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LEADERSHIP – INDIVIDUAL TERM PAPER Leadership – Individual Term Paper Master of Business Administration

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Hairolnizam Othman

Leadership plays an essential role in the success of managing organisation. The purpose of this paper is to examine the leadership styles of two leaders in managing the two biggest airline companies in Malaysia namely, Malaysia Airlines and AirAsia. The results showed that the strong leadership style and approach by the two have contributed to the success of the mentioned airlines. The transactional and transformational approaches have significantly given impact in managing the organisation in the current competitive business environment. Other leadership constructs such as entrepreneurial, ethical, innovative and creative have emerged from the two key leaders in this study and require further discussion in the future. Furthermore, this study managed to provide some insight and perspective of the qualities much needed by the current leadership scene.

Brian E M King

Effective leadership is essential for the successful management of business organisations. This paper examines the leadership styles of the leaders of Malaysia's two largest airlines - Malaysia Airlines and Air Asia. It was found that the style and approaches of the two leaders have contributed to the success of the aforementioned airlines. The extent to which their approaches have been either transactional or transformational in orientation have significantly impacted on their organisations, operating in a highly competitive business environment. Leadership orientations constructs that are evident in the approaches of the two include entrepreneurial, ethical, innovative and creative. The study provides insights and perspectives about the types of leadership qualities that are needed in the fast evolving airline sector.

Taras Cherkashyn

In this global competitive environment, effective leadership style is necessary to reduce the attrition rate. From the effective leadership styles only it is possible to achieve organizational goal productively. Leadership styles affect on the employee performance and productivity. This paper summarizes and analyzes the available literature of leadership styles and effect on different components of Quality of work life.

Human Potential Management

THIS REPORT IS ABOUT IDEAL LEADERSHIP OF BASED ON COMPARISON OF INDEX OF SEVERAL COUTRIES

Asia Pacific Social Science Review

Leveric Ng , John Paolo Rivera

The Filipino cultural concept of fellow or “kapwa” provides context to the transformational leadership construct based on a mixed methods procedure of a concurrent triangulation strategy. 30 Executive Directors were given questionnaires to complete and afterwards underwent personal interviews to provide the qualitative data required for this study. It can be construed that transformational leadership should arise from culture where values and norms are used to develop transformational leadership behaviors. We argue that Philippine transformational leadership practices are unique because of how Filipinos view fellowship. We provide further understanding of transformational leadership in a Philippine cultural context.

Nerisa Paladan

This research was conducted to identify the emerging leadership style being practiced by successful entrepreneurs and the leadership behavior they frequently applied. Since, leadership style and behavior has a huge influence to the success of the entrepreneur's enterprise. One hundred and fifty (150) successful entrepreneurs was the respondent of this study and they were survey and interviewed about their actual leadership style and practices. The research design was qualitative-descriptive type of research with the use of the Multifactor Leadership Questionnaire 5X (MLQ 5X) as the survey instrument to collect data regarding leadership styles of successful entrepreneurs. An interview guide questions was likewise utilized for validating the result of the study. An in-depth semi-structured interview was also conducted to 30 entrepreneurs from the 150 respondents. Findings of the study revealed that a successful entrepreneur exhibits a noticeably higher inclination toward transformational leadership and they consistently rated themselves higher in inspirational motivation for their leadership behavior. Therefore, the emerging leadership style of successful entrepreneurs is the transformational leadership and the leadership behavior that they frequently use is the inspirational motivation. Furthermore, the aimed of this study is to explore practices of transformational leadership behavior of successful entrepreneurs from entrepreneur's perspective.

Fila Bertrand, Ph.D.

Leadership and the numerous concepts on leadership styles have been subjects of both study and debate for years. Every leader approaches challenges differently, and his or her personality traits and life experiences greatly influence his or her leadership style and the organizations they lead. Furthermore, leadership is a notion resulting from the interaction between a leader and followers, and not a position or title within the organization. This essay examines some of the contemporary theories of leadership, the leadership qualities and traits necessary to be successful in today's competitive environment, the impact of leadership to the organization, and the importance of moral leadership in today's world.

Ananyo Chakravarty

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Leadership Term Papers Samples For Students

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Roaring Dragon Hotel is a three star that once had the repute of an outstanding service provider in the market, but later lost this reputation due to poor management. The initial management practices at RDH were based on planned economy. However, failure to change these management practices to fit the expanding economy led to declining popularity and hence declining income of the company. The initial plan to salvage the company was made by the provincial government and involved replacing the hotel’s management with an international management by HI through Paul Fortune.

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Gender relations have only slightly changed in the midst of the growing complexity of human societies through the centuries. Women remain the primary caregivers and are expected by their society to be responsible for child and infant care whether it be in subsistence economies or in modern day stateshood. However, men’s traditional roles of hunting, construction, political leadership, and even combat have slowly become shared with women as societies become politically and economically more complex.

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In order to sustain and attain success for a long term period most organizations need to review and accordingly change their existing policies, structures and working climate to accommodate new technologies, processes and systems. The entire literature of organizational change has itself gone through a transformation with management leaders driving change management, purposefully and boldly, either to attain success or failure (Ahn, Anderson & Dornbusch, 115).

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Leadership refers to the process by which an individual influences other individuals to complete given objectives and directs an organization in an effective, cohesive and coherent manner. It involves the application of the individual’s knowledge, skills and abilities in ensuring that the objectives are efficiently carried out (Northouse, 2007). Additionally, leadership requires the ability of convincing others (followers or employees) positively to efficiently in carrying out these objectives. Therefore, proper leadership is instrumental in successful organizations, businesses and institutions.

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628 Leadership Essay Topics & Examples

Looking for leadership essay topics to write about? Being both an exciting research area and a practical skill, leadership is definitely worth exploring!

🔝 Top 10 Essay Topics

📃 Leadership Essay: How to Write

🏆 Best Essay Examples
👍 Interesting Essay Topics
🎓 Simple & Easy Essay Titles
📌 Controversial Title Ideas
🥇 Good Topics to Write

✍️ Leadership Essay Topics for College

❓ leadership essay questions.

In your leadership essay, you might want to take a look at the sphere of government or elaborate on the role of leadership in business organizations. Here we’ve gathered most catchy leadership title ideas together with leadership essay examples. There are also useful tips on writing your introduction, conclusion, and formulating a thesis statement.

🔝 Top 10 Leadership Essay Topics

Leadership as a research area and a practical skill
Theories of leadership
Functional leadership theory
Autocratic and democratic leadership styles: compare and contrast
Task-oriented leadership style: the key features
Measuring leadership: the main approaches
Gender and leadership in Western countries
The concept of leadership: myths and misunderstandings
Emotional intelligence and leadership: the connection
Leadership in non-human animals

While writing a leadership essay, you may struggle with the subject, structure, titles, and other components. Don’t worry – these tips will help you to write the best leadership paper!

Tip 1. Choose your subject area first. If your professor did not provide specific topics, you would need to select one on your own. In order to do this, you may focus on an area of leadership that sounds interesting to you.

For example, if you consider working in the hospitality sector in the future, write about leadership in hotels or restaurants. Alternatively, you can browse leadership essay topics online and see if that gives you any clarity.

Tip 2. Narrow down the topic. To ensure that your essay earns high marks, you should avoid choosing an area of leadership that is too broad.

A college level paper should offer enough details and depth to receive an excellent grade. For instance, instead of overviewing a bunch of leadership styles, focus on how certain styles impede or facilitate teamwork. This will give you enough to talk about while limiting the scope of your essay.

Tip 3. Don’t confuse leadership with management! This is a common mistake that students make while writing leadership essays. Although the two concepts overlap, leadership is more about beliefs and vision, whereas managerial work is focused on specific tools and techniques.

Thus, a leader may or may not be a manager. To get more familiar with the subject of leadership, research various leadership styles, such as transformational, autocratic, and servant leadership.

Tip 4. Pay attention to the structure. In a great essay, ideas are always well-organized and follow one another in a logical sequence. First, write an introduction where you present your topic and thesis.

Then, write the main body, where you explain the key concepts and the relationships between them by reviewing relevant research evidence.

Lastly, write a conclusion summarizing your key points. A good leadership essay conclusion should also show how the information can be applied in practice.

Tip 5. Seek to answer any questions that readers might have. For your essay to show excellent depth, you need to address the points that might be interesting to readers in connection with your subject area.

For example, if you are reviewing a particular leadership style, you might want to discuss in which settings it would be useful and what are some of its limitations.

To make this part easier, you could search for leadership essay questions online to clarify what kind of answers readers expect you to cover.

Tip 6. Explain the importance and relevance of your paper. Because leadership is focused on effective strategies that can be applied in real life, you need to provide examples of how your essay may be used to support future practice and research.

Can leaders use the information you provided to improve their relationships with other employees? Can the proposed strategies influence performance?

Think about the potential uses of your research, as well as any gaps that are yet to be studied. Highlighting areas for future research will show your tutor that you are genuinely interested in the subject while also helping you plan for future essays.

We hope that these leadership essay tips will make it easier for you to write an outstanding paper! Make sure to check our website for sample essays on leadership!

🏆 Best Leadership Essay Examples

Transformational Leadership Essay This requires the transformational leader to have the right communication skills to be able to relay the vision they have to a point of winning the willingness of the followers such that they too are […]
Nelson Mandela Leadership Style Mandela’s fight for democracy and fulfilment of the majority will was also seen in his efforts to reconcile Libya with the rest of the world.
Nigerian Poor Governance and Leadership In the paper under consideration, we will examine the concepts of the good governance and leadership, the problems concerning the implementation of these concepts in the Nigerian government; then we will investigate the history of […]
Foundation of Army Leadership Essay The Army leaders therefore, need to be swift, adaptive, and multi-skilled both in the country and across the world. This ensures obedience of the Army to the authority of the President and his authority from […]
Google Democratic Leadership Style – Compared to Amazon Applying behavioural leadership style theories in Bezos and Schmidt’s case reveals that the Amazon CEO is an autocratic leader while the Google CEO is a democratic leader.
Teamwork and Leadership From diversity to team hierarchy, many factors influence the eventual output of the team, affecting the leader, team members’ performance, and client’s satisfaction.
Esther’s Leadership Qualities Essay The book of Ester narrates the story of a young Jewish woman who rose to the thrones of power but also reveals the life of the Jews under the Persian reign.
Democratic Leadership Style Self-Analysis Democratic leadership style is a participative and consensus-based approach to decision-making in which the leader encourages input from all members of the team and makes decisions that reflect the group’s best interests.
Reed Hastings’ Leadership Style: Netflix CEO’s Strategy Since the work of a leader is crucial for the performance of the whole enterprise, it is essential to analyze the leadership style of a particular business leader through the perspective of his or her […]
Mahatma Gandhi’s Leadership This report is an analysis of the behaviour and leadership style of Ghandi, the transactional and transformative aspects of his leadership and the way he used the power he had to help India gain Independence.
Comparison of Gandhi’s and Hitler’s Leadership The primary direction of Gandhi’s political and social work was the fight against the nationalist movement of the British rule of India.
Comparison of Leadership and Management In leadership, the leader uses his charisma and influence to elicit the help and support of the followers to achieve goals.
Leadership in Organization Leadership is applicable in the nurturing and development of constructive behavior patterns and organizational culture. Charismatic leadership is appropriate for the development of followers.
Bill Gates’s Leadership and Impact on Organization This problem grew out of the practice that was common in Microsoft to challenge the ideas of one another, doubt them, and put them to the test.
Frederick Douglass Leadership Personality Traits Report (Assessment) The book was so humorous that he feared that he would be enslaved again for the weaknesses that he portrayed in the American lifestyle and how he was able to trick them with the attire […]
Leadership Case Study This is mainly achieved through setting a pace in serving as a role model and creation of a working environment that allows members of the organization or employees to feel honored as part of the […]
Leadership and Influence Focus on leaders’ and ignorance of followers, however, does not contribute to the development of efficient management environment because the influence and interaction stand at the core of the relationship.
School Leadership The multi-levelled pedagogic school leaders highly determine the mode of teaching students in schools and the effective application of the learning process.
Mercedes Company: Leadership and Management Essentials The idea behind theoretical investigation is to obtain enough background information on leadership styles, which might be applied to analysing the performance of Mercedes Benz in the light of the theory’s implications on the practice […]
My Leadership Achievements and Services to Our Community As the project coordinator, I was charged with the duty of coming up with a strategy to liaising with the target group that is the community and the members who were to carry out the […]
Gibb’s Reflective Cycle in Nursing Leadership To ensure all the processes run effectively in the organization, the leader must reflect on the various encounters to improve the aspect of decision-making and management.
Sergey Brin: Leadership Process and Organizations in Context In order to analyse the theory of successful leadership in practice, it is possible to evaluate the performance of Sergey Brin, one of the founders of the world-famous Google company that owns huge financial assets.
Ken Lay’s Leadership and Enron Company’s Downfall An analysis of Lay’s ethical conduct outlined below is conducted through the prism of Kidder’s ethical checkpoints, the principles of moral sensitivity, moral judgment, moral motivation, moral character, as well as the CEO’s power and […]
Leadership: Portfolio Project I will start by conducting a comprehensive analysis of my background in order to understand the factors that might have defined my leadership qualities in one way or the other.
Vodafone Company’s Leadership and Management In fact, it is safe to argue that an organization’s major responsibilities are founded upon the complexities and issues arising from these environments in the sense that it must ensure that its culture and behavior […]
Participative Leadership: Strengths and Weakness The paper gives an overview of the approach, followed by the strengths and weakness of participative leadership. Organizational leadership, more so the approach of leadership is critical to the performance of an organization.
Autocratic Leadership Versus Participative Theory It will also critically analyse the effectiveness of both participative and autocratic leadership styles in an organisation to determine the most appropriate style to be adopted for the success of an organisation.
Developing Leadership Skills Bearing in mind the fact that the leader is tasked with marshaling the organization’s resources to accomplish some organizational goal, it can be rightfully stated that part of the role of the leader is to […]
Ethical Leadership: Martin Luther King All individuals were expected to consider his actions and embrace the idea of morality. Through the use of a positive community culture and empowerment tactics, King managed to model such desirable behaviors.
Servant Leadership in Indian Culture and Hindu Religion The basis of this approach is the reorientation of the values of the leader, who considers the empowerment of followers as a means and goal of his activity.
Meg Whitman – Leadership Style: What Do People Do When They Are Leading? This is due to the fact that it influences the extent to which employees are committed to attainment of the set organizational goals.
Ursula Burns Leadership Style in Xerox Company By suggesting that color printing should be made more affordable, as well as reconsidering the company’s organizational behavior and putting a very strong emphasis on the relationships between the managers and the staff, Burns has […]
Leadership Self-Assessment Essay To a butcher, the organizational goals of increased productivity, the input of both the individual and groups in the organization remains invaluable. To this end, the strengths and weaknesses that are inherent in my style […]
Starbuck Company Case: Howard Schultz Leadership Style Hence, he spends a lot of time with staff and guarantees that the company helps employees to grow both financially and intellectually.
Nursing: Leadership Development Plan I utilize the nursing process and evidence-based practice to work collaboratively with the core team, including the patient, staff members, primary care provider, registered nurse care manager, and patient support technician, and expanded team, including […]
Individual Leadership Philosophy I have also developed new values that will continue to support my leadership objectives. I will also acquire new skills that have the potential to improve my leadership philosophy.
Leadership and Management Practice The efficacy of a decision to either lead or manage will base on the closeness of how the insight of the knowledge, expertise and talent of persons trying to pursue the goal matches with the […]
Personal Leadership Profile Analysis At the same time, I could also use my drive for learning to develop communication, motivation, conflict resolution, and other relevant skills that could enhance the performance of my team and the work environment in […]
Carlos Slim: Leadership Styles and Personality The case study of Carlos Slim’s personality shows a character of a leader who has high conscientiousness and openness to experience.
Management and Leadership: Nokia Corporation The approach of the company is to have an innovative and outstanding teamwork; though the company has a departmental approach, the company ensures that it has teams in all sections that are mandated and empowered […]

🎓 Simple & Easy Leadership Essay Titles

Conrad Hilton Leadership Styles and Principles Leaders in this category want to transcend the basic needs of a human being and to have a sense of life success.
King T’Challa’s Leadership in “Black Panther” However, because Black Panther needed the help of the Jabari, he had to suppress some feelings of pride and act in the interest of his people.
Leadership at YouTube: Susan Wojcicki Educated at Harvard and the University of California, Wojcicki was involved in the founding of Google and was the person behind Google’s acquisition of YouTube in 2006.
The Action-Observation Model: Leadership Discussion In the beginning, I tried to persuade some volunteers to agree with their assignments since they were helping to spread awareness of a good cause; however, as arguments started occurring, I decided that the best […]
Unilever Company’s Leadership and Corporate Governance The success of Unilever associated with the company’s commitment to leadership. First, the strategic leadership of Unilever is tied to the company’s long-term goals and objectives.
Proactive Leadership: Importance and Characteristics This paper will focus on proactive leadership, the importance of proactive leadership, and the characteristics of proactive leaders. For example, when a team leader is late on product shipment or delivery of products, they try […]
The Art of Communication as the Language of Leadership Further, a list of activities to be done to achieve the desired outcomes and the resources required are set in place.
Reflection on an Interview on Leadership However, I realized very quickly that the institute would not teach me what I wanted to learn. I conducted coaching sessions and advised the management of the company in which I worked at the time.
Leadership Style: Reflection and Analysis The concept of leadership is an essential part of the modern world due to the fact that it is one of the key determinants of successful management.
Leadership Action Plan To begin with, I will join a toastmaster that can support my communicational and leadership goals. For instance, the decision to join a toastmaster will support most of my needs.
Importance and Role of Leadership in Globalization Leadership can be considered to be the provision of a vision to the people whom one has authority over and pushing through the understanding of the vision and the achievement of its goals for the […]
Ricardo Semler’s Leadership at Semco Partners The case of Ricardo Semler and Semco companies reflects typically on the transformational leadership from the traditional Brazilian company’s organisational leadership structure that involved pyramidal headship.
Maxine Clark’s Leadership at Build-A-Bear Workshop How might her personality influence her behaviour as the CEO of Build-A-Bear? Maxine Clark is the founder and CEO of Build-A-Bear Workshop.
Situational Leadership Style According to the two experts, the major responsibility of any situational leader is to become accustomed to their individual leadership style and satisfy the followers’ needs.
Barack Obama’s Charismatic Leadership In Obama’s Case, the sparkle and invisible energy as defined by Rao pushed him to the presidency and continues allowing him some loyal following albeit the fact that some are being disappointed by the slow […]
Astro Airlines: Burton’s Leadership Style While the company had every chance to be transformed from a small-scale business into a large corporation, Burton did not use the opportunities that he had as the head of the company.
Reflective Practice in Leadership This model has made me understand that I need to orient myself to the organisational culture and values cherished by my subordinates to enable me to have beneficial exchanges with my subordinates.
The Role of Leadership in Business and Its Advantages The skills model focuses on the affiliation between the skills and knowledge held by a leader, otherwise referred to as the specific capabilities, and the performance of the leader.
The Benefits of Transformational Leadership This means that a transformational leader is willing and able to take into account the needs of their followers and their individual concerns.
Charismatic Leadership The transformational leaders focus on changing the organizations or the leaders, while the charismatic leader has a focus on commitment and devotion both to the persona values as well as those of the group members […]
Strategic Leadership and Organisational Transformation of Walmart In the first quarter of the 2020/2021 fiscal year, the company recorded a financial performance that exceeded the projections of analysts who had predicted poor performance due to the COVID-19 pandemic.
Organizational Leadership and Strategic Positioning for Shangri-la Hotels Shangri-La Hotels is classified among the strongest and iconic leaders in the luxury hotel space in Asia and it has been successful in other places in Europe and around the world.
Leadership of Jerry Yang, Co-Founder of Yahoo The creation of Yahoo is the story of the hobby and knowledge of two Yang people who wanted to make the Internet more convenient.
Workplace Management Styles: Autocratic Leadership He may have been afraid of the fact that if he did not retain all the powers and authority, employees like Wilson would take the running of the restaurant.
Mohammed Al Abbar: Leadership Project As a result, in order to explore the leadership style, approach, and views of Mohammad Al Abbar, it is necessary to begin with his personal, as well and professional backgrounds as the sources of his […]
General Leadership Style: Norman Schwarzkopf According to the Katz model of leadership, the leader with human skills can leverage the power of the group. When the young Schwarzkopf visited his father in different parts of the world, he had the […]
The Leadership and Communication Style of Angela Ahrendts She is famous for her leadership and communication style that is characterized by energy, availability, belief in teamwork and the power of intuition.
Leadership Styles of Yahoo, Blackberry, and Google Using the identified characteristics of transactional and transformational leadership styles in the literature review, the paper attempts to specify the leadership styles that each of the three organizations deploys using the primary data from the […]
GlaxoSmithKline’s Leadership Management Framework In light of this dissection, the author recommends the most effective leadership style to steer GSK to the next level and to enable it to handle previous management misjudgements. This will improve the image of […]
“Organizational Culture and Leadership” by Schein, Edgar H. The book covers the subject of leadership and culture in three major sections, including the definition of organizational culture and leadership, the dimensions of culture, and leadership’s role in building culture.
JC Penney & Ron Johnson: The Failed Leadership Following the failure of Ron Johnson’s vision and strategy, the new CEO, Ulman, faced the challenge of attempting to incorporate and revert to the strategy that had been in place before Ron Johnson’s tenure.
Napoleon: Leadership Style The extremely high level of fragmentation peculiar to Europe at that era and the absence of the single perspective on France and its growing power provided him with the time needed to create a powerful […]
Biblical Leadership and Ministry For the church to be more effective in fulfilling the commands in God’s word the leaders should have a spirit that is sensitive and satisfied.
Lieutenant Colonel Hal Moore’s Leadership Hal Moore’s courage to fight on despite the odds that had afflicted his men was the major driving factor that led to the victory of his group over the Vietnamese.
Leadership vs. Management in the Nursing Context While some argue that all nursing managers have to have leadership qualities to successfully organize and monitor everyday operations, others state that the roles of managers and leaders may vary.
Brian Chesky’s Leadership at Airbnb As the chief executive officer and co-founder of Airbnb Company, Brian Chesky has proved to the world that he is a great leader who exhibits wonderful traits.
Mark Zuckerberg’s Leadership Style Shareholders have complained about his leadership and failure to increase the stock price of Facebook, and others have claimed he is socially inept and too young and immature to be a CEO of a multi-billion […]
“Reframing Organizations: Artistry, Choice and Leadership” Book According to the authors, the aim of this topic is to create awareness for managers regarding the importance of relationships between the management and employees in fostering the success of a company, employee motivation, and […]
Motivation and Leadership Theories Any organization that tend to focus on satisfying employee needs is bound to have In the case study Jonathan understands this and tries appreciating the work done by his employees.
Management and Leadership Paper This paper evaluates McDonald’s management and leadership style, the role of managers in creating and maintaining a healthy organizational culture and recommends on how McDonald’s can create and maintain its culture.

