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Leadership Models, 2008.
A discussion and review on the various leadership models used in business today.
1,941 words (approx. 7.8 pages), 6 sources, APA, AU$ 88.95
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Abstract
This paper compares and contrasts four leadership models and determines the similarities and differences between them. Thus each model might address the contemporary leadership issues and challenges in the workforce. The paper states that in this study, the models and theories are used synonymously. The paper compares and contrasts the following four leadership models: (1) transactional; (2) transformational; (3) path-goal theory; and (4) action-centered leadership.
Outline:
Transformational Leadership
Transactional Leadership
Path-Goal Theory Of Leadership
Action-Centered Leadership
Summary And Conclusion
From the Paper
"There are three pillars, which the ethics of transformational leadership rest upon: (1) The moral character of the leader; (2) The ethical values embedded in the leader's vision, articulation, and program which followers either embrace or reject; and (3) The morality of the processes of social ethical choice and action that leaders and followers engage in and collectively pursue. Transformational leadership has been found to be effective in many settings including schools, businesses, and even in leading behavioral changes among those that have failed to respond to other styles of leadership. This type of leadership involves inspiration of the followers to reach beyond their present set of abilities in gaining new skills and reaching previously unattainable goals."
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Leadership Models, 2008.
This paper provides a comparison of four leadership models: transactional leadership, transformational leadership, charismatic leadership and servant leadership.
1,900 words (approx. 7.6 pages), 6 sources, MLA, AU$ 87.95
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Abstract
In this article, the writer notes that the nature of leadership includes autocracies and dictatorships on one end of the spectrum, and absolute autonomy (or laissez faire) on the other. In-between the polar extremes of servitude through oppression and complete autonomy, several leadership styles have evolved that emphasize different aspects of human motivation and achievement, in different proportions. The writer points out that certain leadership approaches are most appropriate and likely to produce efficient results in some situations and others are more likely to contribute to the success of group enterprise in others. The writer then discusses transactional leadership, transformational leadership, charismatic leadership and servant leadership.
Outline:
Introduction
Transactional Leadership
Transformational Leadership
Charismatic Leadership
Servant Leadership
Conclusion
From the Paper
"Mutual cooperation within human societies is, necessarily, task and goal oriented, because cooperation and shared efforts yield results more productively than exclusive self-responsibility for every need of the individual. Throughout most of human existence - particularly before the Industrial Revolution - the vast majority of human cooperation was motivated primarily by the simple desire of the individual to meet the basic needs of self and family. Living in a group, even under the oppressive wielding of authority, allowed many individuals to achieve more for themselves than would have been possible without reliance on others.
"This observation of human social societies is still just as applicable today, except that the specific role of most individuals is many levels more removed from the most basic needs."
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Constructivism Leadership Model, 2005.
Analyzes the constructivism leadership model.
1,380 words (approx. 5.5 pages), 13 sources, APA, AU$ 68.95
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Abstract
This paper presents an analysis of the constructivism leadership model with regard to its use in education reform. It contends that in contrast to the traditional hierarchical structure of leadership, the constructivist leadership model distributes powers and responsibilities to all stakeholders in the community.
From the Paper
"For this activity I selected the constructivist leadership model for further analysis. In view of the difficulties and the challenges confronted by educators with implementing educational reforms to improve the quality of education ..."
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The Leadership Challenge Model, 2002.
A review of the Leadership Challenge Model including its background, contemporary situation and future implications.
2,035 words (approx. 8.1 pages), 15 sources, MLA, AU$ 93.95
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Abstract
This paper examines the Leadership Challenge Model developed by J.M Kouzes and B.Z Posner in the 1980s through the use of data collected during interviews with 500 middle- and senior level managers identified by their organizations as working at a level indicative of their personal best. The model, as it was originally formulated, postulated five leadership practices common to successful leaders. These five practices are-- challenging the process, inspiring a shared vision, enabling others to act, modeling the way and encouraging the heart. The five practices are examined with examples of their relevance for the real estate business. The current situation is also discussed as well as future implications and the changes and additions to the original model over the years.
