Essays on Application of Leadership Theories Coursework

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The paper "Application of Leadership Theories" is a perfect example of management coursework.   Research shows that every successful leader does not depend on innate skills, but also relies on the practical application of leadership concepts such as theories that provide reliable approaches on how to lead effectively and efficiently. Practical application of leadership theories is found in all societal and governmental levels (MacNeil, 2006). It is important to note that leadership has been in existence for as long as human history is concerned. The only difference is that nowadays, there is a lot of literature that demystifies leadership and provides theoretical concepts that tend to define the leadership ideology and provide its applicability in the modern world.

Drawing from this concept, it is important to address the practical application of the leadership theories not only to enhance the leadership knowledge but also to experience how the theoretical concepts of leadership are used in practical advice (Schyns & Schilling, 2011). For instance, based on the military naval vessel, the leadership concepts are used in the decision-making process to ensure that the naval mission is executed effectively and successfully.

In other words, the theoretical concepts are important because they determine the fate of the mission. This paper essay will discuss how leadership theories provide practical advice on how to be an effective leader. It will achieve its objective by discussing how these theories are used to practically guide different military leaders aboard a given naval vessel. Contextual discussion There are several leadership theories that provide practical concepts to various military leaders on a naval ship. Both the leaders and the ship personnel rely on these theories for guidance and performance aspects among other benefits.

Some of the tested and approved theories that are practically applied by various naval leaders include the situational leadership theory, team leadership theory, contingency theory, path-goal theory and leader-member exchange theory (Bass & Bass, 2009). The contextual part of this essay will discuss the practical application of the situational leadership theory and the team leadership theory concepts by the Work Center Supervisors and the Underway Replenishments respectively aboard the naval ship. WCSs and Situational leadership theory The situational leadership theory explains that the supportive and directive aspects of leadership are applicable in various situations.

It was originally formulated in 1969 as the life-cycle theory, but it was later changed by scholars in 1996 to the situational theory after conducting contextual research on the applicability of the theory (Marquis & Huston, 2009). On the ‘ directive’ aspect, the theory provides a single communication channel between the leader and the subordinate staff. Also, it is introducing behaviour that influences leaders to pay attention to which activity should be done, by who and how it should be done in a given situation.

The ‘ supportive’ aspect establishes reliable communication channels between the leader and the subordinate staff, whereby, the leader maintains an open relationship with the subordinate staff. The open relationship allows the leader to delegate various responsibilities to the subordinate staff and at the same time allow the subordinate staff members to exploit their various potentials. The applicability of the situational leadership theory requires the leader to evaluate a given situation and chose an appropriate leadership style that that will ensure that the task at hand is accomplished successful, at the same time; the leader needs to understand that the chosen leadership style or approach may not work in other situations.

According to Komives, Longerbeam, Owen, Mainella & Osteen (2006), the situational theory provides practical leadership advice to many Work Centre Supervisors (WCSs) on a naval ship. The applicability of the theory by the WCSs is based on the theory’ s straightforward concepts and approaches. Given the working conditions of the WCSs, it is imperative for every WCS to formulate a leadership style that works only in a given situation.

Whereby, the WCS line of work requires a given supervisor to finish various tasks while at the same time working with different groups of sailors (Avolio & Gardner, 2005). The different sailor groups consist of seasoned experienced professionals to new unskilled recruits. Drawing from this diverse nature of the WCS job, it is important for a given supervisor to apply different leadership styles which are effective and efficient in governing each individual in the diverse groups of sailors in particular situations. Sometimes, the WCSs need to mix different leadership styles in different situations to guide different groups of sailors.

For instance, a professionally experienced sailor with more than 15 years in the field requires a delegating or rather a supportive approach based on the aspect of experience while a new recruit requires a directive approach up to the point where the recruit acquires the desired experience and skills (Harris, 2008). In this situation, the WCSs need to recognize the diverse nature of the subordinates and adopt leadership styles that do not only change in different situations but also promote hard-work and gaining skills.

References

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Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The leadership quarterly, 16(3), 315-338.

Bass, B. M., & Bass, R. (2009). The Bass handbook of leadership: Theory, research, and managerial applications. New York, NY: Simon and Schuster.

Epitropaki, O., & Martin, R. (2005). From ideal to real: a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659.

Harris, A. (2008). Distributed leadership: According to the evidence. Journal of Educational Administration, 46(2), 172-188.

Hollander, E. P. (2013). 4 Organizational leadership and followership. Social Psychology at Work (Psychology Revivals): Essays in Honour of Michael Argyle, 69, 1-2.

Komives, S. R., Longerbeam, S. D., Owen, J. E., Mainella, F. C., & Osteen, L. (2006). A leadership identity development model: Applications from a grounded theory. Journal of College Student Development, 47(4), 401-418.

Lussier, R., & Achua, C. (2012). Leadership: Theory, application, & skill development. Mason, OH: Cengage Learning.

MacNeil, C. A. (2006). Bridging generations: Applying “adult” leadership theories to youth leadership development. New Directions for Youth Development, 2006(109), 27-43.

Marquis, B. L., & Huston, C. J. (2009). Leadership roles and management functions in nursing: Theory and application. Philadelphia, PA: Lippincott Williams & Wilkins.

Schneider, M., & Somers, M. (2006). Organizations as complex adaptive systems: Implications of complexity theory for leadership research. The Leadership Quarterly, 17(4), 351-365.

Schyns, B., & Schilling, J. (2011). Implicit leadership theories: Think leader, think effective?. Journal of Management Inquiry, 20(2), 141-150.

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