Expert answer:Summarize 3 books in 13-15 pages and make connecti
Answer & Explanation:summarize a book in 13-15 pages and make connection with the theories that I attached. Also, make connection with other 2 books. !. Read the theories that I attached. Leadership_Theories (notes 2015).doc 2. Read the book (leadership Challenge) by Kouzes & Posner. 3. Read the book the Wizard and Warrior, I have summarize this book but I cannot attache it here because I have problem. so maybe by email I can.4. Read the book ( Lead with humility by Jeffrey A. Krames) . The book talks about the leader Pop Francis. So the paper should talk about this leader. I attached the link here http://www.eefam.gr/assets/files/library/libreryone/Lead%20with%20Humility_13092015.pdf4. Make a connection between 1,2,3 with 4. So the paper should talk about the leader Pope Francis.The supporting
material can come from newspaper articles, journals, etc. Your overall task is
to examine the world class leader with respect to his or her positive
motivation, authentic leadership style, how he or she led others and the
context in which he or she led over time, e.g., military, government, industry,
level of turbulence, risk, uncertainty, etc. You will use the 7 demands of
leadership and the additional topic areas described below to frame your
analysis, write-up and presentation of your chosen world class leader including
his or her:
1.
Vision
2.
Mentors or Significant Others
3.
Knowing Oneself
4.
Making Sense of Experience
5.
Maximizing Values
6.
Building Constituency
7.
Challenging Experience
In
addition to the 7 demands above, you will also examine the following:
1.
The leader’s full range of styles and what you view as their typical styles
2.
How the leader treated direct and indirect followers
3.
The nature of the context in which the leader led, e.g., time period,
challenge, and opportunities.
4.
What you saw as the leader’s top 5 strengths
5.
How your leader worked with other leaders
6.
The leader’s legacy
Objectives
of this Assignment:
1.
To apply the models of leadership learned in class to analyzing a chosen world
class
Leader;
2.
To learn from the example of world-class leaders how to be a better leader
oneself;
3.
To share with your colleagues in class your insights derived from your analysis
in terms of how to enhance one’s leadership potential; and
4.
To make recommendations on how you would have coached your chosen leader to
have a more positive impact on his or her constituency.
Outcomes
of this Assignment:
1. A
15 page paper double-spaced in 12 pt Times Roman with 1.25 inch margins
2. A
20 minute presentation in class based on your paper to be done in Block III
Summary
Please,
select a leader that has had an impact on at least 1 million people and for
whom there is a top quality biography written. I would prefer that
auto-biographies to be used for this assignment. The challenges will be team-based: for each task, a team will
prepare one or more members to represent it in a leadership simulation. Grades
assigned to its representatives will be shared equally among all members (i.e.,
you get what your representative gets).5. Writing the sources in Chicago style.
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leadership_theories__notes_2015_.doc
leadership_theories__notes_2015_.doc
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1
Leadership Theories
GREAT MAN THEORY
Assumptions
Leaders are born and not made.
Great leaders will arise when there is a great need.
Description
Early research on leadership was based on the study of people who were
already great leaders. These people were often from the aristocracy, as few
from lower classes had the opportunity to lead. This contributed to the
notion that leadership had something to do with breeding.
The idea of the Great Man also strayed into the mythic domain, with notions
that in times of need, a Great Man would arise, almost by magic. This was
easy to verify, by pointing to people such as Eisenhower and Churchill, let
alone those further back along the timeline, even to Jesus, Moses,
Mohammed and the Buddah.
Discussion
Gender issues were not on the table when the ‘Great Man’ theory was
proposed. Most leaders were male and the thought of a Great Woman was
generally in areas other than leadership. Most researchers were also male,
and concerns about androcentric bias were a long way from being realized.
TRAIT THEORY
Assumptions
People are born with inherited traits.
Some traits are particularly suited to leadership.
People who make good leaders have the right (or sufficient) combination of
traits.
2
Description
Early research on leadership was based on the psychological focus of the
day, which was of people having inherited characteristics or traits. Attention
was thus put on discovering these traits, often by studying successful
leaders, but with the underlying assumption that if other people could also be
found with these traits, then they, too, could also become great leaders.
Stogdill (1974) identified the following traits and skills as critical to leaders.
Traits:
* Adaptable to situations
* Alert to social environment
* Ambitious and achievementorientated
* Assertive
* Cooperative
* Decisive
* Dependable
* Dominant (desire to
influence others)
* Energetic (high activity
level)
* Persistent
* Self-confident
* Tolerant of stress
* Willing to assume
responsibility
Skills:
* Clever (intelligent)
* Conceptually skilled
* Creative
* Diplomatic and tactful
* Fluent in speaking
* Knowledgeable about group
task
* Organized (administrative
ability)
* Persuasive
* Socially skilled
McCall and Lombardo (1983) researched both success and failure identified four
primary traits by which leaders could succeed or ‘derail’:
Emotional stability and composure: Calm, confident and predictable, particularly
when under stress.
