Essays on Leadership Theories and an Effective Leader Coursework

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The paper "Leadership Theories and an Effective Leader" is a great example of management coursework.   Leadership is neither managing nor directing, it is the capacity to control and inspire individuals to move towards accomplishing the leader’ s goals and objectives. Leaders help other people and themselves carry out the right things. They create new things, build a motivating vision and set directions. Leadership is dynamic, inspiring and exciting. It is about setting the goals as a team or an organization and achieving them. While the leaders decide the direction, they are required to also incorporate their management expertise to direct their followers in the correct direction in an efficient and smooth manner.

This paper will discuss how different leadership theories provide practical advice on how to be an effective leader Effective leadership Due to the changing business world, the leadership and management theory also change. A notable example is that in the past 5 decades, the main focus was on the management when running an organization, but this has dramatically changed in the recent past (Toole & Lawler, 2006). In the recent past, leadership is more involved and has a major role in the running of an organization and the theory of management has evolved greatly leading to human relations movement.

As the new management theory becomes more popular, scientific management is still important. The verbal confrontation over which one is more imperative for an organization, the administration or the initiative, has been a disputable point for quite some time. As indicated by the theories as of now examined in the scholarly and proficient rings, it appears that the presumptions are separated. On the other hand, all sides appear to concur that both, management and leadership are vital perspectives in running an organization (Toole & Lawler, 2006). Right now, it must be noted that the management and leadership, both have their special capacities, routines for improvement and application, and above all, they have their preferences and detriments (Maxwell, 2007).

Besides, which one is more practised and connected in an organization is exceedingly subject to the society, history, custom, training, and the business rationality. Making a feeling of team building and acknowledgement were discovered to be key mandates for those in leadership positions.

Leaders ought to have an ability to know east from west, not abuse their power, and ought to have the capacity to rouse others. A leader ought to additionally be unassuming in demeanor and sway all colleagues to conceptualize and help the errand. Whether leading professionally or personally, in an organization or in an institution, a leader ought to perceive the motion of the gathering under their course and have the capacity to change accordingly (Bush & Bush, 2003). While distinguished leaders ought to be adaptable, they must hold their feelings and center to accomplishing the objective or vision.

Through a conviction, extraordinary leaders have propelled others to aspire and make a change. These leaders have intelligently shown others how it’ s done, never censuring an alternate's convictions, yet rather moving in others the yearning to change. It is through allure and instinct that leaders can start developments that make a change (Lussier & Achua, 2004).

References

Bass, B., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications (4th ed., Free Press hardcover ed.). New York: Free Press.

Bush, T., & Bush, T. (2003). Theories of educational leadership and management (3rd ed.). London: Sage Publications.

Dubinski, A. J., Yammarino, F. J., Jolson, M. A., and Spangler, W. D. (2005). Transformational leadership: An initial investigation in sales management [Electronic version]. The Journal of Personal Selling & Sales Management, 15(2), 17-31.

Gubman, E. (2006). When innovation becomes efficiency: Motorola’s global supply chain initiative. HR. Human Resource Planning, 29(3), 23-25.

Judge, T., & Piccolo, R. (2004). Transformational and Transactional Leadership: A Meta- Analytic Test of Their Relative Validity. Journal of Applied Psychology, 755-768.

Kelloway, E., Turner, N., Barling, J., & Loughlin, C. (2012). Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership. Work & Stress, 39-55.

Lussier, R., & Achua, C. (2004). Leadership: Theory, application, skill development (2nd ed.). Mason, Ohio?: Thomson/South-Western.

Lynch, M. (2012). A guide to effective school leadership theories. New York: Routledge.

Maxwell, J. (2007). Be a people person: Effective leadership through effective relationships (2nd ed.). Colorado Springs, CO: David C Cook.

Northouse, P. G. (2007). Leadership: Theory and practice (4th ed.). Thousand Oaks, CA: Sage Publications, Inc.

Pillai, R. (2004). Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 897-933.

Toole, J., & Lawler, E. (2006). The new American workplace. New York: Palgrave Macmillan.

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