Essays on Concept of Distributed Leadership Coursework

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The paper "Concept of Distributed Leadership " is a great example of management coursework.   The widespread intensifying competition level and quicker decision making have made the concept of distributed leadership gain prominence especially in Western countries as organizations instead of relying on a single individual to take all decisions to believe in distributed leadership. This has resulted in quicker response and adaptation of the leadership concept throughout the organization has fuelled a common purpose and developed a sense of purpose within every individual within the organization. This has helped in the development of self-awareness and has resulted in all the efforts to be directed towards a common goal.

This paper thereby looks to present the manner in which self-awareness has increased the usage of distributed leadership and supports both managers and leaders at all levels to work for a common purpose. Discussion Distributed leadership is an attitude where the management looks towards using its techniques so that people work together for a common purpose and looks towards tapping the skills, experience and expertise of others so that the organization is able to achieve its best results (Distributive, 2012).

This is a concept which is quite different from the ones used previously as it helps to bring all people together and looks towards creating self-awareness so that better strategies and methods can be adapted to fetch better results for the organization. Even a study suggests that using a form of leadership where all employees and members within the organization look towards generating self-awareness helps to use the resources in the most efficient manner and ensures better achievement of goals ensures better results (Angelo, 2007).

This is widely prevalent in the hotel industry where the efforts of all are directed in such a manner that the industry is able to get the best positive results. This is backed by another quality which suggests that using distributive leadership ensures that organizations are able to identify employees who are hard-working, analytical, brilliant, lonely, and imaginative and risk takers (Yukl, 2009) which thereby ensures that the focus is developed towards a common purpose. This makes every employee understand the requirements of the organization and helps to develop the required loyalty that will help them to work together towards a common endeavour (James, 2006). Distributed leadership results in creating a different attitude at work as people work collaboratively to remove the differences that they have thereby enabled better results.

Further, it looks towards making people understand their inner self and motivate in such a manner that it creates a style where the efforts ensure the best possible result for the organization (Yukl, 2009). This thereby enables the business to develop a pattern which will help them to grow their business and identify the different areas which will ensure positive results Distributive leadership has thereby transformed the concept of leadership and looks towards including people, money and resources so that the goals are achieved in the best possible manner (Rondeau, 2010).

Leaders thereby look towards managing the different resources and bring people from all areas together so that self-awareness is generated and people work towards self-directed goals which help to accomplish the larger goals.

References

Angelo, C. 2007. Distributed Leadership versus management in hospitality industry. International Journal of Knowledge, Culture and Change Management, 8 (1), pp. 61-70,

Bateman, T. & Snell, S. 2004. Management: The New Competitive Landscape. 6th Edition, McGraw Hill, New York

Bernie, J. 2010. Organisational Analysis & Culture. Retrieved on July 7, 2012 from http://www.liebowitzassoc.com/articles/organizationanalysis.shtml

Distributed Leadership. 2012. Distributed Leadership. Retrieved on July 6, 2012 from http://www.wcupa.edu/_information/afa/VPAdminFiscal/DistLead.htm

Dignum, F., Dignum, V. & Sonenberg, L. 2006. Exploring congruence between Organisational Structure and Task Performance. Springer Link, 3913, (231), pp. 1798-1803

James, K. 2006. Leadership versus Management: What’s the difference. Journal of Quality and Participation. Retrieved on July 6, 2012, from http://findarticles.com/p/articles/mi_qa3616/is_200607/ai_n17175982/

Heather, R. 2009. Four Function of Management. Retrieved on July 7, 2012 from http://businessmanagement.suite101.com/article.cfm/four_functions_of_management

Murray, A. 2010. What do managers do. The Wall Street Journal, Harper Business Review, Dow Jones & Company Inc

Rondeau, A. 2010. What is management and what do managers do. Retrieved on July 6, 2012 from http://www.greatmanagement.org/blog/204/what-is-management-and-what-do-managers-do/

Visser, B. 2000. Organisational communication structure and performance. Journal of Economic Behaviour and Organisation, 42, (2), pp. 231-252

Wright, R. & Pandey, C. 2010. Transformational Leadership in the public sector: Does structure matter. Journal of Public Administration & Theory, Oxford University Press, 20, (1), pp. 75-89

Worral, L. & Cooper, C. 2001. Management Skills Development: A perspective on current issues. Leadership & Organisational Development, 22, (1), pp. 34

Yukl, G. 2009. Distributed Leadership. Journal of Management, 15, (2), pp. 251-289

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