📌 Controversial Leadership Title Ideas

Angela Merkel’s Leadership Style This move shows that Merkel has the essential qualities of a transformative leader, including her ability to critically analyze a situation and motivate her followers in times of need.
Leadership and Personality Traits of Hovard Schultz Schultz was able to look at the business from the client’s point of view and considered the client’s needs when expanding Starbucks across the globe.
Gender Equality in Higher Education: The Underrepresentation of Women in Educational Leadership A prime example of gender inequality is the underrepresentation of women in educational leadership, and this problem is going to be considered here in detail.
Leadership Styles: Abraham Lincoln and Adolf Hitler The human qualities of a leader are in many ways more revealing regarding his or her success, the respect of the people, and the appreciation of descendants than education and professionalism.
Tesla’s Strategic Plan for Leadership in Energy Sector The purpose of this report is to analyze Tesla’s strategic plan of technological leadership in the energy segment to strengthen its competitive position.
Bernard Arnault’s Leadership One of Arnault’s leadership styles entails identifying brands that are preferred in the market and working on enhancing the quality of these brands. Bernard Arnault is a visionary leader who has helped LVMH to attain […]
Leadership: Role, Benefits, and Limitations For example, the mayoral role in a town is leadership, whereby he takes the responsibility of guiding the people to support the laid down policies for the development of the town.
Leadership in “12 Angry Men” In spite of the fact that Juror # 8 seems to be adaptable to the opinions of the other jurors, he is rather decisive in his following the line of the discussion which is developed […]
Leadership and Motivation: FedEx Corporation and UPS Inc. Introduction Leadership is the process of influencing people to contribute willingly to the goals and objectives of the organization. To solve this problem, the managers of FedEx used 360-degree feedback system to identify the causes […]
Followership and Servant Leadership in the Military The soldiers in the military are dedicated to serving and executing the commands given by their supervisors. In the military, followership and servant leadership are crucial approaches for ensuring effective performance to achieve objectives.
Nelson Mandela: Speeches and Leadership Nelson Mandela is, undoubtedly, one of the strongest and the most inspiring political leaders of the 20th century, the embodiment of the human spirit’s limitless possibilities.
Leadership in Diabetes Management Nurses can collaborate and apply evidence-based strategies to empower their diabetic patients. The involvement of all key stakeholders is also necessary.
Effective Leadership: What It Means It is very imperative to bring a change in the organization and only successful leaders can bring this change in their organization and their team.
Martin Luther King Jr.’s and Malcolm X’s Leadership Styles Thesis: Martin Luther King and Malcolm X were both charismatic leaders, but the latter was more of a transformational leader as well because of his idealistic views and his ability to inspire his followers to […]
Carly Fiorina’s Leadership at Hewlett-Packard Company In this respect, the first part of the paper will compare the traits of Carly to the characteristics described in various leadership theories.
Jeff Williams’ Leadership Style at Apple Inc. Through these adjustments, Jeff was in a position to model a unique setting that reassures and discerns the wants and desires of the customers.
Leadership, Power, Corruption in Today’s Politics The concept of leadership, especially in the political arena is complex and the perception of a good leader differs from one school of thought to another.
Ogilvy and Mather Worldwide Company: Charlotte Beers’ Leadership The main objective that Beers tried to achieve was to create change to enable the company to regain its leadership position in the industry.
Poor Leadership at J.C Penney Some of the major operational characteristics of the business in the last decade are the sale of Eckerd Pharmacy locations in 2004, the discontinuation of its catalogue business in 2010, and the appointment of Ron […]
Leadership Legacy Issues The ability of leadership to attain results is dependent on many factors such the followers, the environment, resources, and activities that go towards the achievement of the goals that the leadership is established to attain.
Kofi Annan Leadership Traits In pursuit of idealistic leadership, Berlin articulates that leaders and organizations should be able to differentiate actions that could impede the achievement of the goals that are in the best interest of the majority.
Corporate Governance and Corporate Social Responsibility A fundamental theme of corporate governance is the nature and extent of responsibility and accountability of specific individuals in the corporation’s hierarchy, and mechanisms that attempt to eliminate or mitigate the problems that arise due […]
The Role of the Leader and Their Characteristics Leaders are the strategists and the decision makers of an organization; they have the role of managing, controlling and enacting policies that lead an organization to its attainment of corporate goals and objectives.
Ethical and Unethical Leadership in Healthcare On the contrary, unethical leadership disregards ethics and instead indulges in unacceptable moral practices that are contrary to the organization culture.
Management vs. Leadership. What Leaders Really Do? Factually, a good leader as well as a good manager should have the similar qualities as far as a good leader-manager is in demand in many modern companies.
Democratic vs. Autocratic Leadership Styles Thus, one of the main advantages of the democratic model is that all individuals who are affected by a certain situation have an opportunity to outline their views and participate in decision-making.
Leadership and Management In the analysis of leadership and management approach within the non-for-profit sector, success in management and leadership revolves around complex approaches to the management of human services.
Leadership in the hospitality industry His success in business has been attributed to the manner in which he attends to details such as research and collection of information, provision of clean and high quality products and services, and the logical […]
Leadership Management in the Hospitality Industry And the last principle was that management should cooperate with workers in sharing work whereby managers ought to use scientific principles in management to come up with tasks to be performed by workers.
Pros and Cons of the Four Major Styles of Leadership The trust that the leader gives to the followers raises their morale in the task and as a result, they exhibit a spirit of teamwork and cooperation.
Elon Musk’s Leadership Style and Accomplishments His business acumen is exemplified by his massive successes that he has achieved, mainly as the CEO of Space X and Tesla Motors, as well as other businesses, including Neuralink, the Boring Company, and Open […]
Transparency: The Role in Leadership Being transparent about the difficulties that the police has and the challenges it sees in the community, while highlighting an action plan can become a foundation to building trust.
Collaboration and Leadership in Healthcare The top management was able to make arrangements with the hospital administration and a willing dietician and we started to provide dietary consultations to each and every patient starting chemotherapy.
Howard Schultz’s Leadership Style: Strengths and Weaknesses These results are in a large part due to his leadership style which can be characterised as transformational, the strengths of which are openness to new ideas and creativity, and among the weaknesses can be […]
The Concept of Laissez-Faire Leadership Style The manager does as little directing as possible and empowers employees. Employees must determine goals, make decisions, and solve problems themselves.
Organizational Culture & Leadership: Whirlpool Corporation At the heart of the discussion of management and leadership are the concepts of goal setting and results. Common to both managers and leaders is the focus on the results they produce, which are based […]
W. Buffett’s and F. Porsche’s Leadership Styles Finally, the third reason to call Ferdinand Porsche a bad leader is his ignorance of the social context. The businessman did not contribute to the development of the community or country but focused on his […]
Leadership Theories in the Automotive Industry At the same time, the changes in the industry and the economic environment of the recent years have led to the situation where the leaders of the field lost their definitive advantage and faced a […]
Mandela’s Leadership: Long Walk to Freedom The current paper analyses the effectiveness of leadership with reference to Nelson Mandela, the late former president of South Africa, as depicted in the movie, Mandela: Long Walk to Freedom.
The Political Leadership Conception This is usually manifested through the power of attraction and seduction and manipulation of the people under the leadership authority. Competent and profound leaders should be in a position to manage the organization for which […]