Admitting error: Owning up to mistakes, rather than putting energy into covering
up.
Good interpersonal skills: able to communicate and persuade others without resort
to negative or coercive tactics.
3
Intellectual breadth: Able to understand a wide range of areas, rather than having a
narrow (and narrow-minded) area of expertise.
Discussion
There have been many different studies of leadership traits and they agree only in
the general saintly qualities needed to be a leader.
For a long period, inherited traits were sidelined as learned and situational factors
were considered to be far more realistic as reasons for people acquiring leadership
positions.
Paradoxically, the research into twins who were separated at birth along with new
sciences such as Behavioral Genetics have shown that far more is inherited than
was previously supposed. Perhaps one day they will find a ‘leadership gene’.
BEHAVIORAL THEORY
Assumptions
Leaders can be made, rather than are born.
Successful leadership is based in definable, learnable behavior.
Description
Behavioral theories of leadership do not seek inborn traits or capabilities. Rather,
they look at what leaders actually do.
If success can be defined in terms of describable actions, then it should be
relatively easy for other people to act in the same way. This is easier to teach and
learn then to adopt the more ephemeral ‘traits’ or ‘capabilities’.
Discussion
Behavioral is a big leap from Trait Theory, in that it assumes that leadership
capability can be learned, rather than being inherent. This opens the floodgates to
leadership development, as opposed to simple psychometric assessment that sorts
those with leadership potential from those who will never have the chance.
A behavioral theory is relatively easy to develop, as you simply assess both
leadership success and the actions of leaders. With a large enough study, you can
4
then correlate statistically significant behaviors with success. You can also identify
behaviors which contribute to failure, thus adding a second layer of understanding.
PARTICIPATIVE LEADERSHIP
Assumptions
Involvement in decision-making improves the understanding of the issues involved
by those who must carry out the decisions.
People are more committed to actions where they have involved in the relevant
decision-making.
People are less competitive and more collaborative when they are working on joint
goals.
When people make decisions together, the social commitment to one another is
greater and thus increases their commitment to the decision.
Several people deciding together make better decisions than one person alone.
Style
A Participative Leader, rather than taking autocratic decisions, seeks to involve
other people in the process, possibly including subordinates, peers, superiors and
other stakeholders. Often, however, as it is within the managers’ whim to give or
deny control to his or her subordinates, most participative activity is within the
immediate team. The question of how much influence others are given thus may
vary on the manager’s preferences and beliefs, and a whole spectrum of
participation is possible
Discussion
Participative Leadership can be a sham when managers ask for opinions and then
ignore them. This is likely to lead to cynicism and feelings of betrayal.
SITUATIONAL LEADERSHIP
Assumptions
The best action of the leader depends on a range of situational factors.
5
Style
When a decision is needed, an effective leader does not just fall into a single
preferred style, such as using transactional or transformational methods. In
practice, as they say, things are not that simple.
Factors that affect situational decisions include motivation and capability of
followers. This, in turn, is affected by factors within the particular situation. The
relationship between followers and the leader may be another factor that affects
leader behavior as much as it does follower behavior.
The leaders’ perception of the follower and the situation will affect what they do
rather than the truth of the situation. The leader’s perception of themselves and
other factors such as stress and mood will also modify the leaders’ behavior.
Yukl (1989) seeks to combine other approaches and identifies six variables:
* Subordinate effort: the motivation and actual effort expended.
* Subordinate ability and role clarity: followers knowing what to do and how to
do it.
* Organization of the work: the structure of the work and utilization of
resources.
* Cooperation and cohesiveness: of the group in working together.
* Resources and support: the availability of tools, materials, people, etc.
* External coordination: the need to collaborate with other groups.
Leaders here work on such factors as external relationships, acquisition of
resources, managing demands on the group and managing the structures and
culture of the group.
Discussion
Tannenbaum and Schmidt (1958) identified three forces that led to the leader’s
action: the forces in the situation, the forces in then follower and also forces in the
leader. This recognizes that the leader’s style is highly variable, and even such
distant events as a family argument can lead to the displacement activity of a more
aggressive stance in an argument than usual.
Maier (1963) noted that leaders not only consider the likelihood of a follower
accepting a suggestion, but also the overall importance of getting things done.
Thus in critical situations, a leader is more likely to be directive in style simply
because of the implications of failure.