From the Paper
"Kouzes and Posner (1996) updated the Leadership Challenge Model in the mid-1990s. Important elements were added to each of the five dimensions of leadership, which resulted in an expansion of the ten observable and learnable behaviors to a set of 15. Learning from unexpected outcomes was added to challenging the process. Creating an atmosphere of mutual trust and respect was added to enabling others to act. Assuring consistency between actions and words was added to modeling the way. Clearly communicating a positive outlook was added to inspiring a shared vision. Linking rewards to achievement was added to encouraging the heart. While all of these additions are worthwhile, none are unique to the Leadership Challenge Model, as all are incorporated in other models of leadership that preceded this update of the Leadership Challenge Model."
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A Shared Nursing Leadership Model, 2002.
This paper presents the shared leadership model as a method for reducing stress caused by the nursing shortage.
1,435 words (approx. 5.7 pages), 10 sources, AU$ 68.95
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Abstract
This paper discusses the problems created by the shortage of qualified nurses that is requiring unit managers to contribute additional effort to fulfill all of the required responsibilities of the nursing unit. The paper presents a shared leadership model in which the stress of the nurse's job is balanced as various nursing and administrative tasks are shared among several nurses. The author admits that the skills needed to develop this model are extensive and require training, but the development of this new organizational structure is likely to result in significant reductions in employee stress.
From the Paper
"The hospital unit must become a catalyst for cultural and organizational change in order for a shared leadership initiative to result in success. Although this task may be difficult, it is essential to provide nurses with the feeling that they are not taken advantage of in the workplace. If nurses are provided with new responsibilities, they are likely to exhibit gratification and a sense of exhilaration in their careers. Nurse Managers, who are often times overwhelmed themselves with endless responsibility, are likely to welcome the changes that would be demonstrated through a shared leadership structure."
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Transformational Leadership Plan, 2007.
An analysis of the writer's transformational leadership plan based on several leadership models.
3,143 words (approx. 12.6 pages), 12 sources, MLA, AU$ 132.95
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Abstract
This paper discusses the writer's transformational leadership action plan. It specifically defines and reinvents the writer's transformational leadership model into a leadership paradigm based on a designed confluence of several leadership models. The paper begins by defining leadership. It then shows the effects of focusing on the tenets of change and improvement and of stressing a broad humanistic approach to management, to the ability to refocus transformational leadership.
Table of Contents:
Overview
Leadership Model Implementation
Objective
Goals
Best Practices in Leadership
Teams & Team Management
Inter and Intra Personal Communication
Knowledge in Management
Avoiding Negative Leadership
Ethical Leadership
A Five Year Transformational Leadership Plan
Overview
Transformational Leadership Goals
Skills Inventory
Professional Satisfaction
Action Steps
Barriers to Achievement
From the Paper
"Avoiding negative leadership qualities that can arise during any transformational change, such as competitive urges to sully other managers' reputations, is best accomplished by adhering to the basic principles of the Full Range Leadership Model (FRL) as described by Avolio (par.5): "One key aspect that differentiates the FRL model from other models is that leadership development involves building leaders of higher moral character." This development of moral character on the part of leaders engenders to the FRL leadership style an ethically centered decision-making process upon which all employees, managers and employees alike, can rely on to be both sound in judgment and character. The result of such transformational leadership strategies is an ethically centered leader who is unafraid to make decisions as much on principle as on the underlying business case."
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Management Models, 2002.
Male and female management models.
3,150 words (approx. 12.6 pages), 51 sources, AU$ 167.95
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Abstract
This paper discusses the traditional vs. participative organizational models for leadership behavior, communication, perceptions, stereotypes and the characteristics of patriarchal and feminine models.
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Hersey and Leadership, 2007.
This paper explores the popular Hersey model of leadership.
1,687 words (approx. 6.7 pages), 6 sources, MLA, AU$ 78.95
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Abstract
This paper analyzes P. Hersey's definition of leadership; situational leadership, based on the perception of others. The paper explains how Hersey created a model in the late 1960s that allows an individual to analyze the needs of the current situation and then adopt the most appropriate leadership style. The paper provides a literature review that indicates that Hersey's style of leadership can be applied to a number of leadership theories. The paper also analyzes, synthesizes and classifies leadership styles and place them into meta concepts.