🥇 Good Leadership Topics to Write

Leadership: Providing Purpose, Motivation and Inspiration
Style of Leadership in TESCO
Marriott International Leadership
Leadership – Ann Fudge
The Essence of Leadership: Warren Buffet and Oprah Winfrey
Instructional Leadership
Nature and Effectiveness of Steve Jobs Leadership
Leadership and Governance
Transformational and Transactional Leadership
Leadership Qualities in Nursing
Personal Leadership Development Plan
Nursing Leadership Skills Development
Leadership Role-Play Activity for Students
Self-Awareness Importance in Effective Leadership
Hovey and Beard Company: Leadership and Management
Leadership in “The Hunger Game” Movie
Leadership and Organisational Change
The Concept of Leadership
The Charismatic Leadership of Steve Jobs at Apple
The Role of Civic Leadership
Contemporary Issues in Management: Gender and Leadership
A Leadership Development Plan’s Analysis
Leadership in the “Saving Private Ryan” Film
Leadership Styles, Traits in a Nursing Professionals
Zappos Organization’s Leadership and Objectives
Nelson Mandela: Transformation and Servant Leadership Theories
Leadership & Management in Nursing: Personal Experience
Developing Shared Vision: Leadership
Leadership Internal and External Challenges
King Abdullah bin Abdulaziz al-Saud’s Responsible Leadership and Ethics
United Parcel Services Leadership
“The 21 Irrefutable Laws of Leadership” by John Maxwell
How Communication Affects Leadership
Andy Garafallo’s Recipe in Leadership Theory and Practice
Jeff Bezos’s Leadership and the Amazon Revolution
Advantages and Limitations of Online Leadership
Shepherd Leadership Theory
Bodega Store Strategic Leadership and Opportunities
Leadership Style: Ellen Kullman
Leadership Theory and Practice via an Account of BP’s Gulf of Mexico Oil Spill
Critical Examination of Strategic Leadership
BMW Key Strategic Issues Analysis
Leadership of the School Community
Gender Differences in Leadership Styles
Leadership Style of Managers
Impact of Gender Difference on Leadership Styles
Servant Leadership at St. Jude Children’s Hospital
Transformational Leadership Theory: Pros and Cons
Warren Buffet’s vs. Bernard Madoff’s Leadership Styles
Leadership Theories: Mother Teresa
Creativity in Leadership
Organizational Behavior: Teamwork and Leadership
Lao-Tzu’s and Confucius’ Ideas on Leadership
Orpheus Orchestra’s Leadership and Organizational Practices
The Challenges of Leadership Practice in the 21st Century
The Nickelodeon Company: Transformative Leadership
Ineffective Leadership in a Workplace
A Revolutionary Model of Leadership
Dr. Maya Angelou and Her Leadership Abilities
The Impact of School Governance on School Leadership
Educational Leadership in School
Attitude Reflects Leadership: a Look at Leadership in your Professional Portfolio
Diversity, Equity, Inclusion, and Belonging Leadership Program
Leadership in Turbulent Times: Key Takeaways
American Association of Critical-Care Nurses and Its Leadership Culture
Interdisciplinary Collaboration and Leadership Reflection
Machiavellian Leadership Style
Holistic View of the Management and Leadership
Self-Analysis on Democratic Leadership
Leadership Approaches in Healthcare
Nursing Leadership and Its Importance
Bedside Shift Reporting: Essentials of Nursing Leadership and Management
Pacesetting as a Leadership Concept
Leadership Styles: Democratic and Collective
The Leadership in Healthcare: The Intelligent Quotient and Technical Aspects
Leadership and Emotional Intelligence
Leadership Personality & Achievement: TELMEX and Carlos Slim
How Does Social Media Affect Leadership?
Democratic Leadership Styles and Patient Outcomes
Leadership of Climber Arlene Blum
Level 5 Leadership, Humility, and Will
Personal Vision Statement in Organizational Leadership
Google Inc’s Mission and Structure
Three-Skills Approach to Student Leadership
Adaptive Leadership by Glover, Friedman, Jones
Transformational Leadership in Hotel Industry
Wooden on Leadership: How to Create a Winning Organization?
Thyressa Williams’ Leadership Interview
Thomas Hobbes and John Stuart Mill’ Views on Leadership
Mountain West Health Plans Company’s Leadership Styles
Jack Welch’s Leadership Style
Leadership Styles: A Critical Discussion
Leadership Styles and Effects on IT Organizations
The Effect of Leadership in Project Management
Some Theories and Theorists on Leadership
The Five-Star Hotels Operational Management
Relationship between Power and Leadership
Safety Culture Development Through Effective Leadership and Management
Leadership in the 21st Century
Leadership in Quality Management
Leadership Evaluation: Sir Richard Branson
1996 Mount Everest Disaster: Leadership Perspective
Machiavelli and Othello’s Leadership Skills
Leadership and Motivation – Carlos Ghosn
Justice and Leadership as Expressed by Plato and Ibn Khaldum
Delta Airlines Company’s Traditional and Digital Leadership
Personal Leadership Philosophy in Nursing
Leadership Philosophy and Its Importance for Life
Gene C. McKinney: Biography and His Leadership
The Art of Leadership
Leadership and Diversity Discussion
Christian Leadership of John Calvin
Leadership – Integration Project
Leadership Profile Analysis: Key Elements, Weaknesses, Strengths
Mary Barra’s Leadership at General Motors
Mentoring and Coaching Experience
Explaining Leadership Positions and Responsibilities
Leadership Values and Authenticity
Comprehensive Leadership Approach
Leadership Concepts in the “Coach Carter” Film
Abraham Lincoln’s Leadership Lessons
Autocratic, Democratic, Free-Rein, Coaching Leadership
Reflection on Leadership in Management
The Impact of Leadership in Higher Education
Leadership: Encouraging the Heart and Generosity
Leadership in the “Invictus” Movie
General Electric’s Two-Decade Transformation: Jack Welch’s Leadership
Charismatic vs. Inspirational Leadership
Reflection Paper on “The 5 Messages Leaders Must Manage”
Leadership and Management Definition
The Importance of Strategic Leadership in the Global Business Environment
Team Leadership: Essential Features & Problems
Strategic Leadership at The New York Yankees Team
How Contemporary Leadership Styles Are Relevant in Today’s Military
Leadership Commitment Statement on Prevention of Workplace Violence
My Involvement as a Leader, Leadership Coach, and Development Instructor
Leadership for Happiness in Workplaces
Leadership in Lost TV Series
Elon Musk: The Leadership Style
Leadership Capacity Development Training
Leadership and Personal Characteristics of a Leader
Leadership, Trustworthiness, and Ethical Stewardship
Leadership and Organizational Psychology of Vince Lombardi
The Leadership Challenge Overview
Nursing: Personality Types and Leadership Qualities
Leadership Challenges Bedeviling Satera Team
Leadership Skills and Leadership Development Plan
My Leadership Challenge: Personal Opinion
Leadership and Migrants in Malaysia: Hypothetical Design
Leadership Legacy: Definition and Goals
Leadership Perspectives and Their Characteristics
The Concept of Leadership: Machiavelli’s “The Prince”
The Life and Leadership Styles of Sir Edmund Hillary
James D. Sinegal’s Leadership Analysis
Leadership Influence Processes: Chief Executive Officers (CEOs) and Presidents
Etihad Airways: Leadership Attitudes
Mohandas Karamchand Gandhi: Leadership Analysis
Leadership. Critical Incident in a Non-Profit
Leadership in Teams: Experience and Reflection
Leadership and Collaboration for a Student
Starbucks Coffee Company’s Leadership Interview
Leadership and Total Quality Management
Leadership Styles and Their Results
Profile in Ethical Leadership: Bernard Madoff
Full Range Leadership Development
Leadership and Influence: Action Plan
“Leadership For Leaders” by Michael Williams
Charlotte Beers’ Leadership at Ogilvy & Mather Agency
Elizabeth Bloomer Ford’s Leadership Development
Al Jaber Group: Fatima Al Jaber’ Leadership Style
George Washington’s Leadership Style and Character
Youth Leadership Development
Coaching and Mentoring in Executive Leadership
Leadership Input to the Community Development
Personality and Leadership Style Relationship
Stephen Hawking: Visionary and Cross-Cultural Leadership
Chicago Bulls 1995-96 Championship: Team Leadership
Classic Drucker: Articles on Management and Leadership
Leadership and Performance in the Workplace
Leadership: Types, Approaches and Strategies
Leadership Approach in “The Devil Wears Prada”
Leadership Development: Experiences and Theories
Organizational Behaviour and Leadership
The Application of Transformational Leadership in the UAE
Leadership is Action and Not Position
How Emotional Intelligence Influences Leadership
Reflection on Leadership and Sustainability: SKK Inc
Contingency Theory of Leadership
Quality Management Systems
Leadership Style of Bill Clinton: What Can We Learn?
The Behavioral Approach of Studying Leadership
Difference between Leadership and Management
Mohandus Gandhi’s leadership
The Significance of Strong Leadership in Business Organization
Jamie Oliver and Leadership in the Food Industry
James Madison’s Leadership Qualities
Experience with Negative Leadership
Transformational Leadership and Service Quality in UAE Hospitals
Chapter 6 of Northouse’s Leadership: Theory and Practice
Daniel Roth’s and Sam Hazen’s Personal Values in Leadership
The Foundation of Army Leadership and Its Factors
Personal Leadership Philosophy in the Sports Industry
Developing Leadership Skills in Nursing: A Proposal
Personal Leadership Style Analysis
Servant Leadership in the Old Testament
Servitude in Servant Leadership and The Scriptures
Personal Leadership Profile: Communication Strategies
Personal Career Experience: Leadership
Business Ethics in Leadership & Management Development
Organizational Culture and Leadership
Leadership Approaches in Prison
Nursing Leadership and Personal Skills
Pixar Company’s Effective Leadership and Competitive Advantages
Radical Leadership at Semco by Ricardo Semler
Rudy Giuliani’s Leadership During 9/11 Crisis
Genghis Khan: Style of Leadership
Personal Philosophy of Military Leadership
Studying Leadership Behaviour: “The King’s Speech” by Tom Hooper
Intercultural Management: Renault, General Motors, & Daimler Chrysler
Leadership Style and Employee Motivation: Burj Al Arab Hotel
Leadership Practices Assessment
Personal Leadership Action Plan
Group Formation and Leadership Challenges
Leadership: Johari Window and Transactional Analyses
Ethics in School Leadership
Women’s Features in Administrative Leadership
Costco Company’s Business Diversity, Ethics, Leadership
Steve Jobs and Tim Cook Leadership Styles Comparison
Alvis Corporation’ Leadership Information
UAE Hospitals: Transformational Leadership and Service Quality
Nike Company: Hannah Jones Leadership Style
Mark Zuckerberg: Leadership Style on Practice
Strategic Leadership Types
Sheikh Mohammed leadership
Participative Leadership: Strengths and Weaknesses
Entrepreneurial Leadership: Five Guys
Leaders v. Managers: What’s the Difference?
Complexity Theory Models of Leadership with Other Models of Leadership
Destructive Leadership as a Phenomenon in HR Management
Schwarzkopf’ Leadership Style and Success as a Military General
Leadership Styles in the UK, USA, and Japan
Leadership Styles and Theories
Relationship between Leadership and Management
Leadership in Multinational companies
Leadership: The Most Effective Leader
Leadership Styles: Nelson Mandela and Margaret Thatcher
Leadership Skills: “The Prince” by Niccolo Machiavelli
Business Ethics in Multinational Corporations
Keys to leadership in HCA
Introduction to the Four Functions of Management
Leadership Skills of Sheikh Mohammed bin Rashid Al Maktoum’s
Situational Leadership Theory & Path-Goal Leadership Theory
Leadership Qualities as a Part of a Team
Spiritual Leadership and Citizenship Behaviors
A Lollipop Moment in Leadership
The Main Characteristics of Servant Leadership
Organizational Theory: Democratic Leadership
Leadership Under Cultural Influences
Leadership in Healthcare Management
Adaptive Leadership as a Style and Model
Leadership: Self-Evaluation and Comparison
Bill Gates’ Positive Leadership Behavior
Task Specialization and Directive Leadership in Beaufort County School District
Mindful Leadership in Managing Critical Change
Leadership, Family, and Community Collaboration Project
The Crucial Role of Courageous Followers in Effective Leadership
Leadership in Group Counselling
Relation Between Leadership and Police Ethics
Leadership in the Educational Sector
How Nursing Professionals Can Benefit From Servant Leadership
Leadership and Innovations: Article Review
Applying Five Leadership Practices
Transformational and Servant Leadership in Nursing
Strategic Leadership in the United Arab Emirates
Leadership: Theory and Practice
The Plays “The Iliad,” “The Odyssey,” and “Agamemnon”: Understanding of Leadership
Leadership Development Plan in Nursing
Leadership: Character, Competencies, and Virtues
Nursing Practice: Leadership and Cooperation
St James Settlement’s Leadership and Management
Servant Leadership in Fannie Lou Hamer
Organizational Leadership and Attitude-Behavior Theory
Leadership and Ethical Requirements
Measurement and Leadership Effectiveness in Business
Leadership: Definition and Values
Principles of Management and Leadership Positions
Application of Irrefutable Laws of Leadership in the Military
French and Raven’s Five Forms of Power: An Overview
Leadership Style as an Important Element of the Nursing Practice
Leadership Styles Across Generations Working in Wal-Mart Store
Christ’s Approach to Leadership: Transformational Leadership Theory
Morale and Leadership, Encouragement, Dedication, and Commitment Within a Band
Elon Musk: Leadership, Financial Success, and the Future of Tesla
Brand Leadership by Levi’s and Coca-Cola in Going Green
Leadership Role of Creating Safe Nursing Environment
Clinical Nurse Leadership Program
Transformational Leadership at School Sites
Fostering Effective Leadership and Collaboration in Human Services
Behavioral and Situational Leadership: Pros and Cons
Leadership Skills, Goals and Vision of Nurses
Educational Theories and Leadership Studies
Communication Style and Leadership
Effective Leadership Analysis
Transformational Leadership: Essential Strategies
The Book “The Power of Positive Leadership” by Jon Gordon
Servant Leadership Characteristic Evaluation: Conceptualization
Maintaining a Leadership Position in a Company
A District Director Nurse’s Leadership Roles
Effective Leadership: Traits and Behaviors
Assignment: Student Integrity and Nursing Leadership
Diversity as One of the Principles for Sustainability Leadership
Leadership in Nursing Practice
Exploring Power Constructs in Leadership: A Self-Reflective Study
Servant Leadership: The Key Aspects
Transcendental Leadership and Total Quality Management Theories
Leadership and Management: Reflection
Leadership Foundations in Nursing Practice
Presidential Leadership: Diplomatic History
IoT and G.E.’s Leadership Position
Principles of Leadership and Future of Terrorism
Leadership at the Reuters Holdings PLC Company
Leadership in a Multinational Organization
The Ryno Firm’s Demands of Responsible Leadership
Two Models of Political Leadership
Change Leadership and Emotional Intelligence
The Role of Inclusive Leadership Strategy in Diverse Workplaces
The Hempel Paints Firm’s Leadership for Strategic Execution
Qatari German Medical Devices: Leadership for Strategic Execution
The Home Depot’s Journey Towards Innovation and Effective Change Leadership
Leadership Communication and Management
Culture and Leadership in Health and Social Care
Barack Obama’s Biography and Political Leadership
Modern Leadership: Trends and Challenges
Leadership Leverage at Gunderson Lutheran Health Facility
Gender and Leadership in Healthcare Administration
Leadership Theories and Styles
Leadership Philosophy in Nursing
The Personal Leadership Philosophy in Nursing
Collaborative Leadership Model in Business
Leadership: Summary of Media Interview
Culture and Leadership in Organizations
The Doctor of Nursing Practice Leadership Program
Personal Leadership Philosophies
Leadership Types in Telemedicine
Connective Nursing Leadership
Aspects of Collaborative Leadership
Aspects of Collaborative Leadership Plan
Organizational Change: The Effect of Transformational Leadership on Employees
Nursing Leadership and Team Building Strategies
Transformational Leadership and Abusive Supervision
The Role of Leadership in a Digitalized World
The Importance of Leadership Training
The Servant Leadership Concept
Emotionally Intelligent Leadership
Leadership Skills for the Negotiation Process
Measuring the Quality of Government Leadership
Kouzes and Posner Model of Nursing Leadership
Leadership Formation in the Medical Field
The Leadership and Funding Relationship
Transformational Leadership in a Healthcare Team
Abortion Backlash and Leadership Issues
Strategic Crisis Leadership: South Korea’s Response to Covid-19
Darwin E. Smith’s Level 5 Leadership Characteristics
Change Leadership: Telehealth Technology at Orlando Health
Leadership Style Personality Assessment
The Basic Aspects of Leadership
Leadership in a Digitized World
International Leadership: Management Strategies
Authentic Leadership in Healthcare
Aspects of Leadership in Healthcare
Behavioral Theories of Leadership
Personal Leadership Style’s Improvement Areas
Organizational Experiences Based on Leadership
Leadership Analysis in Corporate Governance
Leadership at Qatar National Bank
Aspects of the Sustainable Leadership Style
Nursing Leadership in the COVID-19 Pandemic
Martin Luther King’s Leadership Approach
Leadership Ambiguity in Nursing Practice
Importance of Leadership Skills for Employee
Emotional Intelligence in Leadership Development
Interpersonal Leadership Skills in Bank of America
Developing Organizations and Leadership
Behavioral and Trait Leadership Theories in Medical Educational Setting
Nursing Informatics: Leadership and Administration
Women’s Leadership During a Crisis
Situational Leadership Analysis
Leadership in Nursing: Organizational Servant Leadership
Supportive Leadership During COVID-19
The Type of Leadership Described by Daniel Goleman
Transformational Leadership Benefits Innovation
Transformational Leadership at the Walmart Organization
Transformational Leadership in Nursing
Machiavelli’s The Prince and Cheney’s Leadership
Exploring Diversity and Inclusion Leadership
The Significance in Shaping Emerging Trends in Leadership
Authentic Leadership Style in Business
Leadership Experience Example: Leading a User Research Team
Importance of Leadership Attributes for Healthcare
Importance of Leadership in Healthcare and Nursing
Servant Leadership Benefits in Nursing
Leadership and Its Three Major Models
Adaptive Leadership: The Main Aspects
Boris Johnson: Influence Tactics and Leadership
Discussion of Servant Leadership Behaviors
Analysis of Poor Leadership Experience
Enterprise Holdings at Leadership Styles
The Value of Leadership Skills and Teamworking
Leadership Implementation Regarding Medication Incidents
William White: Leadership Style
Servant Leadership and Decision-Making in Nursing
Leadership Behaviors, Passion, and Devotion
Leadership Environment in Nursing
Adaptive Leadership in Medical Practice
Religious Views on Politics, Leadership, and Norms
Leadership Styles and Their Applications
Constructive Criticism in Leadership
Health Management Reflection: Redefining Ethical Leadership
Leadership in Remote Team at Alibaba Limited
Contemporary Leadership in London Energy Company
New Business Realities and Leadership Theories
Rise and Leadership of Genghis Khan
The Leadership Development Challenges
Nurses Perception of Leadership and Impact of Healthcare Changes
The Concept of Ethical Leadership in Business
The Book “The Essentials of Nursing Leadership”
Self-Assessment of Leadership, Collaboration, and Ethics
Can a Dictator Who Developed an Economy Be Considered to Have Leadership?
Does Leadership Affect Employee Commitment Management?
Does Despotic Leadership Harm Employee Family Life?
What Two Characteristics Best Describe Leadership?
What are the characteristics of a good leader?
Are the Differences Between Management and Leadership?
Does Leadership Style Impact on Projects Team Member Performance?
Can Responsible Leadership Affect Work-Life Balance?
Does Decentralized Leadership Influence the Performance?
What Are the Key of Leadership Skills That Can Not Learn From?
What Are the Critical Factors in Understanding the Nature and Dimensions of Leadership?
How Does Leadership Emerge in a Group That Has No Common History?
What Are Charismatic Leadership?
How Bad Does Leadership Affect the Organization?
How Are Culture and Leadership Linked?
Does Cartel Leadership Facilitate Collusion?
What Is the Role of Machiavellianism in the Relationship Between Authentic Leadership and Morality?
Does Leadership Make a Difference?
How Are Leadership and Management Similar?
Are Leadership Fairness, Psychological Distress, and Role Stressors Interrelated?
How Does Ethical Leadership Influence Employees?
How Does Leadership Work in Different Gangs?
Can Servant Leaders Fuel the Leadership Fire?
Are Leadership Mentoring Programs Beneficial?
Can Transactional Leadership Keep Your Team in Shape?
How Does Authentic Leadership Influence Employee Proactivity?
What Are the Differences Between Management and Leadership?
What Leadership Behaviors and Management Systems Support?
What Are Niccolo Machiavelli’s Ideas on Effective Leadership?
Can Leadership Theory Improve Leadership Quality?
What Is the Relationship Between Leadership Type and Organization Performance?
Career Development Topics
Conflict Resolution Essay Topics
Management Skills Research Topics
Communication Theories Paper Topics
Management Styles Essay Titles
Trait Theory Research Topics
Work Environment Research Topics
Work-Life Balance Essay Titles
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Organizational Psychology

Introduction to Leadership

September 2020

University of Delhi

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Leadership Research Paper

This sample leadership research paper features: 7900 words (approx. 26 pages), an outline, and a bibliography with 38 sources. Browse other research paper examples for more inspiration. If you need a thorough research paper written according to all the academic standards, you can always turn to our experienced writers for help. This is how your paper can get an A! Feel free to contact our writing service for professional assistance. We offer high-quality assignments for reasonable rates.

I. Introduction

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II. Leadership Defined

III. The Trait Approach to Leadership

IV. What Do Leaders Do? The Behavioral Approach

V. Situational Approaches to Leadership

VI. Contingency Theories of Leadership

VII. Leader-Member Exchange Theory

VIII. Charismatic and Transformational Leadership

IX. Leader Emergence and Transition

X. Leadership Development

XI. Summary

XII. Bibliography

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Introduction

There are few things more important to human activity than leadership. Most people, regardless of their occupation, education, political or religious beliefs, or cultural orientation, recognize that leadership is a real and vastly consequential phenomenon. Political candidates proclaim it, pundits discuss it, companies value it, and military organizations depend on it. The French diplomat Talleyrand once said, “I am more afraid of an army of 100 sheep led by a lion than an army of 100 lions led by a sheep.” Effective leadership guides nations in times of peril, promotes effective team and group performance, makes organizations successful, and, in the form of parenting, nurtures the next generation. Winston Churchill, the Prime Minister of Great Britain during World War II, was able to galvanize the resolve of his embattled people with these words: “I have nothing to offer but blood, toil, tears, and sweat.” When leadership is missing, the effects can be equally dramatic; organizations move too slowly, stagnate, and often lose their way. The League of Nations, created after the World War I, failed to meet the challenges of the times in large part because of a failure to secure effective leadership. With regard to bad leaders, Kellerman (2004) makes an important distinction between incompetent leaders and corrupt leaders. To this we might also add leaders who are “toxic.” Bad leadership can perpetuate misery on those who are subject to its domain. Consider the case of Jim Jones, the leader of the Peoples Temple, who in 1978 ordered the mass suicide of his 900 followers in what has been called the Jonestown Massacre, or the corrupt leadership of Enron and Arthur Anderson that impoverished thousands of workers and led to the dissolution of a major organization. These examples remind us that there are many ways in which leadership can fail.

Leadership Defined

When you think of leadership, the ideas of power, authority, and influence may come to mind. You may think of the actions of effective leaders in accomplishing important goals. You may think of actual people who have been recognized for their leadership capabilities. Dwight D. Eisenhower, 34th president of the United States, defined leadership as “the ability to decide what is to be done, and then to get others to want to do it.” Leadership can be defined as the ability of an individual to influence the thoughts, attitudes, and behavior of others. It is the process by which others are motivated to contribute to the success of the groups of which they are members. Leaders set a direction for their followers and help them to focus their energies on achieving their goals. Theorists have developed many different theories about leadership, and although none of the theories completely explains everything about leadership, each has received some scientific support. Some of the theories are based on the idea that there are “born leaders” with particular traits that contribute to their ability to lead. Other theories suggest that leadership consists of specific skills and behaviors. Some theories take a contingency approach that suggests that a leader’s effectiveness depends on the situation requiring leadership. Still other theories examine the relationship between the leader and his or her followers as the key to understanding leadership. In this research paper, we examine these various theories and describe the process of leadership development.

The Trait Approach to Leadership

Aristotle suggested that “men are marked out from the moment of birth to rule or be ruled,” an idea that evolved into the Great Person Theory. Great leaders of the past do seem different from ordinary human beings. When we consider the lives of Gandhi or Martin Luther King, Jr., it is easy to think of their influence as a function of unique personal attributes. This trait approach was one of the first perspectives applied to the study of leadership and for many years dominated leadership research. The list of traits associated with effective leadership is extensive and includes personality characteristics such as being outgoing, assertive, and conscientious. Other traits that have been identified are confidence, integrity, discipline, courage, self-sufficiency, humor, and mystery. Charles de Gaulle described this last trait best when he noted that “A true leader always keeps an element of surprise up his sleeve, which others cannot grasp but which keeps his public excited and breathless.”

Another trait often attributed to effective leaders is intelligence. However, intelligence is a two-edged sword. Although highly intelligent people may be effective leaders, their followers may feel that large differences in intellectual abilities mean large differences in attitudes, values, and interests. Thus, Gibb (1969) has pointed out that many groups prefer to be “ill-governed by people [they] can understand” (p. 218). One important aspect of intelligence that does predict leader effectiveness is emotional intelligence, which includes not only social skills but strong self-monitoring skills, which provide the leader with feedback as to how followers feel about the leader’s actions.

Finally, personal characteristics such as attractiveness, height, and poise are associated with effective leadership. After decades of research, in which the list of traits grew dramatically, researchers realized that the same person could be effective in one context (Winston Churchill as war leader) but ineffective in another context (Winston Churchill, who was removed from office immediately after the war was over). The failure of this approach to recognize the importance of the situation in providing clear distinctions between leaders and followers with regard to their traits caused many scientists to turn their attention elsewhere. However, theorists using more sophisticated methodological and conceptual approaches have revived this approach. Zaccaro (2007) suggests that the revival of the trait approach reflects a shift away from the idea that traits are inherited, as suggested in Galton’s 1869 book Hereditary Genius, and focuses on personal characteristics that reflect a range of acquired individual differences. This approach has three components. First, researchers do not consider traits as separate and distinct contributors to leadership effectiveness but rather as a constellation of characteristics that, taken together, make a good leader.

The second component broadens the concept of trait to refer not only to personality characteristics but also to motives, values, social and problem-solving skills, cognitive abilities, and expertise. For example, in a series of classic studies, McClelland and his colleagues (see McClelland & Boyatzis, 1982) identified three motives that contribute to leadership. They are the need for achievement, the need for power, and the need for affiliation. In their work, leader traits are not attributes of the person but the basis for the leader’s behavior. The need for achievement is manifested in the desire to solve problems and accomplish tasks. In the words of Donald McGannon, “Leadership is action, not position.” The need for power is evident in the desire to influence others without using coercion. As Hubert H. Humphrey once said, “Leadership in today’s world requires far more than a large stock of gunboats and a hard fist at the conference table.” The final motive, need for affiliation, can be a detriment to effective leadership if the leader becomes too concerned with being liked. However, it can provide positive results from the satisfaction a leader derives in helping others succeed. Lao Tse once wrote, “A good leader is a catalyst, and though things would not get done well if he weren’t there, when they succeed he takes no credit. And because he takes no credit, credit never leaves him.”

The third component of this new approach focuses on attributes that both are enduring and occur across a variety of situations. For example, there is strong empirical support for the trait approach when traits are organized according to the five-factor model of personality. Both extraversion and conscientiousness are highly correlated with leader success and, to a lesser extent, so are openness to experience and the lack of neuroticism.

What Do Leaders Do? The Behavioral Approach

Three major schools of thought—the Ohio State Studies, Theory X/Y (McGregor, 1960), and the Managerial Grid (Blake & Mouton, 1984)—have all suggested that differences in leader effectiveness are directly related to the degree to which the leader is task oriented versus person oriented. Task-oriented leaders focus on the group’s work and its goals. They define and structure the roles of their subordinates in order to best obtain organizational goals. Task-oriented leaders set standards and objectives, define responsibilities, evaluate employees, and monitor compliance with their directives. In the Ohio State studies this was referred to as initiating structure, whereas McGregor (1960) refers to it as Theory X, and the Managerial Grid calls it task-centered. Harry S. Truman, 33rd president of the United States, once wrote, “A leader is a man who can persuade people to do what they don’t want to do, or do what they’re too lazy to do, and like it.” Task-oriented leaders often see their followers as undisciplined, lazy, extrinsically motivated, and irresponsible. For these leaders, leadership consists of giving direction, setting goals, and making unilateral decisions. When under pressure, task-oriented leaders become anxious, defensive, and domineering.

In contrast, person-oriented leaders tend to act in a warm and supportive manner, showing concern for the well-being of their followers. Person-oriented leaders boost morale, take steps to reduce conflict, establish rapport with group members, and provide encouragement for obtaining the group’s goals. The Ohio State studies referred to this as consideration, the Managerial Grid calls this country club leadership, and McGregor uses the term Theory Y. Person-oriented leaders see their followers as responsible, self-controlled, and intrinsically motivated. As a result, they are more likely to consult with others before making decisions, praise the accomplishment of their followers, and be less directive in their supervision. Under pressure, person-oriented leaders tend to withdraw socially.

Leadership effectiveness can be gauged in several ways: employee performance, turnover, and dissatisfaction. As you can see in Table 68.1, the most effective leaders are those who are both task and person oriented, whereas the least effective leaders are those who are neither task nor person oriented. A recent meta-analysis found that person-oriented leadership consistently improves group morale, motivation, and job satisfaction, whereas task-oriented leadership only sometimes improves group performance, depending on the types of groups and situations.

In thinking about what leaders do, it is important to distinguish between leadership and management. Warren Bennis (1989) stated, “To survive in the twenty-first century, we are going to need a new generation of leaders— leaders, not managers.” He points out that managers focus on “doing things right” whereas leaders focus on “doing the right things.” Table 68.2 provides a comparison of the characteristics that distinguish a leader from a manager. As you look at the list, it is clear that a person can be a leader without being a manager and be a manager without being a leader.