6
CONTINGENCY THEORY
Assumptions
The leader’s ability to lead is contingent upon various situational factors, including
the leader’s preferred style, the capabilities and behaviors of followers and also
various other situational factors.
Description
Contingency theories are a class of behavioral theory that contend that there is no
one best way of leading and that a leadership style that is effective in some
situations may not be successful in others.
An effect of this is that leaders who are very effective at one place and time may
become unsuccessful either when transplanted to another situation or when the
factors around them change.
This helps to explain how some leaders who seem for a while to have the ‘Midas
touch’ suddenly appear to go off the boil and make very unsuccessful decisions.
Discussion
Contingency theory is similar to situational theory in that there is an assumption of
no simple one right way. The main difference is that situational theory tends to
focus more on the behaviors that the leader should adopt, given situational factors
(often about follower behavior), whereas contingency theory takes a broader view
that includes contingent factors about leader capability and other variables within
the situation.
TRANSACTIONAL LEADERSHIP
Assumptions
People are motivated by reward and punishment.
Social systems work best with a clear chain of command.
When people have agreed to do a job, a part of the deal is that they cede all
authority to their manager.
The prime purpose of a subordinate is to do what their manager tells them to do.
7
Style
The transactional leader works through creating clear structures whereby it is clear
what is required of their subordinates, and the rewards that they get for following
orders. Punishments are not always mentioned, but they are also well-understood
and formal systems of discipline are usually in place.
The early stage of Transactional Leadership is in negotiating the contract whereby
the subordinate is given a salary and other benefits, and the company (and by
implication the subordinate’s manager) gets authority over the subordinate.
When the Transactional Leader allocates work to a subordinate, they are
considered to be fully responsible for it, whether or not they have the resources or
capability to carry it out. When things go wrong, then the subordinate is considered
to be personally at fault, and is punished for their failure (just as they are rewarded
for succeeding).
The transactional leader often uses management by exception, working on the
principle that if something is operating to defined (and hence expected)
performance then it does not need attention. Exceptions to expectation require
praise and reward for exceeding expectation, whilst some kind of corrective action
is applied for performance below expectation.
Whereas Transformational Leadership has more of a ‘selling’ style, Transactional
Leadership, once the contract is in place, takes a ‘telling’ style.
Discussion
Transactional leadership is based in contingency, in that reward or punishment is
contingent upon performance.
Despite much research that highlights its limitations, Transactional Leadership is
still a popular approach with many managers. Indeed, in the Leadership vs.
Management spectrum, it is very much towards the management end of the scale.
The main limitation is the assumption of ‘rational man’, a person who is largely
motivated by money and simple reward, and hence whose behavior is predictable.
The underlying psychology is Behaviorism, including the Classical Conditioning
of Pavlov and Skinner’s Operant Conditioning. These theories are largely based on
controlled laboratory experiments (often with animals) and ignore complex
emotional factors and social values.
8
In practice, there is sufficient truth in Behaviorism to sustain Transactional
approaches. This is reinforced by the supply-and-demand situation of much
employment, coupled with the effects of deeper needs, as in Maslow’s Hierarchy.
When the demand for a skill outstrips the supply, then Transactional Leadership
often is insufficient, and other approaches are more effective.
TRANSFORMATIONAL LEADERSHIP
Assumptions
People will follow a person who inspires them.
A person with vision and passion can achieve great things.
The way to get things done is by injecting enthusiasm and energy.
Style
Working for a Transformational Leader can be a wonderful and uplifting
experience. They put passion and energy into everything. They care about you and
want you to succeed.
Developing the vision
Transformational Leadership starts with the development of a vision, a view of the
future that will excite and convert potential followers. This vision may be
developed by the leader, by the senior team or may emerge from a broad series of
discussions. The important factor is the leader buys into it, hook, line and sinker.
Selling the vision
The next step, which in fact never stops, is to constantly sell the vision. This takes
energy and commitment, as few people will immediately buy into a radical vision,
and some will join the show much more slowly than others. The Transformational
Leader thus takes every opportunity and will use whatever works to convince
others to climb on board the bandwagon.
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.
Finding the way forwards
9
In parallel with the selling activity is seeking the way forward. Some
Transformational Leaders know the way, and simply want others to follow them.
Others do not have a ready strategy, but will happily lead the exploration of
possible routes to the “promise land”.
The route forwards may not be obvious and may not be plotted in details, but with
a clear vision, the direction will always be known. Thus finding the way forward
can be an ongoing process of course correction, and the Transformational Leader
will accept that there will be failures and blind canyons along the way. As long as
they feel progress is being made, they will be happy.
