Essays on Styles to Lead Others Literature review

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The paper "Styles to Lead Others" is a good example of a literature review on management. Leadership is the difference between successful companies and less successful ones. The way that the senior management of a firm is able to organize and match its resources with skills and capabilities determines how a firm perform both in the short term and long term. Leaders are mandated with rallying their subordinates towards a common goal, which in most cases is a firm’ s vision. A vision, usually presented in a brief statement, outlines where an organization wants to be in the future.

All operational and managerial decisions should thus be geared towards achieving that vision. Schermerhorn defines vision as an overarching goal that leaders set for their organizations or departments. Nonetheless, not all leadership is driven by the desire to achieve the vision. Personal or sometimes financial or other reasons might be the driving force for some leaders. Schermerhorn says that “ Great leaders get extraordinary things done in organizations by inspiring and motivating others towards a common purpose” (p. 316). So where the common goal is the vision, then the leader is said to be vision-driven and the leader visionary.

A visionary leadership thus entails an assessment of the current situation and a clear and compelling sense of the future, as well as an understanding of the actions needed to get there successfully. Visionary leaders thus have a clear sense of the future and are capable of inspiring and motivating their subordinates to work hard and accomplish a common goal or important tasks. Schermerhorn identifies key principles that visionary leaders must possess. They must be willing and capable of challenging the process, be enthusiastic, help others to act, lead by example, and celebrate achievements.

There are various styles to lead others towards a vision. Different leaders possess different leadership styles, which influences how the leaders relate and connect with their subordinates (Daft et al. , 2008).  


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