Situational Approaches to Leadership

The Great Person theory of leadership, represented by such theorists as Sigmund Freud, Thomas Carlyle, and Max Weber, suggests that from time to time, highly capable, talented, charismatic figures emerge, captivate a host of followers, and change history. In contrast to this, Hegel, Marx, and Durkheim suggest that there is a tide running in human affairs, defined by history or the economy, and that leaders are those who ride the tide. The idea of the tide leads us to the role of situational factors in leadership. For example, Perrow (1970) suggests that leadership effectiveness is dependent upon structural aspects of the organization. Longitudinal studies of organizational effectiveness provide support for this idea. For example, Pfeffer (1997) indicated that “If one cannot observe differences when leaders change, then what does it matter who occupies the positions or how they behave?” (p. 108). Vroom and Jago (2007) have identified three distinct roles that situational factors play in leadership effectiveness. First, organizational effectiveness is not strictly a result of good leadership practices. Situational factors beyond the control of the leader often affect the outcomes of any group effort. Whereas leaders, be they navy admirals or football coaches, receive credit or blame for the activities of their followers, success or failure is often the result of external forces: the actions of others, changing technologies, or environmental conditions. Second, situations shape how leaders act. Although much of the literature on leadership has focused on individual differences, social psychologists such as Phil Zimbardo, in his classic Stanford Prison Experiment, and Stanley Milgram, in his studies of obedience, have demonstrated how important the situation is in determining behavior. Third, situations influence the consequences of leader behavior. Although many popular books on leadership provide a checklist of activities in which the leader should engage, most of these lists disregard the impact of the situation. Vroom and Jago (2007) suggest that the importance of the situation is based on three factors: the limited power of many leaders, the fact that applicants for leadership positions go through a uniform screening process that reduces the extent to which they differ from one another, and whatever differences between them still exist will be overwhelmed by situational demands. If all of these factors are present, it is probably true that the individual differences between leaders will not significantly contribute to their effectiveness. Nevertheless, in most of the situations in which leaders find themselves, they are not that powerless and their effectiveness is mostly a result of matching their skills with the demands of the situation, which brings us to a discussion of contingency theories.

Contingency Theories of Leadership

One of the first psychologists to develop a contingency approach to leadership effectiveness was Fred Fiedler (1964, 1967), who believed that a leader’s style is a result of lifelong experiences that are not easy to change. With this in mind, he suggested that leaders need to understand what their style is and to manipulate the situation so that the two match. Like previous researchers, Fiedler’s idea of leadership style included task orientation and person orientation, although his approach for determining a leader’s orientation was unique. Fiedler developed the least-preferred coworker (LPC) scale. On this scale, individuals rate the person with whom they would least want to work on a variety of characteristics. Individuals who rate their LPC as uniformly negative are considered task oriented, whereas those who differentiate among the characteristics are person oriented. The second part of his contingency theory is the favorableness of the situation. Situational favorability is determined by three factors: the extent to which the task facing the group is structured, the legitimate power of the leader, and the relations between the leader and his subordinates. The relation between LPC scores and group performance is complex, as can be seen in Table 68.3. A meta-analysis conducted by Strube and Garcia (1981) found that task-oriented leaders function best in situations that are either favorable (clear task structure, solid position power, and good leader/member relations) or unfavorable (unclear task structure, weak position power, and poor leader/member relations). In contrast, person-oriented leaders function best in situations that are only moderately favorable, which is often based on the quality of leader-member relations.

Another theory that addresses the relation between leadership style and the situation is path-goal theory (House, 1971). In this theory, path refers to the leader’s behaviors that are most likely to help the group attain a desired outcome or goal. Thus, leaders must exhibit different behaviors to reach different goals, depending on the situation. Four different styles of behavior are described:

Directive leadership. The leader sets standards of performance and provides guidelines and expectations to subordinates on how to achieve those standards.
Supportive leadership. The leader expresses concern for the subordinates’ well-being and is supportive of them as individuals, not just as workers.
Participative leadership. The leader solicits ideas and suggestions from subordinates and invites them to participate in decisions that directly affect them.
Achievement-oriented leadership. The leader sets challenging goals and encourages subordinates to attain those goals.

According to path-goal theory, effective leaders need all four of these styles because each one produces different results. Which style to use depends on two types of situational factors: subordinate characteristics, including ability, locus of control, and authoritarianism; and environmental characteristics, including the nature of the task, work group, and authority system. According to House and Mitchell (1974), when style and situation are properly matched, there is greater job satisfaction and acceptance of the leader, as well as more effort toward obtaining desired goals. A meta-analysis by Indvik (1986) is generally supportive of the theory. Studies of seven organizations found that task-oriented approaches are effective in situations with low task structure, because they help subordinates cope with an ambiguous situation, and ineffective in situations with high task structure, because they appear to be micromanagement. Additional studies have found that supportive leadership is most effective when subordinates are working on stressful, frustrating, or dissatisfying tasks. Researchers found participative leadership to be most effective when subordinates were engaged in nonrepetitive, ego-involving tasks. Finally, achievement-oriented leadership was most effective when subordinates were engaged in ambiguous, nonrepetitive tasks. A clear implication of the theory is that leaders must diagnose the situation before adopting a particular leadership style.

A third contingency approach is the normative and descriptive model of leadership and decision making developed by Vroom and his colleagues (see Vroom & Jago, 2007). This approach examines the extent to which leaders should involve their subordinates in decision-making processes. To answer this question, the researchers developed a matrix that outlines the five decision processes that range from highly autocratic through consultative to highly participative (see Table 68.4). Which of these approaches is the best? The answer is none of them is uniformly preferred, and each process has different costs and benefits. For example, participative approaches are more likely to gain support and acceptance among subordinates for the leader’s ideas, whereas autocratic approaches are quick and efficient, but may cause resentment. The theory suggests that the best approach may be selected by answering several basic questions about the situation that relate to the quality and acceptance of a decision. Some examples of the type of questions that should be asked are “Do I have enough information to make a decision? How structured is the task? Must subordinates accept the decision to make it work?” By answering such questions and applying the specific rules shown in Table 68.5, a leader is able to eliminate approaches that are likely to fail and to choose the approach that seems most feasible from those remaining.

Leader-Member Exchange Theory

A growing number of researchers have found that subordinates may affect leaders as much as leaders affect subordinates. Yukl (1998) pointed out that when subordinates perform poorly, leaders tend to be more task oriented, but when subordinates perform well, leaders are more person oriented. Similarly, Miller, Butler, and Cosentino (2004) found that the effectiveness of followers conformed to the same rules as those Fiedler applied to leaders. It may be that the productivity of a group can have a greater impact on leadership style than leadership style does on the productivity of the group. This reciprocal relation has been formally recognized in the vertical dyad linkage approach (Dansereau, Graen, & Haga, 1975), now commonly referred to as leader-member exchange (LMX) theory (Graen & Uhl-Bien, 1995). This theory describes how leaders maintain their influence by treating individual followers differently. Over time, leaders develop a special relationship with an inner circle of trusted lieutenants, assistants and advisors—the in-group. The members of the in-group are given high levels of responsibility, influence over decision making, and access to resources. Members of the in-group typically are those who are highly committed to the organization, work harder, show loyalty to the leader, and share more administrative duties. Their reward is greater access to the leader’s resources, including information, concern, and confidence. To maintain the exchange, leaders must be careful to nurture the relationship with the in-group, giving them sufficient power to satisfy their needs but not so much power that they become independent. The leader-member relationship generally follows three stages. The first stage is role taking. During this stage the leader assesses the members’ abilities and talents and offers them opportunities to demonstrate their capabilities and commitment. In this stage, both the leader and member discover how the other wants to be respected. The second stage is role making. In this stage, the leader and member take part in unstructured and informal negotiations in order to create a role for the member with a tacit promise of benefits and power in return for dedication and loyalty. In this stage, trust building is very important, and betrayal in any form can result in the member’s being relegated to the out-group. In this stage the leader and member explore relationship factors as well as work-related factors. At this stage, it is clear that perceived similarities between the leader and follower become important. For this reason, a leader may favor a member who is similar in sex, race, or outlook with assignment to the in-group, although research by Murphy and Ensher (1999) indicated that the perception of similarity is more important than actual demographic similarities. The final stage is routinization. In this phase the pattern established by the leader and member becomes established.

The quality of the leader-member relationship is dependent on several factors. It tends to be better when the challenge of the job is either extremely high or extremely low. Other factors that affect the quality of the relationship are the size of the group, availability of resources, and overall workload.

Charismatic and Transformational Leadership

In a speech given at the University of Maryland, Warren Bennis said, “[A] leader has to be able to change an organization that is dreamless, soulless and visionless…someone’s got to make a wake-up call. The first job of a leader is to define a vision for the organization.…Leadership is the capacity to translate vision into reality.” Effective leaders are able to project a vision, explaining to their subordinates the purpose, meaning, and significance of their efforts. As Napoleon once said, “Leaders are dealers in hope.” Although the idea of charismatic leadership goes back as far as biblical times (“Where there is no vision, the people perish”—Proverbs 29:18), its modern development can be attributed to the work of Robert House. House (1977) analyzed political and religious leaders and noted that charismatic leaders are those high in self-confidence and confidence in their subordinates, with high expectations, a clear vision of what can be accomplished, and a willingness to use personal examples. Their followers often identify with the leader and his or her mission, show unswerving loyalty toward and confidence in the leader, and derive a sense of self-esteem from their association with the leader. Charismatic leaders are usually quite articulate, with superior debating and persuasive skills. They also possess the technical expertise to understand what their followers must do. Charismatic leaders usually have high self-confidence, impression-management skills, social sensitivity, and empathy. Finally, they have the skills to promote attitudinal, behavioral, and emotional change in their followers. Those who follow charismatic leaders are often surprised at how much they are able to accomplish that extends beyond their own expectations. Research on charismatic leadership indicates that the impact of such leaders is greatest when the followers engage in high self-monitoring (observing their effect on others) and exhibit high levels of self-awareness. Charismatic leadership enhances followers’ cooperation and motivation.

It is important to recognize that charismatic leadership can have a dark side. We began this research paper with the example of Jim Jones, the charismatic religious leader who led his people to commit mass suicide. Howell and Avolio (1992) describe the difference between ethical and unethical charismatic leaders. According to their analysis, ethical leaders use their power to serve others, not for personal gain. They also promote a vision that aligns with their follower’s needs and aspirations rather than with their own personal vision. Ethical leaders stimulate followers to think independently and to question the leader’s views. They engage in open, two-way communication and are sensitive to their followers’ needs. Finally, ethical leaders rely on internal moral standards to satisfy organizational and societal interests, not their own self-interests.

In helping followers achieve their aspirations, Bernard Bass (1997) has noted that charismatic leadership is a component of a broader-based concept, that of transformational leadership. Bass believed that most leaders are transactional rather than transformational in that they approach their relationships with followers as a transaction, one in which they define expectations and offer rewards that will be forthcoming when those expectations are met. Transactional leaders use a contingent reward system, manage by exception, watch followers to catch them doing something wrong, and intervene only when standards are not met. Finally, transactional leaders tend to adopt a laissez-faire approach by avoiding the need to make hard decisions.

In contrast, transformational leadership goes beyond mutually satisfactory agreements about rewards and punishments to heighten followers’ motivation, confidence, and satisfaction by uniting them in the pursuit of shared, challenging goals. In the process of doing that, they change their followers’ beliefs, values, and needs. Bass and Avolio (1994) identified four components of transformational leadership. The first component is idealized influence (charisma). Leaders provide vision, a sense of mission, and their trust in their followers. Leaders take stands on difficult issues and urge their followers to follow suit. They emphasize the importance of purpose, commitment, and ethical decision making. The second component is inspirational motivation. Leaders communicate high expectations, express important purposes in easy-to-understand ways, talk optimistically and enthusiastically about the tasks facing the organization, and provide encouragement and meaning for what has to be done. They often use symbols to focus the efforts of their followers. The third component is intellectual stimulation. Leaders promote thoughtful, rational, and careful decision making. They stimulate others to discard outmoded assumptions and beliefs and to explore new perspectives and ways of doing things. The fourth component is individualized consideration. Leaders give their followers personal attention and treat each person individually. They listen attentively and consider the individual needs, abilities, and goals of their followers in their decisions. In order to enhance the development of their followers they advise, teach, and coach, as needed. Yukl (2002) offers the following guidelines for transformational leadership:

Develop a clear and appealing vision.
Create a strategy for attaining the vision.
Articulate and promote the vision.
Act confident and optimistic.
Express confidence in followers.
Use early success in achievable tasks to build confidence.
Celebrate your followers’ successes.
Use dramatic, symbolic actions to emphasize key values.
Model the behaviors you want followers to adopt.
Create or modify cultural forms as symbols, slogans, or ceremonies.

Perhaps Walter Lippman provided the best summary of transformational leadership. He wrote, “The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on…” The genius of good leaders is to leave behind them a situation that common sense, without the grace of genius, can deal with successfully.

Leader Emergence and Transition

Who becomes the leader? The process by which someone becomes formally or informally, perceptually or behaviorally, and implicitly or explicitly recognized as a leader is leadership emergence. Scholars have debated this question for centuries and in this research paper, so far, we have offered several possible answers. The Great Person Theory suggests that some people are marked for greatness and dominate the times in which they live. Tolstoy’s zeitgeist theory suggests that leaders come to prominence because of the spirit of the times. Trait theories suggest leaders are selected based on their personal characteristics, whereas interactional approaches examine the joint effects of the situation and the leader’s behavior. Research suggests that leadership emergence is an orderly process that reflects a rational group process whereby the individual with the most skill or experience or intelligence or capabilities takes charge. Implicit leadership theories (Lord & Maher, 1991) provide a cognitive explanation for leadership emergence. According to these theories, each member of a group comes to the group with a set of expectations and beliefs about leaders and leadership. These cognitive structures are called implicit leadership theories or leader prototypes. Typically these prototypes include both task and relationship skills as well as an expectation that the leader will epitomize the core values of the group. Members use their implicit theories to sort people into either leaders or followers based on the extent to which others conform to their implicit theory of what a leader should be. These implicit theories also guide members in their evaluations of the leader’s effectiveness. Because these theories are implicit, they are rarely subjected to critical scrutiny. As a result, it is not uncommon for followers to demonstrate a bias toward those who fit the mold of a traditional leader: White, male, tall, and vocal, regardless of the qualifications of that individual to be the leader.

Transition, rotation, succession, change of command; all are words used to describe a central facet of organizational leadership—that leaders follow one another. Despite the frequent occurrence of leader successions in nearly all groups, especially in large stable organizations, relatively little research has addressed this phenomenon. An early review by Gibb (1969) reported on studies of leader emergence and succession mode. In particular, Gibb noted the importance of establishing leadership/followership through early, shared, significant experiences; he also stressed that an important aspect of the organizational climate for the new leader derives from the policies of the former leader, the consequence of which shape followers’ expectations, morale, and interpersonal relations. In general, studies have demonstrated that leadership succession causes turbulence and instability resulting in performance decrements in most organizations and thus constitutes a major challenge to organizations. Thus, the process of becoming the new leader is often an arduous, albeit rewarding, journey of learning and self-development. The trials involved in this rite of passage have serious consequences for both the individual and the organization. As organizations have become leaner and more dynamic, new leaders have described a transition that gets more difficult all the time. To make the transition less difficult, leaders might attend to the following suggestions adapted from the works of Betty Price, a management consultant. Some of these suggestions are particularly important for newly appointed leaders in establishing an effective leadership style early in their tenure as leader.

New leaders should show passion for their group, its purpose, and its people in order to reassure followers that the new leader is there to make the group better, not to further his or her personal ambitions.
New leaders should think more strategically than tactically. Look for the big picture and don’t become bogged down in implementation processes.
New leaders should first learn to listen, and then provide leadership. Leaders should be compelling in their ability to help others embrace the values that drive the group’s success. To do this the new leader must listen intently and provide feedback that demonstrates that he or she has truly heard what others have said.
New leaders should operate in a learning mode. As the new person on the block, the new leader may be unsure about the reputation of the preceding leader. He or she should honor the insights and knowledge of others, believing that one can learn from everyone. The new leader should engage people purposefully at all levels, knowing that the distance between the front line and senior leadership is often so great that one small piece of information may have tremendous impact.
New leaders should take particular care in doing what’s right and telling the truth, even if it is painful. One of the first tasks of a new leader is building trust. In the face of uncertainties, being honest, direct, and truthful enables people to move forward with faith. It gives them hope.
New leaders should encourage their people to take risks in order to achieve their goals, and be prepared to pick up the pieces if they fail. The leader’s role is to cushion the risk by providing support and encouragement, and knowing and drawing from his or her people’s best capabilities.

Leadership Development

Not everyone is born with “the right stuff” or finds himself or herself in just the right situation to demonstrate his or her capacity as a leader. However, anyone can improve his or her leadership skills. The process of training people to function effectively in a leadership role is known as leadership development and it is a multimillion-dollar business. Leadership development programs tend to be of two types: internal programs within an organization, designed to strengthen the organization, and external programs that take the form of seminars, workshops, conferences, and retreats.

Typical of external leadership development programs are the seminars offered by the American Management Association. Their training seminars are held annually in cities across the country and address both general leadership skills as well as strategic leadership. Among the seminars offered in the area of general leadership are critical thinking, storytelling, and team development in a variety of areas such as instructional technology or government. Seminars on strategic leadership address such topics as communication strategies, situational leadership, innovation, emotional intelligence, and coaching.

A second approach to leadership development is a technique known as grid training. The first step in grid training is a grid seminar during which members of an organization’s management team help others in their organization identify their management style as one of four management styles: impoverished management, task management, country-club management, and team management. The second step is training, which varies depending on the leader’s management style. The goal of the training is greater productivity, better decision making, increased morale, and focused culture change in the leader’s unique organizational environment. Grid training is directed toward six key areas: leadership development, team building, conflict resolution, customer service, mergers, and selling solutions.

Internal leadership development programs tend to focus on three major areas: the development of social interaction networks both between people within a given organization and between organizations that work with one another, the development of trusting relationships between leaders and followers, and the development of common values and a shared vision among leaders and followers. There are several techniques that promote these goals. One such technique is 360-degree feedback. This is a process whereby leaders may learn what peers, subordinates, and superiors think of their performance. This kind of feedback can be useful in identifying areas in need of improvement. The strength of the technique is that it provides differing perspectives across a variety of situations that help the leader to understand the perceptions of his or her actions. This practice has become very popular and is currently used by virtually all Fortune 500 companies. Like all forms of assessment, 360-degree feedback is only useful if the leader is willing and able to change his or her behavior as a result of the feedback. To ensure that leaders don’t summarily dismiss feedback that doesn’t suit them, many companies have arranged for face-to-face meetings between the leaders and those who have provided the feedback.

Another form of internal leadership development is networking. As a leadership development tool, networking is designed to reduce the isolation of leaders and help them better understand the organization in which they work. Networking is specifically designed to connect leaders with key personnel who can help them accomplish their everyday tasks. Networking promotes peer relationships and allows individuals with similar concerns and responsibilities to learn from one another ways to better do their job. Research indicates that these peer relationships tend to be long-lasting.

Executive coaching is a method for developing leaders that involves custom-tailored, one-on-one interactions. This method generally follows four steps. It begins with an agreement between the coach and the leader as to the nature of the coaching relationship, to include what is to be done and how it will be done. The second step is an expert’s assessment of the leader’s strengths and weaknesses. The third step provides a comprehensive plan for improvement that is usually shared with the leader’s immediate supervisor. The fourth and final step is the implementation of the plan. Coaching is sometimes a onetime event aimed at addressing a particular concern or it can be an ongoing, continuous process.

Another form of internal leadership development is mentoring. The term mentor can mean many things: a trusted counselor or guide, tutor, coach, master, experienced colleague, or role model. A mentor is usually someone older and more experienced who provides advice and support to a younger, less experienced person (protégé). In general, mentors guide, watch over, and encourage the progress of their protégés. Mentors often pave the way for their protégé’s success by providing opportunities for achievement, nominating them for promotion, and arranging for their recognition. As a form of leadership development, there are several advantages to mentoring. A meta-analysis by Allen, Eby, Poteet, Lima, and Lentz (2004) indicated that individuals who were mentored showed greater organizational commitment, lower turnover, higher career satisfaction, enhanced leadership skills, and a better understanding of their organization.

In the future, leadership is likely to become more group centered as organizations become more decentralized. Other changes will come about as a result of new and emerging technologies. Avolio and his colleagues (2003) refer to this as “e-leadership.” Leadership effectiveness will depend on the leader’s ability to integrate the new technologies into the norms and culture of their organization.