Leading the charge
The final stage is to remain up-front and central during the action.
Transformational Leaders are always visible and will stand up to be counted rather
than hide behind their troops. They show by their attitudes and actions how
everyone else should behave. They also make continued efforts to motivate and
rally their followers, constantly doing the rounds, listening, soothing and
enthusing.
It is their unswerving commitment as much as anything else that keeps people
going, particularly through the darker times when some may question whether the
vision can ever be achieved. If the people do not believe that they can succeed,
then their efforts will flag. The Transformational Leader seeks to infect and
reinfect their followers with a high level of commitment to the vision.
One of the methods the Transformational Leader uses to sustain motivation is in
the use of ceremonies, rituals and other cultural symbolism. Small changes get big
hurrahs, pumping up their significance as indicators of real progress.
Overall, they balance their attention between action that creates progress and the
mental state of their followers. Perhaps more than other approaches, they are
people-oriented and believe that success comes first and last through deep and
sustained commitment.
Discussion
Whilst the Transformational Leader seeks overtly to transform the organization,
there is also a tacit promise to followers that they also will be transformed in some
way, perhaps to be more like this amazing leader. In some respects, then, the
followers are the product of the transformation.
10
Transformational Leaders are often charismatic, but are not as narcissistic as pure
Charismatic Leaders, who succeed through a believe in themselves rather than a
believe in others.
One of the traps of Transformational Leadership is that passion and confidence can
easily be mistaken for truth and reality. Whilst it is true that great things have been
achieved through enthusiastic leadership, it is also true that many passionate
people have led the charge right over the cliff and into a bottomless chasm. Just
because someone believes they are right, it does not mean they are right.
Paradoxically, the energy that gets people going can also cause them to give up.
Transformational Leaders often have large amounts of enthusiasm which, if
relentlessly applied, can wear out their followers.
Transformational Leaders also tend to see the big picture, but not the details, where
the devil often lurks. If they do not have people to take care of this level of
information, then they are usually doomed to fail.
Finally, Transformational Leaders, by definition, seek to transform. When the
organization does not need transforming and people are happy as they are, then
such a leader will be frustrated. Like wartime leaders, however, given the right
situation they come into their own and can be personally responsible for saving
entire companies.
1
Leadership Theories
GREAT MAN THEORY
Assumptions
Leaders are born and not made.
Great leaders will arise when there is a great need.
Description
Early research on leadership was based on the study of people who were
already great leaders. These people were often from the aristocracy, as few
from lower classes had the opportunity to lead. This contributed to the
notion that leadership had something to do with breeding.
The idea of the Great Man also strayed into the mythic domain, with notions
that in times of need, a Great Man would arise, almost by magic. This was
easy to verify, by pointing to people such as Eisenhower and Churchill, let
alone those further back along the timeline, even to Jesus, Moses,
Mohammed and the Buddah.
Discussion
Gender issues were not on the table when the ‘Great Man’ theory was
proposed. Most leaders were male and the thought of a Great Woman was
generally in areas other than leadership. Most researchers were also male,
and concerns about androcentric bias were a long way from being realized.
TRAIT THEORY
Assumptions
People are born with inherited traits.
Some traits are particularly suited to leadership.
People who make good leaders have the right (or sufficient) combination of
traits.
2
Description
Early research on leadership was based on the psychological focus of the
day, which was of people having inherited characteristics or traits. Attention
was thus put on discovering these traits, often by studying successful
leaders, but with the underlying assumption that if other people could also be
found with these traits, then they, too, could also become great leaders.
Stogdill (1974) identified the following traits and skills as critical to leaders.
Traits:
* Adaptable to situations
* Alert to social environment
* Ambitious and achievementorientated
* Assertive
* Cooperative
* Decisive
* Dependable
* Dominant (desire to
influence others)
* Energetic (high activity
level)
* Persistent
* Self-confident
* Tolerant of stress
* Willing to assume
responsibility
Skills:
* Clever (intelligent)
* Conceptually skilled
* Creative
* Diplomatic and tactful
* Fluent in speaking
* Knowledgeable about group
task
* Organized (administrative
ability)
* Persuasive
* Socially skilled
McCall and Lombardo (1983) researched both success and failure identified four
primary traits by which leaders could succeed or ‘derail’:
Emotional stability and composure: Calm, confident and predictable, particularly
when under stress.
Admitting error: Owning up to mistakes, rather than putting energy into covering
up.
Good interpersonal skills: able to communicate and persuade others without resort
to negative or coercive tactics.
3
Intellectual breadth: Able to understand a wide range of areas, rather than having a
narrow (and narrow-minded) area of expertise.
Disc …
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