Essays on Leadership Styles Issues Essay

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The paper 'Leadership Styles Issues ' is a wonderful example of a Management Essay. Leadership has been defined by several scholars differently and the research still goes on as there has never been one specific meaning to it. However, the ability to lead others by influence in order to achieve a certain goal can be termed as leadership (Darling, 2007). This can only be done with the support and help of the people being led “ The inherent value of communication as a key function of leadership is more than theoretical. Effective communication skills are among the most coveted skills in any organization” (Maes, Weldy, and Icenogle, 1997; Reinsch and Shelby, 1997).

This paragraph determines our thesis which is; what defines good and effective leadership? This will be analyzed below. Leadership tasks require at least four different kinds of human beings: The analyzer who is the thought person, the Director who is the active person, The Creator or the front person, and the connector who is the people person. It is, therefore, necessary to find the strengths of each personality and exploit them for the benefit of the group (Drucker, 1973).

“ Research suggests that 90% of a leader's day is spent communicating with others” (Barker, 1981; Klemmner and Snyder, 1972; Nellermoe, Weirich, and Reinstein, 1999). Compare and/or contrast the merits (and/or drawbacks) of at least two of the leadership styles discussed in Darling & Leffel's article. Then choose one of these styles and present an argument for why it should be considered the LEAST effective. You should use corroborative evidence (such as concrete examples of the leadership styles in use) to support your claims Interpersonal behaviors sum up an individual’ s interactive leadership style.

Leadership styles are more about someone’ s acts rather than the inherent personality. Some questions that people should ask before determining their group leader are; is the person commanding or do they ask questions? Do they analyze issues first before giving a response or are they quick to just offer answers? Do they avoid confrontation or deal with issues as they are presented to them? Are they fixed on certain principles or are they flexible depending on what comes up? There are several scholars that have attempted to answer these questions and they had four categories of leaders, the Directors, Connectors, Creators, and Analyzers (Bennis, 1998).

“ An entrepreneur is an innovator who recognizes and seizes opportunities; converts those opportunities into workable and marketable ideas; adds value through time, effort, money, skills and other resources; assumes the risks of the competitive marketplace to implement those ideas; and realizes the rewards from those efforts” (Kuratko and Hodgetts, 2004). Furthermore, researchers have established that flexibility by adapting to the current situation may go a long way in determining the success of a leader.

One who is able to consider other options different from what they are used to suit a certain case will go a long way (Birkman, 1995). “ It is also about leading and thereby helping associates create new opportunities that give them hope for the future” (McLagan and Nel, 1995). A good example of an analyzer who had to change is Kristine Johnson who had to adjust her way of leadership to accommodate Charles Newman. However, this also meant that while working with the rest of the group members she had to also shift her leadership style for their case.

Moreover, Newman also had to adjust his leadership style in order to work well with Kristine, and in effect team building was enhanced in Med Tech (Bolton, 1984). An analyzer has low levels of responsiveness and assertiveness. They approach their responsibilities in a systematic manner by being precise and deliberate. In case of problem situations, they hardly entertain compromise. Most analyzers end up choosing a career in finance, law, accounting, and engineering (Day, 1999). “ He understood the premise that great entrepreneurial management leadership and communication effectiveness were at least as important as great innovative products” (Brady, 2004)

References

Darling, J. & Beebe, S. A. (2007). “Enhancing entrepreneurial leadership: A focus on key communication priorities.” Journal of Small Business and Entrepreneurship, 20 (2), 151-168.

Bennis, W. (1998). Organizing Genius: The Secrets of Creative Collaboration. Addison-Wesley:

MA Publishers.

Birkman, R. (1995). True Colors. Thomas Nelson: Nashville, TN.

Bolton, R. (1984). “Social Style/Management Style.” American Management Association: 12 (2), 123-126.

Darling, J. & Leffel, A. (2010). “Developing the leadership team in an entrepreneurial venture: A case focusing on the importance of styles.” Journal of Small Business and Entrepreneurship,

Darling, J. (2004). “Conflict Management in Export Distribution: A Case Focusing on Skills to Improve Operations.” The Finnish Journal of Business Economics Fall: 377-403.

Darling, J. (2006). “Entrepreneurial Leadership Strategies: Keys to Operational Excellence.” Journal of Small Business and Entrepreneurship Fall: 41-54.

Darling, J. (2007). “Enhancing Entrepreneurial Leadership: A Focus on Communication Priorities.” Journal of Small Business and Entrepreneurship Winter: 151-168.

Day, G. (1999). The Market Driven Organization. The Free Press: New York.

Drucker, P. (1973). Management: Tasks, Responsibilities, and Practices. New York: Harper and Row publishers.

Drucker, P. (1999). “Managing oneself.” Harvard Business Review. 1 (19) 65-74.

Elsea, J. (1987). “Management Communications: Form and Substance.” Clinical Laboratory Management Review. 37: 37-41.

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