Another change is that the future will most likely see more women break through the “glass ceiling” and take leadership positions. Men are considerably more likely to enact leadership behaviors than are women in studies of leaderless groups, and as a result are more likely to emerge as leaders (Eagly, 1987). Even though women do sometimes emerge as leaders, historically they have been excluded from the highest levels of leadership in both politics and business. This exclusion has been called the glass ceiling. Studies of leadership in organizational settings have found that men and women do not differ significantly in their basic approach to leadership, with equal numbers of task- versus person-oriented leaders. However, women are much more likely to adopt a participative or transformational leadership style whereas men are more likely to be autocratic, laissez-faire, or transactional (Eagly & Johnson, 1990). Women’s leadership styles are more closely associated with group performance as well as subordinate satisfaction, and in time our implicit theories about leadership may very well favor those who adopt such approaches.

Diversity and working in a global economy will provide additional challenges to tomorrow’s leaders. Project GLOBE (Global Leadership and Organizational Behavior Effectiveness) is an extensive international project involving 170 researchers who have gathered data from 18,000 managers in 62 countries (House, Hanges, Javidan, Dorman, & Gupta, 2004). A major goal of the project was to develop societal and organizational measures of culture and leader attributes that were appropriate to use across all cultures. There have been several important findings. In some cultures, leadership is denigrated and regarded with suspicion. People in these cultures often fear that leaders will acquire and abuse power and as a result substantial restraints are placed on the exercise of leadership. Twenty-two leadership traits (e.g., foresight and decisiveness) were identified as being desirable across all cultures. Eight leadership traits (e.g., ruthlessness and irritability) were identified as being universally undesirable. Some leadership traits were dependent upon the culture, including ambition and elitism. Six leadership styles common to many cultures were identified. They are charismatic, self-protective, humane, team oriented, participative, and autonomous. Although the charismatic style is familiar to us, some of the others are not. The self-protective style involves following agreed-upon procedures, being cognizant of the status hierarchy, and saving face. The humane style includes modesty and helping others. The team-oriented style includes collaboration, team building, and diplomacy. The participative style encourages getting the opinions and help of others. The autonomous style involves being independent and making one’s own decisions. Cultures differ in their preferences for these styles. For example, leaders from northern European countries are more participative and less self-protective whereas leaders from southern Asia are more humane and less participative.

Although most of us would agree that leadership is extraordinarily important, research in this field has yet to arrive at a generally accepted definition of what leadership is, create a widely accepted paradigm for studying leadership, or find the best strategies for developing and practicing leadership. Hackman and Wageman (2007) attempted to address this problem by reframing the questions we have been asking about leadership effectiveness, with the hope that these questions will be more informative than many of those asked previously.

Question 1. Ask NOT “Do leaders make a difference?” but “Under what conditions does leadership matter?” The task here is to examine conceptually and empirically the circumstances under which leadership makes a difference and to distinguish those from the circumstances for which leadership is inconsequential.
Question 2. Ask NOT “What are the traits that define an effective leader?” but “How do leaders’ personal attributes interact with situational properties to shape outcomes?” This approach will require that we reduce our reliance on both fixed traits and complex contingencies. To do this, we should embrace the idea that there are many different ways to achieve the same outcome.
Question 3. Ask NOT “Are there common dimensions on which all leaders can be arrayed?” but “Are good and poor leadership qualitatively different phenomena?” Recent research has found that ineffective leaders were not ones who scored low on those dimensions for which good leaders scored high, but rather they exhibited entirely different patterns of behavior than those exhibited by good leaders.
Question 4. Ask NOT “How do leaders and followers differ from one another?” but “How can leadership models be reframed so they treat all members of a group as leaders and followers?” Although it is clear that to be a leader requires that you have followers, it is equally true that most leaders are at times followers and most followers are at times leaders.
Question 5. Ask NOT “What should be taught in leadership courses?” but “How can leaders be helped to learn?” Research is needed to understand how leaders learn from their experiences, especially when they are coping with crises (see Avolio, 2007).

In the 21st century, the study of leadership will be increasingly collaborative as researchers from multiple disciplines tackle the questions outlined above. Some of the disciplines that must contribute to the study of leadership include media and communications. In today’s world more and more of the relationships between leaders and followers are not face-to-face but mediated through electronic means.

John Kenneth Galbraith, in his book The Age of Uncertainty, wrote that “All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership.” In the special issue of the American Psychologist devoted to leadership, Warren Bennis (2007) suggests that the four most important threats facing our world today are these: (a) a nuclear or biological catastrophe; (b) a worldwide pandemic; (c) tribalism and its cruel offspring, assimilation; and (d) leadership of our human institutions. He points out that solving the first three problems will not be possible without exemplary leadership and that an understanding of how to develop such leadership will have serious consequences for the quality of our health and our lives.

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An Insightful Leadership Term Paper: Writing Tips and Topic Ideas

Leadership Term Paper Writing: Effective Tips and Topic Ideas

A leadership research paper is an academic project most students consider to be challenging and demanding. If you spend some of your time dealing with the specifications of the assignments, you will acknowledge that there is no way to succeed without competence in the field, excellent analytical skills, and writing expertise.

However, even if you miss some of these aspects, you can always make an effort to improve them, and your chances are much higher if you are reading this article. Check out the most effective writing tips for your custom term paper and look through the extensive list of leadership research topics that will guide you to the desired result.

Leadership Term Paper: Specifications of the Assignment

Is this the first time you work on the leadership paper? Start with the definition that will help you understand the basics and dive into the critical specifications. A leadership term paper is an academic assignment students get at the end of the semester. The main idea of the project is to examine students' knowledge in the field and their ability to apply leadership theories in real life.

At this point, it is indispensable to highlight that the concept of leadership is frequently confused with management. Nonetheless, these are different phenomena, each having certain peculiarities that make it unique. As for management skills, they can be described as an ability to organize processes in order to accomplish numerous tasks efficiently. As for leadership, it is a quality that emphasizes the attitude toward the team. Successful leadership is about motivating people, helping them, and encouraging productivity.

Working on the leadership research, you will come across various aspects of leadership and its use, with the most common ones including:

Business leadership
Organizational leadership
Nursing leadership
Military leadership
Administrative leadership
Educational leadership

The leadership term paper topics may vary a lot, but the main idea of the essay is to emphasize the impact of leadership skills on various processes and critical aspects of life.

Writing a Leadership Term Paper: Tips for the Essay Writing

Writing a leadership term paper is much simpler and faster if you follow the guidelines. Keep reading to detect the most effective tips and recommendations that will aid the process and will make it much more efficient.

Pre-Writing Stage

There is no need to rush into writing a term paper on leadership. Instead, you should focus on the research, detecting background information and analysis of the most credible data sources. This way, you will have an opportunity to opt for the best leadership term paper topic and create a consistent and coherent essay worth appreciation.

Structuring the Paper

Have you selected the leadership term paper that seems the most influential? Are you done with the research and data analysis? It is time to move to the next stage and dive into the writing process.

The best way to get started is by reading a top-quality leadership term paper example. It will serve as a perfect guide that will lead you to the desired results. Analyze the structure of the paper, pay attention to its formatting specifications and detect helpful writing tips.

Start with the essay outline that should be well-structured, coherent, and logical. Include only the most meaningful parts of the paper, giving brief descriptions and explanations. This is an integral part of the work, which will save you a lot of time and effort. Make sure you specify all the fundamental parts of the leadership term paper.

Abstract . It is one of the shortest parts of the paper, the main idea of which is to summarize the paper, highlighting its main idea, critical background facts, methods used during the research, and the findings.
Introduction . The goal of the introductory part is to attract the reader’s attention. Therefore, interesting information, concision, and lack of inaccuracies are indispensable for this passage. Start with the statistics, or use an alternative method to keep the readers excited about the rest of the paper. A thesis statement is the last part of the introductory paragraph, which states the central idea of the whole research.
Body . When it comes to leadership term paper body part writing, the literature overview is a passage that should not be skipped. This part will contribute to the relevance and credibility of your paper, emphasizing its academic value. Make sure the information presented in the body part is well-structured. Start with the methods of the research used and proceed to the results and findings.
Conclusion . Reiterate the thesis statement and make brief conclusions about the results of the research. Do not include any new information here, but rather mention the perspectives for further research within the field.

Editing and Proofreading

Once you are done with the first draft, you will have to make only one last step to the flawless leadership term paper. The writer’s task here is to edit the whole paper and proofread it. Read the text a few more times, detecting mistakes, typos, and inaccuracies that can influence the efficiency of the project and its academic value. Watch for the paper structure and formatting, which are also important.

Leadership Term Paper Topics: How to Choose an Effective Topic

Working on a leadership term paper without a selected topic is a real challenge. Therefore, the first thing students should care about is the theme. A carefully selected topic will help learners succeed with the undertaking, creating a relevant, meaningful, and well-researched paper.

How is it possible to opt for a leadership term paper topic that will not leave anyone indifferent? There are a few simple tips that are likely to help you thrive.

Brainstorm the information to understand the specifications of the field better.
Collect and analyze data you get from credible sources.
Focus on the most relevant aspects of leadership that seem interesting to you.
Narrow down your choice.
Search for sample leadership paper topics to acknowledge how effective the theme should look.
Make the final choice.

Best Leadership Term Paper Topics

Do you need numerous leadership term paper topics to choose from? Increase your chances for success with the following ideas.

Social Media and Its Impact on the Contemporary Leadership
Technology and Educational Leadership: Pros and Cons
Top 5 Most Important Qualities for a True Leader
The Relation between Leadership and Power
Strategic Leadership: Various Approaches to the Question
Leadership Theories and Their Impacts on the Society
The Role of Leadership in Various Spheres of Human Life
Transformational Leadership and Its Value for Women
Strategic Leadership and Its Styles
Common Variations in Ethical Leadership
Fundamental Leadership Models and Their Functions
Developing an Influential Leadership Strategy: Key Steps to Success
Business: Innovation and Leadership
Excellent Leadership as a Way to Flawless Company Adaptation to any Changes
Contingency Leadership: Its Principles, Objectives, and Features

Read also: Great selection of HR term paper topics for your term paper

Management and Leadership Research Topics

Although there is a range of management and leadership topics available online, making the right choice is not easy. Look through the list of effective topics to succeed with the assignment.

The Role of a Manager in the Improvement of Work Habits
Trust and Transparency as Fundamental Notions for the Organization
Effective Manager: Top 3 Simplest Ways to Delegate Tasks
Managers Supporting Critical Changes
Beneficial Conflict Resolution Methods
Five Ways to Keep the Employees Satisfied with the Work Conditions
Eliminating the Employee Complaints: Tips for Managers
Inclusive Workforce and How Managers Can Establish It
Productive Communication with the Upper Management
The Prominence of Management and Leadership in Stress Level Reduction among Employees
Initiative and Innovation Encouragement: Effective Techniques
Training Methods for Managers to Recommend to Employees
Skills for Managers to Cherish Supporting Employees
Performance Feedback as a Way to Keep Employees More Productive
Setting Goals and Performance Standards as a Way to Successful Management

Organizational Leadership Term Paper Topics

Are you looking for an up-to-date organizational leadership topic for the research paper? Here are a few sample ideas to inspire you.

The Impact of Leadership Behaviors on Corporate Culture
Multicultural Environment and the Prominence of Organizational Leadership
The Way Leadership Quality Can Contribute to the Organizational Performance
Estimating the Administration's Impact on the Company Performance
The Way the Country Can Encourage Production of Organizational Leaders
Assumption-Based Planning as a Way to Reduce Organization Expenses
Leadership and the Success of the Organization
Medium-Sized Enterprise and the Qualities Leaders Should Have to Succeed
The Prominence of Executive Leadership for the Company Development
Aspiring Subordinates: True Leadership in Action
Administrative Services Leaders Should Be Aware of
Leaders and Managers: Key Similarities and Differences
Blended-Learning Techniques and Their Impact on Thinking Patterns of Organizational Leaders
Organizational Leadership in a Nutshell: Basic Elements, Techniques, and Instruments to Implement

Nursing Leadership Term Paper Topics

Do you still struggle to choose an appealing nursing leadership topic for your research paper? Check out a few ideas that will help you succeed with nursing term paper writing.

Qualified Nurse Leaders Should Have
Ethical Nursing Leadership: Key Aspects and Peculiarities to Consider
Managing Stress: Tips for Nursing Leaders
Nursing Leadership: Trends and Specifications
Effective Strategies for the Development of Nurse Leadership
Skills Critical for Nurse Leaders during Emergencies
Nurse Leader Mentor: How to Become One?
Healthcare Management and Importance of Nurse Leaders
Challenges Nurse Leaders Face
The Way Nurses Approach Leadership
Advantages and Downsides of Being a Nurse Leader
Public and Private Hospitals: What Is the Role of the Nurse Leader?

Educational Leadership Topics

Leadership term paper writing is impossible without proper topic selection. Here are a few ideas to consider before making the final decision.

Educational Leadership and The Role of Women in It
Educational Institutions and Effects of Leadership Cultures on It
Poor School Results and Leadership Issues: Reason and Result
Combining Strategic Teaching Methods and Effective Organization
Outside-the-Box Thinking and Unique Leadership Skills Development
Social Transformation Triggered by Educational Leadership
Society and Educational Leadership
Technology and Its Impact on Educational Leadership
Cultural Organizations and Their Link with the Educational Institutions
Challenges and Pitfalls of Educational Leadership
Top 10 Effective Ways for the Teachers to Become Influential Leaders
Leadership Training for Teachers as a Way to Influence Students and Their Performance

Administrative Leadership Term Paper Topics

Check out a comprehensive list of administrative leadership research papers. Focus on the most appealing ideas and take your time to develop an influential one.

Administrative Services and the Role of Leaders in Their Quality
The Way Leadership Training Can Contribute to the Company Performance
Administrative Leadership: The Notion, Its Features, and Functions
Impacts of Administrative Leadership on the Performance of the Company
Achievement of Organizational Goals: Why Administrative Leadership Is Important?
Administrative Leadership and Management: How to Differentiate the Notions
Similarities and Differences between Administrative Leadership and Management
Top 5 Factors that Can Influence Administrative Leadership
Excellent Administrative Leadership: Advantages and Perspectives
Administration Leadership and Its Impact on the Prosperity of the Team

Business Leadership Term Paper Topics

Are you still looking for the leadership term paper topic? Consider finding the right one in business-related area.

The Importance of Leadership Training for Business
Strategic Leadership as a Prominent Factor for Business Development
Business Environment and The Role of Effective Leadership in It
Ways to Evaluate the Efficiency of Leadership in the Company?
Business Organization and Vision Clarity of Its Leader
Executive Leadership and Its Significance for the Company Growth and Advancement
Leadership Skills Necessary for Implementation of New Business Strategy
Leadership and Innovations: Elements of Company Advancement
The Link between Leadership and Management in Business
The Prominence of Strong Leadership in Business Organizations

Term Paper: Military Leadership Topics

Writing a leadership term paper is much simpler if you choose an interesting topic. Here are a few theme ideas that will cover important aspects of military leadership.

Army Leadership Competence: Skills Required
Orders Given by a Non-Commissioned Officer: Are They Obligatory to Follow?
Effective Listening Techniques in Military
Personal Leadership Philosophy and Its Peculiarities in Army
Basics of Leadership in Army: Key Peculiarities to Be Taken into Account
Leadership Development: The Prominence of the Process
Toxic Leadership and Its Potential Risks
The Role of Woman in the Military: Can a Woman Become a True Leader?
On- and Off-Duty Expertise and Its Prominence
Situational Leadership and the Way It Influences People
Military Leadership: What Is It?
Key Peculiarities and Traits of the Leader in the Army

Hopefully, this writing guide and the topic list will come in handy for you. But if, for some reason, you can't craft a term paper on your own, there is always an alternative. Contact our support team, order a term paper online without hassle, and wait for the stunning paper restfully.

Term Paper on Leadership | Functions | Management

Here is a compilation of term papers on ‘Leadership’ for class 10, 11 and 12. Find paragraphs, long and short term papers on ‘Leadership’ especially written for college and management students.

Term Paper on Leadership

Term Paper Contents:

Term Paper on How to be an Effective Leader?

1. Term Paper on the Definition of Leadership :

According to Jeorge R. Terry, “leadership is the activity of influencing people to strive willingly for group objectives”. Robbort Taannenbaun , Weschler and Fred Massarik defined leadership as “Interpersonal influence exercised in a situation and directed through the communication process towards the attainment of a specialized goal or goals” .

Harold Koontz and C. Odonell state that “Leadership influencing people to follow in the achievement of common goal”. From the above definition of leadership, it follows that the leadership process is a function of the leader, the follower, and other situational variables.

L = f (l.f.s)

It should be remembered that the leaders and followers must be in a hierarchical relationship.

We quote a few important definitions on leadership from the existing literature.

These definitions reveal the essence of leadership:

1. “Leadership is the process of encouraging and helping others to work enthusiastically towards objectives”.

2. “Leadership is the behaviour of an individual which he is in-directing the activities of a group towards a shared goal”.

3. Leadership is “interpersonal influence, exercised a situation, and directed, through the communication process towards the attainment of a specified goal or goals”.

4. Leadership is “an interaction between persons in which one presents information of a sort and in such a manner that the other becomes convinced that his outcomes (benefits/considerations) will be improved if he behaves in the manner suggested or desired”.

5. Leadership “is both a process and property. The process of leadership is the use of non-coercive influence to direct and coordinate the activities of the members of an organized group towards the accomplishment of group objectives. As a property, leadership is the set of qualities or characteristics attributed to those who are perceived to successfully employ such influence”.

6. Leadership is “the relationship in which one person (the leader) influences others to work together willingly on related tasks to attain goals desired by the leader and/or group”.

The core points that run through all these definitions and which constitute their essence of leadership are the following:

(a) Leadership refers to the ability of one individual to influence others.

(b) The influence is exercised to change the behaviour of others.

(d) Change of behaviour is caused with an objective of achieving a shared goal.

(e) The person influencing others (leader) possesses a set of qualities or characteristics which he uses to influence others.

(f) Leadership is a group phenomenon. It involves interaction between two or more people.

There are also many instances that hold good the very idea of leadership as working definition. Imagine that you have accepted a new job and enter a new work group. How would you recognize its leader?

One possibility of course is through the formal titles an assigned roles each person in the group holds. In short the individual designated as department head or project manager would be the one, you would identify as the group leader.

Now imagine that during several staff meetings you notice that this person was really not the most influential. Although she/he held the formal authority, there meetings were actually dominated by another person who was the top persons subordinate.

What would you conclude about the leadership in this case? Probably that the real leader of the group was the person who actually ran things—not the one with the formal titles and authority. This facts point to the following working definition of leadership that is accepted by many experts.

Leadership is the process where one individual influences other group members towards the attainment of defined group or organisational goals. Leader is an individual within a group or an organization who wields the most influence over others. Leadership influences is goal directed and involves non-coercive influence.

Leadership and Management:

Management, manager-ship and leadership are terms which are so closely related that the distinctions among them have become blurred. It is useful to place each of them in its right perspective.

Management is a process of planning, organizing, coordinating, directing, and controlling the activities of others.

Manager-ship is the process of influence for the purpose of achieving shared goals.

Both manager-ship and leadership are management tools with which managers can influence the behaviour of employees to achieve organisational goals. The distinction between them can be made on the basis of the qualifications that managers have. Managers, by virtue of being in a managerial position, have manager-ship, but they may not possess leadership or the ability to influence other people.

There are certain other differences between leaders and managers:

1. Leaders have followers, but managers do not have. Subordinates may obey managers out of fear but such compliance is not response to leadership. Similarly, all leaders are not managers. Leaders have followers but do not possess authority to manage informal leaders. Manager-ship is a fundamental characteristic of a manager.

2. Leaders have emotional appeal. They are expected to be charismatic people with great visions who can alter the mood of their followers and raise their hopes and expectations. On the other hand, managers are executed to be rational decision-makers and problem solvers. They are expected to use their analytical minds in the process of establishing and achieving organisational goals.

3. Leaders fulfill followers’ needs. Managers and leaders try to meet organisational and employee’s personal needs. But the emphasis differs. The main aim of a manager is to meet organizational goals. Similarly, the main job of a leader is to satisfy his followers’ needs.

4. Peter Drucker and Warren Bennis have thus rightly pointed: “management is doing things right, leadership is doing right things. Management’s efficiency lies in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall” .

The distinction between management and leadership gets blurred in actual practice. In real life organizations there are no distinct leaders, there are only managers. They will be acting both in the capacity of managers as well as in the capacity of leaders. A successful manager is the one who has both the qualities and who makes use of them discretely, depending on whether he or she is required to lead or to manage.

