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Leadership and conflict solution

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Defining The Public Leader (for Question 1)
Leadership Theories (for Question 2)
Leadership Styles (for Question 3)
Explain in (4-5) pg :

Determine two (2) leadership theories and two (2) leadership styles that support the definition of a public leader. Provide a rationale for your response.

Assess the effectiveness of the two (2) leadership theories from Question 1. Provide two (2) examples for each leadership theory.

Assess the effectiveness of the two (2) leadership styles from Question 1. Provide two (2) examples for each leadership style.

Include at least four (4) peer-reviewed references (no more than five [5] years old) from material outside the textbook. Note: Appropriate peer-reviewed references include scholarly articles and governmental Websites. Wikipedia, other wikis, and any other websites ending in anything other than ".gov" do not qualify as academic resources.

Evaluate the theories and models of public leadership.
Differentiate among the styles of public leadership.
Use technology and information resources to research issues in public leadership and conflict resolution.

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Two leadership theories that support the definition of a public leader

One of the leadership theories that support the definition of a public leader is transformational leadership theory. Public leadership involves taking action through a dynamic and transparent process. Consequently, a public leader is a person who works with others within an inclusive framework in order to realize legitimate, legal and socially valuable objectives. Transformational leadership theory assumes that a leader's portrayal enthusiasm and energy inspires action from followers (Yücel & Richard, 2013). Additionally, passionate leaders who have a vision inspire great achievements and people are drawn to a person who inspires them. Transformational leadership theory assumes that people are motivated when they know the importance of a task and that collective focus yields better results. Transformational leadership requires visibility of the leader, thus it supports the definition of a public leader which reiterates the elements of inclusiveness and taking action (Mesterova, Prochazka & Vaculik, 2014).

The second leadership theory that supports the definition of a public leader is the path-goal leadership theory. This theory which falls under situational leadership focuses on encouraging and supporting followers to achieve set goals. A leader achieves this by clarifying the path that should be taken and removing obstacles that may hinder realization of the set goals. According to Von Krogh, Nonaka & Rechsteiner (2012), the achievement of objectives is a core part of public leadership. Consequently, the path-goal leadership theory supports the definition of public leadership because it involves inspiring people through participation, offering support, guidance and being achievement-oriented. Offering inspiration is an essential part of public leadership, and it enables public leaders to motivate those they lead to achieve great goals. In addition, public leaders must work with others and participation is one of the key pillars of the path-goal leadership theory.

Two leadership styles that support the definition of a public leader

Public leadership has more to do with the people one leads, and not the ...

Solution Summary

This solution highlights two leadership theories that support the definition of a public leader. The solution also highlights two leadership styles that support the definition of a public leader. Additionally, the solution discusses the the effectiveness of transformational and path-goal leadership theories, and the effectiveness of democratic leadership style and transformational leadership style.

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Leadership case

An emergency physician, who is a good clinician, also has an entrepreneurial spirit. Following the mantra of business to "find a legal need and fill it", he decides to establish a professional group of emergency physicians. He initially enlists the participation of several friends who are emergency docs, and they land a couple of hospital contracts.

They provide good care in an efficient manner, and quickly build an excellent reputation. As the head of the physician group, he recruits several other physicians from around the country, with the lure of excellent compensation packages and good administrative support.

He makes a concerted effort to mentor his younger colleagues so that they can grow in their leadership abilities.
After less than 10 years, with progressive growth of the group to contracts with more than a hundred hospitals, the board of directors, which he chairs, and on which sit several of the physicians he had mentored, votes him out as President and Chairman of the Board.

Questions:

1. What positive thing(s) did you learn from this worst leader?
2. Based on the admittedly limited information presented in the situation above, are there steps the group founder might have been able to take to reduce the potential for losing his job?
3. How would you counsel a subordinate who expresses hesitancy in mentoring, out of fear of repeating a situation similar to the emergency physician who no longer heads the organization he started?

References:
Dye, Carson F. (2010). Leadership in Healthcare, Essential Values and Skills. Second Edition. Chicago, IL.
McGinn,P (2005) Leading Others, Managing Yourself, Chicago,IL
Dye, C.F. & Garman, A.N. (2011). Exceptional Leadership: 16 critical competencies for healthcare executives. Chicago, IL: Health Administration Press.

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