).

Principles of servant leadership defined by the Alliance for Servant Leadership are:

· Transformation as a vehicle for personal and institutional growth
· Personal growth as a route to better serve others
· Enabling environments that empower and encourage service
· Service as a fundamental goals
· Trusting relationships as a basic platform for collaboration and ...

Solution Summary

This solution assists in comparing two leadership models (transformational, servant or spiritual leadership), with particular emphasis on the implications of these models for the leader follower-relationship and the organizational culture. It then evaluates the degree that these models represent a theory that is grounded in experience or fact, or just a "fad." Research validated.

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