2. Term Paper on Leadership is a Mutual Influence Process :

The discussion on the nature of leadership till now makes a reader believe that leadership is unidirectional, i.e., the leader influencing his followers. It is true that leadership refers to the influence of the leader on followers. At the same time, the characteristics of employees and their tasks do yield influence on the leader. Leadership is, therefore, a mutual influence process.

Leader’s Influence on Followers :

Why is leader able to influence his followers? What makes followers simply obey whatever their leader says?

A leader is able to change the behaviour of his followers because he enjoys power which comes to him from at least five sources:

a) Reward power which refers to the leader’s capacity to reward followers,

b) Coercive power which is the full side of reward power and refers to the leader’s capacity to coarse or punish followers

c) Legitimate power which refers to the power a leader possesses as a result of occupying a particular position or role in the organisation

d) Expert power that refers to power that a leader possesses as a result of his knowledge and expertise regarding the task to be performed by subordinates; and

e) Referent power which is dependent upon the extent to which subordinates identify with , look up to, and wish to emulate the leader.

Followers’ Influence on Leader :

The fact that the followers and situations will influence their leader is a recent discovery. Several sources of influence on the leader’s behaviour are identified.

The more important of them are:

a) Responses or performance of subordinates;

b) Characteristics of subordinates, namely, male or female, young or old, personal background, and the like;

c) The nature of the task;

d) Organizational policy and climate;

e) Peers and their influence on the leaders;

f) Influence of superiors on the leader; and

g) The leaders’ abilities and traits.

The terms Leader vs. Manager tend to be vised interchangeably. Although we understand the temptation, to do so. The two terms are not identical. The concept of managerial leadership is important because the term itself suggest necessary bringing together of the managerial and leadership roles for more effective tasks accomplishment, organisational effectiveness and human satisfaction.

A manager can manage by fear and without considering the wellbeing of organisational members—just as long as formal goals are met. Yet clarifying paths towards personal and organizational objective is a function of the managerial leader. The tasks of making these paths congruent individual can accomplish his/her personal motives while meeting the organisational goals.

The manager’s effectiveness is measured by how well formal goals are make through the productive effort of subordinate. The managerial leader should be evaluated for effectiveness on both sets of criteria, both formal goal accomplishment and informal goal accomplishment. The importance of incorporating the leadership role into the managerial role can be seen if we compare the productivity of manager who displayed concern for the wellbeing of the subordinates with those who need not.

Likert demonstrated the superior productivity associated with managers who were seen by their subordinates as “supportive” (building and maintaining employees’ sense of personal worth and importance), as compared with those who were not. The supportive managers’ units were significantly more productive than the units of the non-supportive managers.

The differences between the effective (supportive) and ineffective (non-supportive) supervisors were described in terms of the superior—subordinate relationship; the effective managers considered their subordinates “human beings rather than just as persons to get the work done” .

Low-producing managers attempted to control through their authority. In contrast, the high-producing managers used extensive participation and group leadership techniques in building an integrated team that was committed to organizational goals.

The following table summarizes a portion of results of this study:

3. Term Paper on the Theories of Leadership:

(i) trait theory :.

Before 1945 the most common approach to the study of leadership concentrated on leadership traits, suggesting that certain characteristics such as physical energy or friendliness were essential for effective leadership.

These inherent personal’ qualities like intelligence were fell to be transferable from one situation to another. But this is not possible rather requires training of the individuals for future leadership. Leadership training would gain be helpful only to those with inherent leadership traits. Certain traits predict success or failure. As Gary Yukl has observed “leadership traits are relevant and appropriate to the particular situation”. The premise that some leader traits absolutely necessary for effective leadership and possession of this traits increase the effectiveness.

Warran Bennis completed a five years study of 90 outstanding leaders and their followers. He identified 4 common traits or areas of competence shared by all 90 leaders.

i. Management of Attention:

The ability to communicate a sense of outcome, goal, or direction that attracts followers.

ii. Management of Meaning:

The ability to create and communicate meaning with clarity and understanding.

iii. Management of Trust:

The ability to be reliable and consistent.

iv. Management of Self:

The ability to know one’s self and to use one’s skills within the limits of one’s strengths and weaknesses.

Table of Traits and skills found most frequently to be Characteristic of Successful Leaders:

Leaders should also create an environment where quality matters and dedication to work energizes efforts.

i. Business Literacy:

Does the manager know the business—the real feel of it?

ii. People Skills:

Does the manager have the capacity to motivate, to bring out the best in people?

iii. Conceptual Skills:

Does the manager have the capacity to think systematically, creatively, and inventively?

iv. Track Record:

Has the manager done it before and done it well?

Does the manager have the ability to pick the right people-not clones, but people who can make up deficiencies?

vi. Judgment:

Does the manager have the ability to make quick decisions with imperfect data?

vii. Character:

The core competency of leadership is character, but character and judgment are the qualities we know least about when trying to teach them to others.

Evaluation of the Trait Theory:

The trait approach to leadership has been severely criticized by many.

Some of the limitations of the theory are the following:

1. The list of personality traits of successful leaders is too long and there seems to be no finality about it. Although hundreds of traits have been identified, no consistent pattern has emerged.

2. How much of which trait a successful leader must have is not clear. Furthermore, certain traits, particularly psychological, cannot be quantified.

3. The theory assumes that a leader is born and not trained. This assumption is not acceptable to the contemporary thinkers on the subject.

4. Contrary to what the theory assumes, leadership effectiveness does not depend on the personality of the leader alone. Other variables like the situation, the task, the organization and the characteristics of followers will equally determine the effectiveness of leaders.

5. It is a well-known fact that the people who .fail as leaders and people who never achieve positions of leadership often possess some of the same traits as successful leaders. Thus, for example, although taller people may generally be more successful as leaders, many tall people have neither the inclination nor the capabilities to be leaders. At the same time, many short people have risen to positions of leaders.

6. There is little consensus on the meaning of words used to label traits. In a study of extensive leadership qualities, a researcher demonstrated the magnitude of this problem when he asked 75 top executives to define the term “dependability”, a trait associated with effective leadership. The executives defined this trait in 147 different ways. Even after similar definitions had been combined 25 different definitions remained.

It does not mean to say that the trait theory of leadership is irrelevant. With all its limitations, the theory is still relevant because of certain merits.

One merit relates to the qualities of successful leaders. Focusing on personality traits, a review of studies carried out from 1900 to 1957 showed that leaders tend to be consistently better adjusted, more dominant, more extroverted, more masculine, and more conservative, and have greater interpersonal sensitivity than non-leaders.

The second merit relates to the influence of personality on one’s effectiveness. To define person’s personality, what he fundamentally is as a person, is an ever present and massive influence on how, and with what success, he functions as a manager.

The personality of man is his inner life, including such inner elements as background, life history, beliefs, life experiences, attitudes, prejudices, self-image, fears, loves, hates, hopes and philosophy of life. In this sense, a man is like an iceberg: only a small fraction of what he appears above the surface (his observable behaviour, what he does); the rest is his inner life, the 7/8 th of the iceberg that lie, unobservable, below the surface.

However, the managers inner personality causes or ‘spills over’ into his behaviour which in turn affects others with whom he works, eliciting from them either cooperative or resistance reactions. And, therein lies the manager’s fate: cooperative reactions from his people spell success, resistance reactions, however irrational from the manager’s viewpoint, usually assure his failure.

“It is clear that there is an influential relationship between a manager’s total personality and his success as a manager on the job. I have submitted this precise concept to several thousand practising managers over the years and based on their experience virtually all acknowledge its validity”.

Third, the view that leaders are born, not made is in fact, still popular (through not among researchers). After a lifetime of reading popular novels and viewing films and television shows, perhaps most of us believe, to some extent, that there are individuals who have re-disposition to leadership, that they are naturally braver, more aggressive, more decisive, and more articulate than other people.

Finally, the theory has certain practical implications also. If leadership traits could be identified, then nations and organizations would become far more sophisticated in selecting leaders. Only those people who possess the designated leadership traits would become politicians, officers, and managers. Presumably, organizations and societies would then operate more effectively.

Evaluation :

The situational leadership theory has generated considerable interest because it recommends a leadership type that is dynamic and flexible rather than static. The motivation, ability and experience of subordinates must be constantly assessed in order to determine which style combination would be most appropriate under flexible and changing conditions.

If the style is appropriate, according to Hersey and Blanchard, it will not only motivate employees but also help them move towards maturity. Further, the theory gives specific attention to followers and their feelings about a task or job to be done. Finally, the theory is one of the more popular leadership training models available today. Partly enhanced by success of Balanchard’s book The One Minute Manager, many organisations make use of the model and its associated instruments.

(ii) The Great Person Theory :

The theory views that leaders possess special stress that set them apart from others. And that these traits are responsible for their assuming positions of power and authority. The questions here may be asked. Are some people born to live? It is unequivocally clear that leaders are both born and made. Leaders don’t have to great man or women by being intellectual geniuses. But they do need to have the right stuff. Leadership is a demanding , unrelenting job with enormous pressure and gave responsibilities.

This orientation suggests great leaders possess key traits that set them apart from most other human beings. Furthermore the theory contends that this traits remain stable over time and across different groups.

What are the Characteristics of the Great Leaders?

Researchers have identified the following characteristics of successful leaders.

Table of Characteristics of Successful Leaders:

However we will explain several others traits that are not quite as obvious.

Leadership Motivation :

The desire to lead and influence others especially towards the attainment of shared goals. Leaders who demonstrate such personalized power motivation which to dominant others and their desire to do so is often reflected in an excessive concern with status. On the other hand leaders who evidence such socialized power motivation cooperate with others develop networks and collision and general work with subordinates rather than try to dominant and control them.

Flexibility:

Another special characteristics of the effective leaders is flexibility. That is they act according to the situational variables.

Multiple Domains of Intelligence :

Scientists have acknowledge that leaders have to be smart in a variety of different ways. In other words they have to demonstrate what is known as multiple domains of intelligence.

Leaders have to be Intelligence in Special Ways:

(a) Cognitive Intelligence:

Leader must be capable of integrating and interpreting large amounts of information. Traditionally this is the measure of ability.

(b) Emotionally Intelligence:

Refers to people’s abilities to be sensitive to their own or others emotion.

Most of the research on leadership has focus on culture within which leaders operate and take decision.

(iii) Behavioral Theories :

Beginning in the late 1940’s and continuing through the early 1960’s researchers moved, away from an emphasis on traits and towards the study of leader behaviours. This new approach differed from the trait oriented research in at least two ways. First, actual leader behaviours instead of personal traits were the main focus. Second, whereas most trait studies sought to separate leaders from non-leaders, leader behaviour studies wanted to determine how various kinds of specific behaviour affect the performance and satisfaction of followers.

Thus, the difference between the two approaches is summarized in Table:

Behaviours :

Another approach has been identifying the behaviours by which the leader fulfills the leadership role; the rationale is that the leader must behave in some consistent set of ways in order to interact with followers, solve problems, or encourage enthusiastic participation in important activities. If sets of behaviours could be found that distinguished between effective and ineffective leaders, then ineffective leaders could be taught how the effective leaders acted and thus become more effective.

The range of behaviours that comprise the role of the leader can be seen from the following list:

i. Representation:

Speaking and acting as the representative of the group.

ii. Demand Reconciliation:

Reconciling conflicting demands and reducing disorder to the system.

iii. Tolerance of Uncertainty:

Ability to tolerate uncertainty and postponement without anxiety or being upset.

iv. Persuasiveness:

Using persuasion and argument effectively; exhibiting strong convictions.

v. Initiation of Structure:

Clearly defining the leader’s own role, and letting followers know what is expected of them.

vi. Tolerance of Freedom:

Allowing followers scope for initiative, decision, and action.

vii. Role Assumption:

Actively exercising the leadership role rather than surrendering leadership to others.

viii. Consideration:

Regarding the comfort, well-being, status, and contributions of the leader’s followers.

ix. Production Emphasis:

Applying pressure for productive output.

x. Predictive Accuracy:

Exhibiting foresight and the ability to predict outcomes accurately.

xi. Integration:

Maintaining a closely-knit organization: resolving inter member conflicts.

xii. Influence with Superiors:

Maintaining cordial relations with superiors: having influence with superiors; the leader is seen as striving for higher status?

The factors most often regarded as differentiating between effective and ineffective leaders are two termed initiation of structure and consideration.

Consideration and Initiation of Structure :

More broadly, consideration is the showing of understanding, concern, and sympathy for the feelings and opinions of followers, being considerate of their needs and well-being, and showing willingness to explain what the leader does. Initiation of structure covers task-related behaviours, such as assigning roles and duties to group members, scheduling work assignments, defining goals and establishing task procedures, setting standards, and evaluating followers’ performance.

In reviewing the literature relating the two items of consideration and initiating structure to group performance, Stogdill reported a somewhat higher relationship between group productivity and initiating structure of the leader than the relationship between productivity and consideration. At the same time, job satisfaction was more highly related to consideration than it was to initiating structure, and consideration seemed to be related to both high productivity and job satisfaction.

Productivity and Attitudes:

What these findings indicate is that a group can become more productive when the leader exercises initiative, clarifies what the group is trying to accomplish, and clarifies what each member’s role is. Certainly a group in which the leader does not have a clear idea of what to do or how to do it (initiation of structure) would have many disputes and conflicts.

Yet the leader who displays “considerate” behaviour shows that his or her followers are important, simply by being concerned with their feelings, attitudes, and relationships. A considerate leader would be expected to develop and maintain warm and personal relationships between herself or himself and the followers, and to make sure that the followers themselves get along well.

Such a rationale can explain their relationship between having a considerate leader and followers reporting higher job satisfaction a friendlier and more comfortable place to work can reduce one’s dissatisfaction with those phases of the job.

Conflicts between Behaviours:

The two sets of leadership behaviours, consideration and initiation of structure, may create difficulties for the leader, however. In initiating structure (clarifying task, roles and procedures), the leader may have to give task accomplishment a higher priority than the feelings of subordinates or followers. Even though a follower might wish to put off doing a distasteful task, the leader may often have to insist that it should be done so that the overall task can be accomplished.

If consideration occupies a higher priority than initiating structure, on the other hand, the leader might well decide not to hurt the feelings of followers; performance feedback of a negative nature might not be given, although this creates a situation in which performance and improvement suffer.

The Considerate Leader, Productivity and Satisfaction:

If recognize that both productivity and satisfactions are important and that one need not be realized at the expense of the other, the considerate leader tends more nearly to accomplish acceptable levels of productivity as well as job satisfactions.

Although this statement may appear contradictory to what we have found out about how the considerate leader compares with the initiating leader, we should remember that a considerate leader attempts to fulfill the needs and expectations important to his or her followers; in many task situations, this means that followers want and need to know what comprises their work roles, and that they desire feedback and instruction on performance and ways to achieve higher levels of accomplishment. Being considerate, in such a case, can then include the role and expectations clarifications include in initiation of structure.

What do Leaders do?

The trait approach to leadership, we just reviewed focuses on the idea that various traits distinguish effective leaders from others. In short it focuses on who leaders are. This approach make sense to consider the idea that leaders may be distinctive with respect to the way, they behave. Leadership behaviour examines what leaders do. The general question underline the behaviour approach is quite simple—what do Leaders Do that make them effective as leaders. There are several good answers to the questions.

Participative vs. Autocratic Leadership Behaviour:

When the behaviours of leaders involves much influence over the subordinates and the decision that are made by him is the autocratic style of leadership behaviour. Someone who makes all the decision, who makes all the decisions, tell people precisely what to do and wants to run the entire show is an autocrat leader. Such a person is said to have an autocratic leadership style.

In contrast, if the boss or supervisor allow employees to make their own decisions and allow them in decision making process is said to be participative leadership style. They may be consultant with the leader and have a joined decision of some sort.

The two-dimensional model of subordinate participation, if describes subordinate’s participation in decision in terms of two dimension. The first dimension characterizes the extent to which leaders permit subordinates to take part in decision. The 2 nd dimension involves the extent to which leaders direct the activities of subordinates and tell them how to carry out their jobs.

This is the permissive—directive dimension.

Many leaders adopt a style that fits at least within one of these following categories:

1. Directive autocrat,

2. Permissive autocrat,

3. Directive democrat,

4. Permissive democrat.

Directive autocrat, is a person who makes decision without consulting subordinates and thus close supervision. Permissive autocrat is a leader who combines permissive supervision with an autocratic style of making decisions.

The other directive democrat and permissive democrat are also most suited to specific organisational condition. This leaders are to match their own styles the needs of their organisation and to change the needs accordingly.

Each of these styles of management mentioned above has very definite advantages and disadvantages associated with it.

While appraising these styles we must keep 4 major points in mind:

(i) Value—Laden Style shows emotional responses to the idea associated with the terms.

(ii) We talk in terms of pure style which must be idealistic in forms.

(iii) The leadership style must be universal approach to all situation.

(iv) This pattern of style which seek to attain organisational objectives must be treated first and is of primary concern.

These elements offers insights—need for participation, the result of commitment and the closeness of supervision required.

All managerial styles invites the participation by subordinates. To make the leadership more pragmatic and relevant the involvement of subordinates is a must.

Commitment to organisational goal is an important element that can more nearly integrate the behaviour of the individual with the activities required by the formal organisation.

The rational is that the individual who identifies with an endproduct or endpurpose and is committed to attaining it will be more motivated and take initiative towards the end. Closeness and supervision—requires by the nature of the task and the organisational purpose. The term closeness of the supervision is synonymous with control.

One of the advantages of general supervision is that some initiative an originality are important. A bureaucratic phenomenon called goal displacement is typical happening under close supervision. Under goal displacement the way in which something is done, the procedure is more important than what is to be accomplished. The rules and regulations cannot be bent before the subordinates.

Ohio State University studies and the University of Michigan studies are the two important behavioral theories.

Ohio State University Studies:

These well publicized studies were started shortly after World War II. The main objective of the studies was to identify the major dimensions of leadership and to investigate the effect of leader behaviour on employee performance and satisfaction.

From a list of leader behaviours in a wide variety of situations, two leadership dimensions were identified:

i. The initiating structure which refers to leader behaviour that defines and organizes the group tasks, assigns the tasks to employees, and supervises their activities.

ii. Consideration refers to leader behaviour that can be characterized by friendliness, respect, supportiveness, openness, trust, and concern for the welfare of the employees.

The main point in the study is that both’ consideration and initiating structure are not seen as being placed on a continuum. That is rather than a leader necessarily being low on one dimension when high on the after, the leader could be high on both, low on both, or high on one and low on the other as shown in the quadrants shown in Fig.

The findings of the Ohio State studies can be summarized as follows:

i. Consideration was positively related to low absenteeism and grievance, but it was negatively or neutrally related to performance.

ii. Initiating structure was positively related to employee performance but was also associated with such negative consequences as absenteeism and grievance.

iii. When both consideration and structure were high, performance and satisfaction tended to be high. But in some cases, high productivity was accompanied by absenteeism and grievances.

The University of Michigan Studies:

The studies were conducted during the same period as those at Ohio State and resulted in identical conclusions. As in the Ohio State University studies, researchers at the University of Michigan distinguished between two dimensions of leadership: production-centered and employees-centered.

Production-centered leaders set rigid work standards, organized tasks down to the last detail, prescribed the work methods to be followed and closely supervised subordinates performance. Employee-centered leaders, on the other hand, encouraged employee participation in goal setting and in other work related decisions, and helped ensure high performance by inspiring respect and trust.

At first the findings of Michigan studies seem to refute the Ohio state research because they place leadership on a continuum such as the one shown in Fig. and concede that the further to right the leaders go, the better off they are. But a deeper analysis reveals that employee and work orientation are two separate dimensions and that a leader can be either high or low on one or both.

Thus, the two styles discovered by the Michigan researchers were similar to those of the Ohio State people. The production-centered leadership factor and the initiating-leadership structure factor both measured work orientation, while the employee oriented factor and the consideration factor both measured people orientation.

In Leader behaviour theories, unlike in the trait theories, the focus was on what leaders did-how they delegated the tasks, how they communicated with and tried to motivate their subordinates, how they carried out their tasks, and so on. The theories underlined that the behaviours can be learnt and an individual trained in the appropriate leadership behaviours would be able to lead more effectively. This is the main contribution of the leader behaviour theory.

Behavioural theorists, however, could not successfully identify a consistent relationship between leadership behaviour and group performance. General statements could not be made because results would vary over different range of circumstances. What was missing was consideration of the situational factors that influence success or failure.