Outline:
Introduction
Hersey's Model of Leadership
Conclusion
From the Paper
"In the past few decades, competition among all types of corporations, regardless of their goods or services sold, has dramatically increased. As a result, leadership theories have emerged as key factors in determining the long-term success or ultimate failure of such organizations. An analysis and comparison of leadership styles can provide a clearer picture of what types of leadership skills and methods are essential for an organization to develop in order to survive in today's competitive economy. Many of the leadership theories implemented by current companies stem from the past work of leadership theorists and philosophers. At first the early researchers studied traits, but later turned to what leaders did, and how they behaved, especially towards followers."
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Leadership Styles in the 21st Century, 2008.
A comparison of the characteristics of three leadership styles - transformational leadership, transactional leadership and servant leadership.
2,573 words (approx. 10.3 pages), 22 sources, APA, AU$ 112.95
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Abstract
This paper discusses three different leadership styles - transformational leadership, transactional leadership and servant leadership. It looks at each leadership style individually and discusses its characteristics. The paper then examines the way that each style impacts the relationship between leaders and followers and implicitly the company in its own particular way. Finally, the paper compares the different styles within tables.
Table of Contents:
Introduction
Transformational Leadership
Transactional Leadership
Transformational Leadership
Transactional Leadership
Servant Leadership
Transformational Leadership vs. Transactional Leadership
Transformational Leadership vs. Servant Leadership
Transactional Leadership vs. Servant Leadership
Conclusion
From the Paper
"Many authors have suggested that the transformational leadership has come as a completion of the transactional one and after a deeper analysis it can be seen that the transformational and servant ones are very similar. The three leadership types are not mutually excluding each other. In fact, a good leader is assumed to display characteristics from all these types. He/she needs to focus both on people and organizational goals because people are not his/her only "clients". Shareholders and customers enter in this category as well, which makes organizational goals important. A good leader should know what is the right mix of rewards and when to use the reward system and when not, because the excessive use of rewards inhibits the follower's loyalty and increases the probability for it to leave the organization. Also, it should know what the right attention that needs to be paid to its own development is, so that this one doesn't become detrimental to other people's development."
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Risk Leadership, 2004.
This paper reviews the book, ?Risk Leadership: The Courage to Confront and Challenge? by Curtis l. Brungardt and C.B. Crawford.
910 words (approx. 3.6 pages), 1 source, MLA, AU$ 47.95
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Abstract
This paper explains that Brungardt and Crawford?s Risk Leadership Model encourages middle managers to make risky choices instead of conservative profiteering because they believe that managing risk creatively reaps greater dividends for the company. The author points out that, for the individual lower or middle-level employee, such a policy is not necessarily an intelligent strategy to follow over the course of his or her career. The paper concludes that the risk leadership model encourages conflict first and consolidation afterwards, making it a good policy to pursue in business investing and in business relationships.
Table of Contents
Summary of Book and Basic Concepts
Strengths and Weaknesses of the Book
Conclusion
From the Paper
"It could also be argued that such a conservative approach and lack of job-hopping not only idealizes the lower level perspective, but also begs the question to be asked?if individuals whom are in such occupations tend not to take risks and branch out to improve their prospects, how daring can they be in their corporate vision? Furthermore, this model seeks to establish a corporate culture that not only accepts, but also expects, confrontation to enhance problem solving, decision-making, and overall organizational performance through confrontational challenges between employees regarding their ideas. This could create a corporate culture of constant argumentation, and conflict between lower-level employees, all anxious to make their mark through challenging one another in the corporate infrastructure."
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Sport Leadership, 2002.
This paper analyzes a multi-dimensional model of sport leadership.
1,432 words (approx. 5.7 pages), 10 sources, MLA, AU$ 68.95
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Abstract
The concept of leadership has gained a large amount of attention in recent years, as sports have increased in popularity and researchers have placed an emphasis on determining the relationship between leaders, teams and performance. This paper examines the Multidimensional Model of Sport Leadership which states that optimal performance and satisfaction are achieved when leader's required, preferred and actual behaviors are consistent. The paper also discuses the many studies which have been conducted to try to develop or expand the knowledge of the topic of sport leadership.
From the Paper
"Chelladurai?s research proposed the Multidimensional Model of Leadership, in which the characteristics of the leader and group members interact with situational factors, like the athletic program philosophy. Therefore, the specific characteristics of an effective leader are hypothesized to differ as a function of context. Thus, the sport leader characteristics that are the most effective for male basketball players may be different than the characteristics of effective leaders on a women's swim team.
A leader is one of the most important aspects of an organization. The major task of an athletic trainer is to get employees to perform their best. An athletic trainer, such as a coach, must complete successfully implement training schedules, and provide competing athletes with the skills needed to target the training objects. In addition, to handle a team, a leader must act as a friend, consultant, manager, psychologist, and funds collector of athletes."
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Management and Leadership, 2007.
A review of the theories presented in Peter Northouse's book "Leadership Theory and Practice".
1,213 words (approx. 4.9 pages), 1 source, MLA, AU$ 60.95
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Abstract
This paper discusses theoretical models of management and leadership. It discusses the characteristic of contemporary leadership models and how understanding them provides a profound insight into the development of one's own leadership and management qualities in the development of leadership skills. It bases its discussion on Peter Northouse's theories, presented in "Leadership Theory and Practice".
Table of Contents:
Overview
Trait v. Process Leadership
Classical Leadership
Situational Leadership
Participative Leadership
Transformational Leadership
Conclusion
From the Paper
"The progression of these leadership models indicates a movement over time to a more adaptive and flexible leadership model that is certainly process oriented. It is a rejection of sorts of the path-goal theory that Northouse describes as: "this approach treats leadership as a one-way event...subordinates may easily become dependent on the leader...this kind of leadership could be counter-productive because it promotes dependency and fails to recognize...abilities of subordinates"(133). While path-goal theories do serve a purpose they lack the kind of motivational, inspirational, and independent minded qualities that the flatter, less hierarchical organizations require in the global environment where competition can arise 10,000 miles away in markets never considered a threat."
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Leadership and Entrepreneurship, 2008.
An analysis of leadership issues faced by small and medium sized enterprises.
2,334 words (approx. 9.3 pages), 8 sources, MLA, AU$ 103.95
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Abstract
This paper discusses how the success of any organization is largely dependent on the various leadership styles, attributes, and models applied during the process of achieving organizational goals, irrespective of the size, type or nature of the said business. These various leadership styles, models and attributes as well as the uncertainty of environmental factors in connection with small and medium enterprises, as observed through various research findings and case studies are discussed elaborately in the paper.
Outline:
Introduction
Leadership Issues faced by SMEs
Business Models for SMEs
Competing Demands of Stakeholders
Environmental Uncertainty and Entrepreneurial Orientation
Conclusion
From the Paper
"The process of rational strategic decision making in SMEs requires a long-term stable attitude towards risk. Thus the process of leadership in such small and medium sized enterprises should be future oriented, so as to encompass the various strategic obstacles that these firms might have to encounter in the long run. One of the key advantages for small firms, however, is the level of flexibility available to them within their domestic markets which enables them to adapt quickly to the changing market place in order to suit the demands of its customers. The strategic dilemma however, lies in the fact that dispersing their activities as well as market segments as widely as their larger competitors may not always be possible for the small enterprises leaving them with very few viable options / strategies for survival. In such a case the SMEs can hope to combat the challenges posed by the changing market place, by swiftly adapting to its needs and demands and thus reduce risks in the process. "
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Leadership, 2005.
This paper is an extensive research based on a literature review, of the perennial question: "Are leaders born or made?"
37,050 words (approx. 148.2 pages), 230 sources, APA, AU$ 360.95
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Abstract
This paper states that the objective of the research is to demonstrate that leadership development is actually a process that develops over many years and requires the support of education and training. The author points out that an important component of leadership is self-knowledge, which includes: Recognition of one's own strengths and weaknesses, the ability to take risks and recognition that mistakes are an opportunity for learning. This paper concludes that discussing one's ideas and values, developing a teachable point of view, and developing stories, which bring these views to life, are all learnable skills; therefore, it is clear that leadership is strongly linked to learning and education.