4. Term Paper on the Contingency Theories of Leader Effectiveness :

This leadership is a complex process, involves intricate social relationship and is affected by a wide range of factors. Thus effective leadership is an essential ingredient in organisational success with effective leadership organisation can grow prosper and compete. Recognition of this basic point lies behind several modern theories of leadership collectively referred to as contingency theories of leader effectiveness.

There is no best style of leadership and also no suitable styles appropriate to specific conditions. So the contingency approach to leadership is concerned with effectiveness. Several theories fall into this category. For that we will describe here are LPC contingency theory, situational leadership theory, path goal Theory, and three- dimension theory.

(i) Contingency Theory:

Fred Fredler has investigated the ways in which group productivity is affected by the behaviours of group leaders.

Fredler recognizes that the critical element in effective leadership is the nature of the situation in which the leader is acting. The appropriateness of the leaders’ behaviour to the dictate of the situation affects the effectiveness of the leader. In other words goal accomplishment is contingent (dependent) on matching leader behaviour and situation. The theory develop the two-dimension—task oriented (comparable to directive or initiating structure). Leaders and relationship oriented comparable to (considerate) leaders.

The task oriented leaders basic purpose is accomplishing the task. The relationship oriented leader is more concern with creating and maintaining warm and personal ties with others. In Fiedler’s work the basic leadership style was identified through questionnaire called the List Preferred Co-Worker questionnaire in which the leader was asked to describe on a number of scale the characteristic of the person with whom here the most trouble working.

The leader who describe his or her least preferred worker in negative terms (e.g., unpleasant, cold, hostile) was considered task oriented. The task oriented leader has his/her basic goals for the accomplishment of the task.

The co-worker who create difficulties in achieving the goals are rejected by the leader. By contrast the leader who reported the characteristics of his/her list preferred co-worker in positive terms (e.g., pleasant ,warm, supportive) has apparently separated the goals of task accomplishment and of having the relationship oriented approach, leader gives first priority on close personal relationship.

We would expect the task oriented leader to be directly, to initiate task structure for subordinates because task accomplishment is so important. The relationship oriented leader would tend to be much more considerate because a leader can achieve the personal motives of creating a warm personal relationship between leader and subordinates.

Hersey, Balanchard and Johnson describes Fredlers contingency model in the following: In this model there are 8 possible combination of these three situational variables. Leadership situation varies from good to poor on leadership—membership relations, high to low on task structure, and strong too weak on position power. Eight combination can be formed out of this.

The most favourable situation for leaders to influence the followers is one in which they are well liked by the members (good leader member relation, have a powerful position (strong position power) and are directing a well-defined job (high task structure) on the other hand the most unfavourable situation for leaders is one in which they are disliked, have little position power, and face an unstructured task.

Having develop this model for classifying situations Feedler attempted to determine what the most effective leadership style—task oriented or relationship oriented is for each of the eight situation.

Let us now describe in the following situational variables in detail.

Leader-Member Relations:

In a small group, especially, the interpersonal relationship between the leader and the group members is the most important single factor in determining the influence of the leader. The wholeheartedly endorsed leader has a favourable situation because of the followers’ willingness to follow him or her. If relationships are strained or poor, the leader is in a rather unfavourable situation. Group members must be urged and influenced in the performance of task activities, hardly satisfactory for promoting enthusiasm and involvement.

Task Structure:

The second most important determinant of leadership effectiveness is the extent to which the nature and requirements of the task are specified. The highly structured task influences member behaviour through the impersonal requirements of job instructions, policy statements, and workplace arrangement.

The leader need not rely on interpersonal (and hence tenuous) relationships, for the situation itself influences behaviour in task-related directions. The leader can rather quickly ascertain performance, and sanctions may be applied as necessary. The leader in a highly structured task situation faces a rather favorable (for her or him) situation.

A task with low structure is an ambiguous, poorly defined task. Little direct support is given the leader through technological requirements, and he or she enjoys no such favorable situation as in a highly structured task. No formal specifications are viable, nor are readily observable performance measures.

The leader has no more appropriate knowledge than the members, and she or he operates under rather difficult conditions. Influence and ability to specify behaviours are inappropriate, and motivation is more important than authority. A committee chairperson might be in such a position, as would a research-and-development supervisor.

Task structure depends on:

1. Goal Clarity:

The extent to which task requirements are specified or known by members.

2. Goal-path Multiplicity:

The extent to which there are alternative ways to accomplish the task.

3. Decision Verifiability:

The extent to which task accomplishment can be evaluated by objective, logical, or feedback means.

4. Decision Specificity:

The extent to which the task has but one correct outcome (an arithmetic problem) or several equally good results (establishing several alternative budgets from which the president will choose).

The right of the leader to “direct, evaluate, and reward and punish” group members is related to the power he has by virtue of being the leader. High position power, characteristic of most management positions in industry, goes with the positive and negative incentives and sanctions available to the leader. Low position power, associated with committee chair people, implies that the leader has very few means of influencing members to comply.

Situation and its Favourableness:

Because each of these elements is divided into high arid low categories, Fiedler suggested that various combinations of these three factors would describe all possible situations; by grouping studies according to the characteristics of the situation investigated, as well as by the leader’s task effectiveness, one would be able to determine which leadership style was more effective for that particular type of situation.

Eight possible situations were then identified. When they were ranked by the extent to which each particular situation was favorable for the leader’s influencing the accomplishment of the assigned task, a continuum was created.

Fiedler has pointed out that the task situation is very favourable for the leader that is, he or she exerts more influence and has more control over task performance when support and acceptance are given by members, when the leader knows what is to be done and how to go about it, and when the organization has granted the leader the authority to reward and punish the subordinates.

Conversely, the situation becomes very unfavourable for the leader’s ability to control and influence task performance when the leader is not accepted, when the task and its duties are ill defined and ambiguous, and when the leader cannot reward or punish the followers.

Fig. shows the continuum so developed, as well as the effective leadership style that was derived from intensive research efforts; “T” identifies the situations in which a task orientation is most effective, and R those in which a relationship orientation is most effective.

Leader Effectiveness in Situation:

Very Favourable:

Situation I is defined as being highly favourable, because the leader has the respect and loyalty of his or her subordinates ( good leader-member relations), the task is well-structured so that the leader does not have to impose controls and performance-related sanctions (because these are provided by the task itself), and his or her power is strong.

In this particular situation, the relationship-oriented leaders’ considerate behaviour is redundant with the already existing factor of good leader-member relations; the task-oriented leader, on the other hand, is able to focus attention on accomplishing the task goals. Such a situation would be commonly found on any assembly line when the workers and the supervisor had good relations.

Very Unfavourable :

In Situation VIII, we see that the leader and the group members do not get along well, the task is ill structured, and the leader has very weak position power all of which go to make up a situation highly unfavourable to the leader’s ability to accomplish the task.

If the leader were to be relationship-oriented, interpersonal relations would probably improve somewhat, but the ambiguities and frustrations created by the lack of structure would create a condition in which the group’s task objectives could still not be met. Because the leader has low position power, in this situation it becomes crucial that the leader adopt the strategy of initiating structure, so that the barriers to task accomplishment may be eliminated.

Leadership Perception :

Fiedler’s leadership-effectiveness model allows one to analyze any particular situation and derive a prescription of which leadership approach is likely to be more effective; the prescription is based on extensive studies of similar situations, so the analysis can prove to be of significant help.

What is especially important about Fiedler’s and House’s theories are the findings and implications that no one leadership style is appropriate under all conditions. When promoted, the effective assembly-line supervisor, for example, leaves the situation in which her or his behaviour patterns have proved to be effective and finds herself or himself in another and perhaps completely different situation.

Promotion :

As most people tend to repeat those patterns of behaviour that have proved successful in the past, any supervisor or administrator who is promoted or transferred to another type of situation can find himself or herself employing leadership behaviours that were effective in the past, under different conditions, but that are completely inappropriate in the new situation.

Human Relations Training:

The advocates of the “human relations” school of thought, especially popular in the 1950s and 1960s, asserted that the administrator who was consistently considerate would be universally effective. If we look at either Fielder’s or House’s models, we can see that the “considerate” (human relations) approach is, in fact, effective—under certain conditions.

With the help of Fiedler’s model and we note that relationship orientation is effective in only half of the total number of situations specified. Three fourths of the situations in which the relationship approach is effective are those in which leader-member relations are poor, which might typify a large number of bureaucratic industrial, business, or has good leader—member relations and VII (which calls for a task orientation, even though leader—member relations are poor).

(ii) Path Goal Theory of Leadership :

One of the most respected approaches to the study of leadership currently discussed is the path goal theory developed by Robbert House.

The essence of the theory is that the leader’s job is to use structure, support, and rewards to create a work environment that helps employees reach the organization’s goals. According to the theory, the leader must clarify goals for the subordinates and clear the path for realizing the goals.

The theory is called path goal because its major concern is how the leader influences the subordinates perceptions of their work goals, personal goals, and paths to goal attainment. The theory suggests that a leader’s behaviour is motivating or satisfying to the degree that the behaviour increases subordinate goal attainment and clarifies the paths to these goals.

The path goal theory is closely to the expectancy theory of motivation. The expectancy theory holds that motivation is the product of a desire for an outcome (valence) and the belief that effort will lead to performance (instrumentality), and the hope that performance will result in desired outcome (expectancy).

The path goal theory focuses on how leaders might influence motivation by increasing the availability and attractiveness of rewards and by strengthening the expectancies that effort can result informance and performance in rewards.

The path goal theory is one of the contingency models. The leader’s effectiveness, according to the path goal theory, in influencing rewards and expectancies depends on the characteristics of the environment and the characteristics of the subordinates. The ultimate effect of leadership behaviour on motivation and satisfaction is contingent upon the characteristics of environment and of the subordinates

Evaluation of the Theory:

On the plus side, it may be stated that the path goal theory is an improvement over Fiedler’s model in as much as the former takes into account the personality characteristics of subordinates, as well as situational variables. On the minus side, it can be mentioned that it is a post-hoc theory and is yet to be extensively tested.

(iii) Situational Leadership Theory:

Paul Hersey and Kenneth Blanchard have developed a situational model of leadership that adds “maturity” of followers as a contingency variables which deserves due consideration. The two authors feel that situational leadership requires adjusting the leader’s emphasis on task behaviours (i.e., giving guidance and direction) and relationship behaviour (i.e., offering socio-emotional support) according to the maturity of followers in performing their tasks.

Maturity in this context is understood not as age or emotional stability but as desire for achievement, willingness to accept responsibility and task-related ability and experience. The goals and knowledge of followers are important variables in determining effective leadership style.

Hersey and Blanchard believe that the relationship between leader and subordinates moves through four phases-a kind of life cycle-as subordinates develop and mature and that managers need to vary their lead directing, selling, delegation, supporting styles subordinate first enter the organization a high task orientation by the manager is most appropriate.

Subordinates must be instructed in their tasks and familiarized with the organization’s rules and procedures. At this stage a non-directive manager causes anxiety and confusion among new employees, however, a participatory employee relationship approach would also be inappropriate at this stage because subordinates cannot yet be regarded colleagues. This style is called the “directing” or “telling” approach of leadership.

As subordinates begin to learn their tasks, task-oriented management remains essential as subordinates are not yet willing or able to accept full responsibility. However, the managers’ trust in and support of subordinates can increase as the manager becomes familiar with subordinates and desires to encourage further efforts on their part. Thus, the manager may choose to initiate employee-oriented behaviours. This style is called “selling” or “coaching” approach to leadership.

In the third phase (here it is the “participating” style), the subordinates’ ability and achievement motivation are increased, and subordinates actively begin to seek greater responsibility. The manager will no longer need to be directive (indeed, close direction might be resented). However, the manager will continue to be supportive and considerate in order to strengthen the subordinate’s resolve for greater responsibility.

“Delegating” is the style which the manager follows in the final stage. Here, the manager can reduce the amount of support and encouragement as subordinates gradually become more confident, self-directing, and experienced. Subordinates are “on their own” and no longer need or expect a directive relationship with their manager.

5. Term Paper on the Managerial Grid :

A graphic depiction of a two-dimensional view of leadership style has been developed by Blake and Mounton. They proposed a Managerial Grid based on the styles of ‘concern for people’ and ‘concern for production’ which corresponded to the Ohio State dimensions of consideration and initiating structure or the Michigan dimensions of employee centered and production centered. Fig. shows a diagram of the Managerial Grid.

The grid identified five basic styles of leadership. The 9, 1 (task management) leader is primarily concerned with production and has little concern for people. This person believes in getting work done at all costs. The 1, 9 (country club management) leader is primarily concerned with people.

The 5, 5 (middle of the road management) leader represents a moderate concern for both. The 9, 9 (team management) style demonstrates high concern for both production and people and is, therefore, has minimum concern for people and production. The model is useful to managers in as much as it helps them identify their current styles and develop the most desirable style.

The most fundamental criticism of the grid is Blake and Mounton’s argument that the 9, 9style is superior to all other styles of management. The critics say, for example that managerial styles based on 9,1 direction with compliance, or 5, 5 conformity with compromise, or on 1,9 security and comfort through convenience, or on 1,1 acquiescence and compliancy, or the “clever” but corrupt relationships produced by facades or by debilitating paternalism, are, at best, second best. Actually they are quite unacceptable, in long term. In comparison with performance contributed under9, 9 other bases for work relationships seem to fall short.

But the belief that one leadership style is inherently superior to others is clearly contrary to the contingency idea of leadership. It seems unlikely that the 9, 9 management style is appropriate for organizations experiencing different growth rates, labour relations, competitions, and a host of other different problems.

6. Term Paper on Leaders and Followers :

So far we have focused on leaders—theirs traits and their behaviour. Followers by and large have ignored. But followers are the essence of leadership. Without them there is no such things as leadership.

The importance of followers and the complex reciprocal relationship between leaders and followers are widely recognised by organisational researcher. Now let us consider three such approaches: The leader member exchange model. The practice of team leadership, and the Attribution approach to leadership.

The Leader-the Member Exchange (LMX Model) :

This theory suggest that for various reasons leaders from different kinds of relationship with various groups of subordinates. One group referred to as the in-group, is favoured by the leader. Members of in-groups receive considerably more attention from the leader and larger shares of the resources they have to offer (such as time and recognition) by contrast other subordinates fall into the out group.

This individuals are disfavoured by leaders. Because of these importance of potential differences in this respect the focus of the model regarded as leader member exchange (LMX). Such findings suggest that attention to the relation between leaders and their followers can be very useful. The nature of such relationships strongly affects the morale commitment and performance of employees.

Leaders Relationship with Teams:

Traditionally leaders make decision on behalf of followers who are responsible for carrying them out. But in today’s organisation where teams predominant leaders are called on to provide special resources to team members. These teams are empowered to implement their own mission in their own ways. Team leaders help subordinates take responsibility for their own work as such they are very different from the traditional command and control leadership role.

The role of leaders in self-managed work team tend to think of individual and responsible for their decision, help fulfill their reasons we shall view the following guidelines that should be followed to achieve success as a leader:

From the above description of leadership corresponding to subordinates/followership we can draw the conclusion in the following:

1. Instead of directing people, team leaders work at building trust and inspiring team work.

2. Rather focusing simply on training individual effective team leaders concentrate on expanding team capabilities.

3. Instead of managing one-on-one team leaders attempt to create a team identity. In other words leadership helps in building followers missions and recognize their capability to establish objectives and goals.

4. Leaders always prevents conflicts between individual and encouraged the followers to resolve the differences.

5. Leaders should foresee and influence change to the extent that the leader recognize that change is inevitable. They may be prepared to make the adaptation required in the situation.

The Attribution Approach—Leaders Explanation of Followers –Behaviour :

The leaders relationship within individual subordinate playing an important role in determining the performance and satisfaction of this individuals. The attribution approach to leadership that focuses on leaders attributions of followers performance—i.e., their perception of its underlined causes.

Leaders observed the performance of their followers and then attempt to understand why these behaviour met, exceeded of failed to meet their expectation. Poor performance often possess greater difficulties than effective performance. Leaders are very much alert against why the poor performance and analyze immediately.

At this stage leaders examine these three kinds of information (Consensus, Consistency and Distinctiveness and on the basis of such information formed an initial judgment as to whether followers performs stemmed from internal causes (e.g., low effort, commitment, or ability) or external causes (factors beyond their control such as faulty equipment, unrealistic, deadliness or illness). Then on the basis of such attribution they formulate specific plans to change the present situation and improve followers’ performance.

This attribution theory suggest that such actions are determined by leaders explanation of followers behaviour.

The attributions leaders make above followers behaviour. However’ followers also make attribution about their leaders behaviour. Followers tend to rally around their leaders in times of crises what is known as the RALLY ROUND THE FLAG EFFECT. In other words they make positive attributions about their leaders during a crises situation.

Recently a dramatic boost in popularity of US President Bush following the victory in Iraq and drastic action following the terrorist attack on Sept’ 11, 2001. The American public put aside its political difference and supported the president during this crises.

In summary the attribution approach suggest that the attitude of the behaviours, leaders and the followers often reflect the attribution they make about one another behaviour. From this prospective leadership lies as much in the prescription of the people, who exercise such influence as in the prescription of those who confer the light to wield it over them.

7. Term Paper on How to be an Effective Leader?

Determining effectiveness:.

One of the most important issues facing the apply behavioural science that are human productivity—the quality and quantity of work. Productivity concerns both effectiveness (the attainment of goals) and efficiency (resource cost including those human resource cost affecting the quality of life).

Peter Drucker wrote “Effectiveness is the foundation and of success—efficiency is a minimum condition after success has been achieved. Efficiency is concerned with doing things right. Effectiveness is doing the right things” .

Leadership Effectiveness:

Leadership can be successful or unsuccessful in producing the desired response. A basic responsibility of a leader in any type of organization is to get work done with and through people, show their success is measured by the output and productivity of the group they lead. Bernard M. Bass suggested a clear distinction between successful and effective leadership.

Successful or unsuccessful depending on the extent to which one accomplishes the job. Let us assume that A’s leadership is successful when the response on B’s to A’s leadership is immediate and stimulant. If A’s leadership style is not compatible with the expectation of B’, B will not be willing to do the job sincerely and effectively. But because of A’s position power he does the job. In this case A has been successful but not effective.

On the other hand if ‘A’ attempts to lead to a successful response B will do the job and be motivated to bring about success in the job. In fact B sees this personal goals (either promotion or reward as being accomplished by this activity). This is what is mean by effective leadership. Effectiveness describes the internal state or predisposition of an individual or a group and thus it is attitudinal in nature. The following figure will clear this concept.

Fred Luthans a professor of management of the university of Nebraska conducted a 4 year observation study to determine the seniority and differences between successful manager and the effective manager.

The study reported that successful managers spend more of that time and effort inside and outside the organization and effective manager did less than the successful manager. Planning, decision and controlling activities of management are performed by effective managers to achieve the goal.

The following are the activities of the real managers recognised as effective:

a) Communication—exchanging information with the subordinates,

b) Planning decision and controlling ( managerial process) and determine the effectiveness of the manager.

c) Networking—interacting with the outsiders, socializing/politicking,

d) Human Resource Management—(motivating—reinforcing, discipline/punishing, managing conflict, staffing, training/developing).

In summary managers could be successful but ineffective having only a short lived influence behaviour of others. On the other hands if managers are both successful and effective there influence tends to lead to long ran productivity and organizational development. This really is what leader effectiveness is all about.

Charismatic Leadership: that “Something Special”:

Charismatic Leaders :

Leaders who exert especially powerful effects on followers by virtue of their commanding confidence and clearly articulated visions.

Qualities of Charismatic Leaders:

Researchers have found that charismatic leaders tend to be special in a number of important ways. Specifically, several factors differentiate charismatic leaders from non-charismatic leaders.

These are as follows:

1. Self-Confidence:

Charismatic leaders are highly confident in their ability and judgment. Others readily become aware of this. For example, John Bryan, CEO of Sara Lee, is both extremely knowledgeable and widely regarded as such by his employees.

A leader is said to have vision to the extent that he or she proposes a state of affairs that improves on the status quo. He or she also must be able to articulate that vision clearly and show willingness to make sacrifices to make it come true. This is precisely what Lee lacocca did when he took the $1 salary during Chrysler’s troubled period. For some further examples of visions stated by some well-known charismatic leaders, see table.

3. Extraordinary Behaviour:

Charismatic leaders are frequently unconventional. Their quick ways, when successful, elicit admiration. For example, much of the success of Southwest Airlines is attributed to the zany antics of its CEO, Herb Kelleher, who has been known to dress in funny costumes abroad planes.