Table of Contents
Preface
Subject of Investigation
Needs, Interests and Problems Detected
Justification of the Thesis Theme
Objectives
General Information
Specifications (Methodology)
Goals
Introduction
Literature Review
Research throughout History
Early Approaches to Leadership Study
The Conceptualization
Transformational Leadership
Transformational Leadership Education
The Transformation of the Organization
Today's Views on Leadership
Birth Order: Research on Whether Leadership Is Genetic
Supporting Literature
Birth Order and Trait Theories of Leadership
Born or Made: The Debate
Authentic Leaders
Leaders and Leadership
Leadership Characteristics
Communication
Trust
Self-Knowledge
Diffused Leadership
Leadership Development
Case Studies
Examples of Leaders
Characteristics of Leaders as Defined by a Leader
Leadership: Cases of Leaders Who Learned Despite Disadvantages
African American Transformational Leaders
Introduction
Assessing Individuals for Transformational Leadership Qualities
Transformational Leadership Style
Leadership in Schools
Education and Leadership: A Strong Link
Three Keys for Leading
Leadership Quotations
Quotations
Discussion of Literature on Leadership
Current Leadership Research
Transformational Leadership
Skills-Authority
Organizational Issues
Transactional, Relational, Transformational and Charismatic
Levels of Leadership
Contingency Theories
Fiedler's Contingency Model
Conclusions and Recommendations
Dispelling the Myths
Myth #1: Leaders are Born, not made.
Myth #2: Real Leaders are Effective because of what they Know.
Myth #3: Effective Leadership is Scarce.
Interests of Leadership
Recommendations
Conclusion
From the Paper
"There are five levels of leadership systems: the individual, small group relationships, teams, company-wide and intra-company. The best leaders will also manager their own leadership by utilizing the three basic types of leadership - directional (strategic leadership and determining where the organization will go), implementation (determining how the organization will make it to wherever it is headed) and interpersonal (involves the process of getting human resources behind organizational goals and objectives)- into their leadership strategy. Over the past several years, one of the most important contributions psychology has made to the field of business has been in determining the key traits of acknowledged leaders. Psychological tests have been used to determine what characteristics are most commonly noted among successful leaders. This list of characteristics can be used for developmental purposes to help managers gain insight and develop their leadership skills."
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Model Of The Flexible Firm, 1999.
Critiques this human resource management model. Examines definitions, function, competing models, effect on workers, decision-making, team aspects and leadership.
2,700 words (approx. 10.8 pages), 26 sources, AU$ 138.95
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From the Paper
"THE FLEXIBLE FIRM: COMPATIBLE WITH THE AIMS OF HUMAN RESOURCE MANAGEMENT?
Introduction
This research addresses the question: "Is the model of the 'flexible firm' compatible with the aims of human resource management?" To assess this question, the evolving character of human resource management will be reviewed, and this review will be followed by a review of the model of the flexible firm. Conclusions related to the question addressed then will be drawn in the final section of this essay. The thesis of this research is that the model of the flexible firm is not compatible with the aims of human resource management when the function of human resource management is defined within the context of the social model as opposed to the market model."
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Philosophy of Leadership, 2008.
A discussion of leadership by comparing James Farr's "Leadership vs. Management", Plato's "Republic", Thomas Hobbes' "Leviathan", and Martin Luther King's "Letter from Birmingham Jail".
1,970 words (approx. 7.9 pages), 10 sources, APA, AU$ 90.95
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Abstract
This paper considers the need to master leadership skills as a means for effective leadership. The paper reviews the work of James Farr, "Leadership vs. Management", as a critique of ineffective and effective leadership. It then reviews the leadership suggestions of Plato as shown in the "Republic". The paper finds this model of leadership especially negative in its criticism of democracy. It next turns to Thomas Hobbes, and again finds him extremely negative in his outline of the state of nature and the need for absolute government as shown in the "Leviathan". The essay finally turns to Martin Luther King's "Letter from Birmingham Jail" and finds that this is a positive and effective model of leadership.
From the Paper
"Plato, for example, shows what he thinks our democratic society will become. It is a grim view, one I cannot endorse. In Book VIII of The Republic, he discusses society's descent to democracy, which he says follows the failure of an oligarchy. That is an order driven by fear of abject poverty (553c, 562b, 556c). Men show miserly respectability (553d), without control of reason or spirit. (551a, 553c, 556d). A few grow rich and shape the state they want, oppressing others. (552e, 5533, 564e)."
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