4. Recognized as Change Agents.

The status quo is the enemy of charismatic leaders. They make things happen. This can be said about the late Roberto Goizueta, who made Coca-Cola one of the most admired—and profitable—companies in America.

5. Environmental Sensitivity:

Charismatic leaders are highly realistic about the constraints imposed on them and the resources needed to change things. Consequently, they know what they can and cannot do.

In the 1970s, Chrysler Corporation was being written off as terminal by many analysts of the automobile industry. Lee lacocca, Chrysler’s CEO, however, refused to accept this economic verdict. Instead, he launched a campaign to win government loan guarantees for Chrysler, having the way for the company’s survival. By setting an example of personal sacrifice—taking only $1 as salary for the year during Chrysler’s crises—lacocca rallied Chrysler’s tens of thousands of employees to unheard of levels of effort and, thus saved the day. Chrysler not only paid back all its loans ahead of schedule, but also it is now thriving.

World history and the history of organizations are replete with similar examples. Through the ages, some leaders have had extraordinary success in generating profound changes in their followers. Indeed, it is not extreme to suggest that some such people (e.g., Microsoft co-founder Bill Gates and former New York City Mayor Rudolh Giuliani) have changed entire societies through their words and actions. Individuals who accomplish such feats have been referred to as charismatic leaders.

These are individuals who exert especially powerful effects on followers by virtue of their commanding confidence and clearly articulated visions.

The Effect of Charismatic Leadership: Both Good and Bad:

As you might imagine, charismatic leaders have dramatic effects on the behaviour of their followers. Because these leaders are perceived as being so heroic, followers are very pleased with them—satisfaction that generalizes to perceptions of the job itself. In short, people enjoy working for charismatic leaders and do well under their guidance.

On a larger scale, research has found that U.S. presidents believed to be highly charismatic (as suggested by biographical accounts of their personalities and their reactions to world crises) received higher ratings by historians of their effectiveness as president. In short, evidence suggests that charismatic leadership can have some very beneficial effects.

It is important to caution, however, that being charismatic does not necessarily imply being virtuous. In fact, throughout history, many of the most vicious dictators (Adolph Hitler and Osama Bin Laden, among them) were able to rise to power because of the considerable charisma they had. Indeed, it was their clear visions of different worlds, misguided through they may have been, that led them to have such profound effects on their followers.

Transformational Leadership: Beyond Charisma :

Although Charisma is important, the most successful leaders also do things that revitalize and transform their organizations. Accordingly, their orientation is referred to as transformational leadership—leadership in which leaders vise their charisma to transform and revitalize their organisations.

Characteristics of Transformational Leaders:

Transformational leaders may be described in terms of several characteristic. First they have charisma (provide strong vision and a sense of mission). For e.g., Dr. Martin Luther King had vision of world peace and also executed charisma all along his leadership. But charisma alone is insufficient for changing the way an organisation operates.

For this transformational leaders must provide the following:

(a) Intellectual Stimulation:

Transformation leaders help their followers recognised problems and ways of solving them.

(b) Individualized Consideration:

Transformational leaders give their followers the support, encouragement and attention they need to perform their jobs well.

Transformational leaders clearly communicate the importance of the company’s mission and rely on symbols to help focus their efforts.

In so doing transformational leaders seek to elevate followers to do their own things. Transformational leaders do a good job of inspiring change in the whole organisation.

The following guidelines:

Leadership: Term Paper on Leadership | Process | Directing | Management
Term Paper on the Theories of Leadership | Process | Directing | Management
Leadership: Definitions, Features and Importance of Leadership
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Term Paper on Leadership

The paradoxical issue of leadership has been such long subject of speculation and much has been focused on the determinants s of leadership effectiveness. Much of the leadership has been centered on the different concept of leadership, different ways of evaluating its effectiveness, and different approaches for studying leadership and how it forges and affects the effectiveness and the efficiency of a particular organization.

According to The Webster Dictionary, a leader is defined as a person who by force of example, talents or qualities of leadership plays a directing role, wields commanding influence, or has a following in any sphere of activity or thought. It defines leadership as that ingredient of personality that causes people to follow. Leadership is also conveniently defined as the ability to get things done through others, the process by which a leader exerts influence over others to move towards a vision. Leadership is distinguished from management, in that leadership implies a vision, or some sense of a higher and purpose beyond the day to day task of managing the work production of an organization or agency.

According to Oxford Advanced Learner’s Dictionary (2000), efficiency is defined as “the quality of doing well with no waste of time or money” meanwhile effective is defined as “producing the intended result or a successful result”. As such, Leadership is an act of securing, attaining results for the organization and with the optimum utilization of its resources. This entails very imperative and a high quality of traits or characteristics that leaders should possess that contribute to the effectiveness and efficiency of the particular organization.

Leadership can also be defined as the process of influencing people to direct their efforts toward the attainment of some particular goal or goals (Hodgetts and Kuratko, 1986).

Invariably in a similar note, Leadership is defined as process used by the individual to influence group of members toward the achievement of group goals, where the group members view the influence as legitimate (Howell, and Costley, 2001).

According to Howell and Costley, careful studies in organizations show that executive leadership can account for 45 percent of an organization’s performance. Leadership also tends to make a difference in follower’s satisfaction and performance and persevere the effectiveness and the efficiency of the organization.

The core characteristics of the definition of the above stated leadership are, firstly, leadership is a process or a reasonable systematic and continuous series of actions directed toward group goals. As such, leadership today should be referred as the pattern of behaviors that leaders exhibit rather than the individual or the properties or traits or qualities of the individuals. Secondly, leadership is the designed act to influence people to influence people to modify their behavior. Thirdly, leadership is characterized as a single individual who usually fulfills the role for a group. Fourthly, leadership influence is viewed by followers as reasonable and justified. Fifthly, leadership influence is directed towards achieving group goals.

Current leadership experts agree that effective leadership behavior depends on situational and follower characteristics. To be effective leaders means to be able to diagnose the situation and follower’s characteristics and this will determine the pattern of leadership behavior that will result in high performance. This suggests that leader’s behavior differ from leadership traits or skills. Nevertheless, behavior and traits or skills interact to determine a leader’s effectiveness.

Certain situational or followers characteristics can increase or decrease the effectiveness of a leader’s behavior. Nevertheless, leaders have important roles to play in organizations, and effective leaders need to be aware of three tasks the effective leadership process: diagnosing situations to determine the need for a specific leader behavior, providing the needed leader behavior and modify situations and/or follower to increase their ability to work effectively and/or independently of the leader in attaining high performance and positive attitudes. According to Robert T. Justis, the level of leadership effectiveness is influenced strongly by the perceived task competency of the leader, by the reward dependency of the subordinate upon the leader, and by the interaction of these two variables.

Leadership in a traditional view of organization would entail strong directive and task skills, and a clear idea of the objective, usually formed by the individual independent of input from others. Leadership is deemed as a function of position, a power possessed only by the person at the top. The new context of organizations as a more complex and comprehensive call for a new paradigm in leadership. This is due to the fact that organizations and systems are now seen as interdependent, complex and diverse. The environment that the organization has to endure consists of complex network of customers, suppliers, and interlocking markets and subject to sudden, unpredictable change.

As such, a new model of leadership is needed to sustain and persevere to these new organization conditions and it entails new sets of behaviors and skills. Leaders need to have interpersonal attitude, the ability to authentically articulate core principles and a sense of meaning for oneself and for others, and the skill to tap the deep resources of creativity and passion of team members. According to Bolman & Deal (1991), this is defined as the symbolic frame of leadership who can release the deep intrinsic motivation in staff and customers to increase loyalty, passion, and creativity that cannot be tapped by other means. Invariably, the political frame of effective leadership posits leaders as astute politician that employ power constructively, and offer a review of the literature on how this might be approached.

According to Steven Covey (1990), attainment of an effective and efficient organization is warranted by leaders having built a high-trust culture where people are empowered to strive for their best, and seeking to align “strategy, style, structure and systems” with the professed mission and with the realities of the environment.

Leadership is inevitably the essence of the effectiveness and efficiency of an organization. As stated above leaders need to influence followers and he or she must use behavioral patterns in an effective manner. Failing which, followers are not influenced to achieve group goals. Types of situational and follower characteristics that leaders must consider in selecting the appropriate behavior should be identified. There are five core leader behavior patterns that should be adhered by leaders.

Firstly, the supportive behavior which entails the leader’s role in showing concern for comfort and well being of followers; demonstrating considerate, kind, and understanding attitude in dealing with followers; being friendly and informative, and encouraging open two-way communication and follower development.

Secondly, directive leadership behavior refers to the leader’s behavior in assigning followers to specific tasks, explaining the methods to be used in completing the tasks, clarifying expectations regarding quantity and quality of follower performance, setting goals for followers, planning and coordinating followers, and specifying roles and procedures to be followed.

Thirdly, the participating leadership involves followers in decision-making by consulting and getting ideas from followers. Followers are given opportunity in disseminating and constructing their own decisions with initial effort by the leaders or assigning a particular problem to a follower to resolve.

Fourthly, leader reward and punishment behavior entails the leader to provide intrinsic and extrinsic benefits and usually and in best practices is based on the follower’s performance. Punishment is rendered for unwanted followers behaviors.

Fifthly, the charismatic leadership behavior involves the leader communicating a vision of the future that has ideological significance to the followers, arousing follower’s needs which are relevant to goal accomplishment, serving as a role model, expressing high expectations and confidence in follower’s capabilities, and projecting a high esteem degree of confidence.

The leadership behavioral patterns which are exhibited are not mutually exclusive although they are described as distinct from one another. Nevertheless, different behavioral patterns may serve different leadership patterns. There are other emerging leader behavior include the leaders role in boundary spanning, which is representing the group, protecting members from outsiders, obtaining resources, and resolving conflicts among members and with other groups. Leaders use behavioral patterns to influence followers to accomplish group or organization’s goals. It is imperative for leaders to use a variety of behaviors to obtain desired outcomes with followers. Using of different combination of behaviors are called leadership styles. Most effective leaders demonstrate all of these behavioral patterns at one time or another based on the situation.

Leaders behavior have a constructive and influencing bearing on the psychological reactions(attitudes, feelings,perceptions,motivations and expectations) on the followers which in turn has an impact on the followers satisfaction with supervision, general job satisfaction, organizational commitment, job stress, role clarity, motivation and group cohesion. As such, positive effects ensure a pleasant working environment and facilitate attainment of organization goals. Meanwhile, negative effects reduce satisfaction and may result in resentment and uncooperative followers. This will result in the organization being ineffective and inefficient. The leadership behavior patterns have bearings on the organizational outcomes. Importance outcomes include high individual and group performance; low turnover, absenteeism, lateness, and grievance rates; and high quality levels, all of which result in a production organization. This suggest that a supportive leader tends to increase followers satisfaction (a psychological reaction) and a high level of job satisfaction among workers and naturally result in lower turnover, absenteeism, and grievance rates which may impose high production costs.

Even though the deliberations so far has centered or viewed as shared influence process based on a behavioral approach, it is appreciated that leadership should also be viewed as a specialized role which focuses on the attributes that determine selection of designated leaders. Traits and skills coupled with leadership behavior emanate an effective leadership and justify effective and efficient organization. It helps to say that positive trait and skills gives and added advantage to the leadership effectiveness.

Firstly, leaders should have a visionary mind or has the ability to give clear direction. Leaders are always engaged in the implementation of a change in complex systems and agencies. It is a critical element in this effort and the imitative to succeed and leaders will be needed to articulate a vision and motivate the aligned energy of groups of people, negotiate resources, resolves conflicts, keep the change process moving in the desired direction, and stimulate appropriate adjustment to ever-changing conditions. Leaders are attentive to visions by paying attention, synthesizing vision into a choice of direction and focusing attention by developing commitment. Leaders should be able to scan the horizon, identify future trends, and position the agency or system to meet future needs and basically inspire a shared vision.

Secondly, leadership entails the need of an interpersonal aptitude of the leader, the ability to authentically articulate core principles and a sense of meaning for oneself and for others, and the skill to tap the deep resources of creativity and passion of team members. Leadership is the willingness to coach and support people and have the tendency to reward a diversify set of skills, creatively aligned towards one outcome.

Thirdly, knowledge-sharing leadership involves the need for leaders to possess knowledge of the subject they are involved and should be sufficient to command the respect of his followers. In absence, the leadership’s credibility is disputed and questioned. This will tend to construct an ineffectiveness and inefficiencies in the organization. Employees tend to be disoriented and lack the confidence in executing their work.

Fourthly, leadership needs the capacity and the tenacity to communicate with their followers especially in conveying their thoughts in a clear and concise manner. Leadership involves the competency to influence people to do what they want them to do. This is imperative so that goals and objectives of organizations are attained. It ensures the effectiveness of the organization to realize its goals.

In conclusion, evaluation of leadership effectiveness is coined in terms of the consequences of the leader’s actions for followers and other organizational stakeholders. The different outcomes dictate the extent of organizational effectiveness and efficiency that the organization is nurtured, molded and strategised to enable the attainment of the organizational goals and objectives. Outcomes could be in the form of the performance and growth of the leader’s group or organization, its preparedness to deal with challenges or crises, follower satisfaction with the leader, follower commitment to the group objectives, the psychological well being and development of the followers. Nevertheless, the most important should be the attainment of the organizational goals and performance effectively and efficiently. This is measured in terms of profits, profit margin, sales increase, market share, sales relative to targeted sales, return on investment, productivity, cost per unit of output and cost in relative to budget expenditures. Leadership must condone to a continuous effort to enhance group cohesiveness by improving the quality of work life, build the self-confidence of followers, increasing their skills, and contribute to the psychological development growth and development. This will eventually ensure the effectiveness and efficiency of the organization when goals and performance of the organization is attained.

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🖋 best way to write a great college term paper, term paper on leadership.

Leaders and managers the words are often used interchangeably, but they are different. Those in management positions do not always possess the qualities and skills of a leader. The lack of leadership in an organization can have many negative effects on the organization’s employees and the business as a whole. Many companies, who were once strong, had knowledgeable employees and quality products and services have failed because of the lack of leadership in their organizations (French, W. 1987). Leadership is an essential quality in a manager. It is how you get your team fired up and willing to follow your plan. Leadership is a skill that can be improved with practice.

Compare and contrast the roles of mangers and leaders

The task of a manager is planning, organizing, controlling, and leading. Managers also wear a variety of hats including the figurehead role, every manager uses some time performing ritual duties; the leader role, every manager must function as a manager, motivating and hopeful employees; the liaison role, managers spend lots of time in contact with people outside their own departments, basically acting as a liaison among their departments and other people inside and outside the association; the spokesperson role, the manager is often the representative for his or her association; and the negotiator role, managers spend lots of time negotiating (Gozdz, K. 1993). A manager is expected to carry out many roles and needs to achieve them well in order to be efficient.

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Leaders have willing supporters and managers get consequence through other people; leaders use authority and managers must have power; leaders earn the right to lead from followers as well as with managers, the right to direct is granted by rights; leaders ask and managers tell; leaders have own power and managers have position power; and lastly, leaders mean to make changes while managers produce goods and services. When manager’s procedures and practices go skewed, when organizations change ethnically and systemically, when planned initiatives change midstream, it is leadership that must provide constancy in the face of complicated times. The factor that empowers the workforce and in the end determines which organizations succeed or fail is the management of those organizations.

While organization establishes specific purpose and mission, makes work creative and efficiently manages social impacts, leaders control others to keenly achieve the group’s vision for achievement. Leaders help others alter the way they see themselves in the picture of the association. Leaders listen well and give confidence to others to take leadership roles within the association. Leaders appreciate that originality is born when people stop long adequate to listen and see what they have not formerly looked at or heard. When we begin to look through a leadership instead of management model, we begin to see chances in places we never really thought of before (French, W. 1987).

On the whole, leadership is getting people to go after you. Leadership is, and should be a task of the manager. This leading aspect of organization involves influencing others towards the accomplishment of organizational goals. “Leaders inspire employees, converse, manage groups and teams, and direct directorial and cultural change. It is true that some time manager have obscurity in managing team, it is due to lack of arrangement, contact with team member and lack of defining vision. An effectual planning process will methodically examine the company’s situation, its assumptions about the future and its present and required competencies. It will then bring the organization team to agreement on a future course and way for the firm. The output should be a vision: a sensible, believable, eye-catching future for the organization. An effectual planning procedure will as well be participative in nature. A team member then will offer input from different useful and personality viewpoints and their participation will create the buy-in necessary for triumphant accomplishment.

A manager must be able to converse with team members efficiently. They need to be proficient of articulating it in dissimilar ways to dissimilar constituencies (Kotter, J.P. 1991). Great communication is the capability to take something complicated and making it easy. Managers are effectual in carrying out their responsibilities for preparation and rising employees. Managers are vigorously involved in supporting employees to meet up their training and improvement needs. Managers should have logical competence, the capability to identify, examine, and solve problems, interpersonal capability, the ability to influence, supervise, and lead, and emotional competence the aptitude to be inspired by emotional and interpersonal crises. They must also have extra traits in order to show leadership qualities.

Manager need to be unshaken in their faith that what they are doing is the correct thing to do. This necessitates a certain degree of mental hardiness. Being hard is many times misunderstood. Being hard is not about the fact that you can fire people during bad times, make financial plan cutbacks or win cooperation. Being tough is standing true to your attitude in spite of challenges and hold ups or when others doubt you or your capability to succeed. This type of “hardiness” is called pledge and good managers should have it. True “hardiness” is going over the hill devoid of knowing what is on the other side. It is about staying the course through hardship. Whatsoever course you make a decision on there is always someone to tell you are wrong. There will always be obscurities that come up that will persuade you to doubt yourself and believe the opponents are right. It takes marvelous courage to map out a course and direction and observe it through.

According to Gozdz, K. (1993), the major plan of a manager is to make the most of the output of the association through administrative completion. To attain this, managers must take on the following functions: association, planning, staffing, directing, controlling.

A leader is someone who people logically follow through their own choice, while a manager must be obeyed (Ackerman, L. S. 1984). A manager may only have got his position of authority through time and faithfulness given to the company, not as a result of his management qualities. A leader may have no managerial skills, but his vision joins people behind him.

These are the following power which can use:

Expert and Informational power are concerned with abilities, facts and information, of which the holders of such abilities are able to use, to influence others that are, technicians and computer workers. Reward and Coercive power, differ from the previously mentioned, as they engage the ability to either reward or punish persons being prejudiced, in order to gain conformity. Legitimate power, is power which has been established by the very role structure of the group or association itself, and is accepted by all as right and without argument, for example in the case of the armed forces or the police force. Referent power, conversely, involves those being prejudiced, identifying with the leader.

French, W. (1987) The Personnel Management Process: Human Resources Administration & Development., 6th Edn. Houghton Miflin, Bostonh

Kotter, J.P. (1991) “What Leaders really do”. In / The Best of the Harvard Business Review. (1991) Harvard University, Boston. p. 73-82.

Ackerman, L. S. (1984). The flow state: A new view of organizations and managing. In John D. Adams (Eds.), Transforming work: A collection of organizational transformation readings, (pp. 114-137), Alexandria, VA: Miles River Press.

Gozdz, K. (1993). Building community as leadership discipline. In Michael Ray & Alan Rinzler (Eds.), The new paradigm in business, pp. 107-119. New York: Simon and Schuster Publishers.

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Term Paper on Leadership | Functions | Management

Term Paper on Leadership

1. Term Paper on the Definition of Leadership :

Leadership and Management:

2. Term Paper on Leadership is a Mutual Influence Process :

Leader’s Influence on Followers :

Followers’ Influence on Leader :

3. Term Paper on the Theories of Leadership:

(ii) The Great Person Theory :

(iii) Behavioral Theories :

4. Term Paper on the Contingency Theories of Leader Effectiveness :

(i) Contingency Theory:

(ii) Path Goal Theory of Leadership :

(iii) Situational Leadership Theory:

5. Term Paper on the Managerial Grid :

6. Term Paper on Leaders and Followers :

The Leader-the Member Exchange (LMX Model) :

Leaders Relationship with Teams:

The Attribution Approach—Leaders Explanation of Followers –Behaviour :

7. Term Paper on How to be an Effective Leader?

Leadership Effectiveness:

Charismatic Leadership: that “Something Special”:

The Effect of Charismatic Leadership: Both Good and Bad:

Transformational Leadership: Beyond Charisma :

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