Essays on Situational and Authentic as Two Leadership Approaches Assignment

Download full paperFile format: .doc, available for editing

The paper "Situational and Authentic as Two Leadership Approaches" is a wonderful example of an assignment on management. Society has been experiencing a long period of transformations that been punctuated by a process of realignment and restructure of her worldview, basic values, and social-political structures. The activities that had been central to the organizational operations also cease to be aimed at distributing and producing commodities but rather those that produce and distribute knowledge and information. In essence, knowledge has also become one of the main assets in the current global economy (Jogulu 2010).

This reality, therefore, coerces organizations into reestablishing their structures besides considering new approaches to knowledge management as an essential tool for enhancing organizational competitiveness. The leadership concept of authentic leadership has been one of the recent constructions that have received profound interest among many organizations globally as it has been perceived to be potentially capable of taping into future possibilities and capacities of organizations. Besides, this practice is also associated with enhanced self-esteem. The style is associated with ‘ inter-breed’ between different leadership styles, positive organizational behaviors, and ethical aspects of leaders in an organizational setting.

The proponents of this type of leadership assert the desire for training and development of leaders that proactively enhance business environments (Babler 2010). Besides, the behaviors in a business setup through social and ethically sound measures are also essential considerations. Theories underpinning the essence of authentic leadership also infuse a different range of approaches and studies and suggest that authenticity is promoted by leaders through self-acceptance, actions, self-knowledge as well as relationships. As a result, the authentic relationships are reinforced with transparency, trust, high moral standards, and integrity which eventually give room for innovative intervention to enhance organizational performances.

Authentic means being true to self and therefore an honest approach to personal abilities and potentials that are critical in enhancing organizational performance and potentials.  

References

Aldoory, L. and Toth, E., 2004. Leadership and gender in public relations: Perceived effectiveness of transformational and transactional leadership styles. Journal of Public Relations Research, 16(2).

Aldoory, L. and Toth, E., 2004. Leadership and gender in public relations: Perceived effectiveness of transformational and transactional leadership styles. Journal of Public Relations Research, 16(2).

Amitay, M., and Lipshitz, R., 2005. Leadership styles and organizational learning in community clinics. The Learning Organization, 12(1).

Ardichvili, A. and Kuchinke, K.P., 2002. Leadership styles and cultural values among managers and subordinates: a comparative study of four countries of the former Soviet Union, Germany, and the US. Human Resource Development International, 5(1).

Aronson, E., 2001. Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 18(4).

Babler, S. D. 2010. Pharmaceutical and biomedical project management in a changing global environment. Hoboken, N.J: Wiley.

Bjugstad, K., and Morris, A., 2006. A fresh look at followership: A model for matching followership and leadership styles. Journal of Behavioral and Applied Management, 7(3).

Burke, S. and Collins, K.M., 2001. Gender differences in leadership styles and management skills. Women in Management Review, 16(5).

Burke, S. and Collins, K.M., 2001. Gender differences in leadership styles and management skills. Women in Management Review, 16(5).

Chen, H.C., and Amos, L.K., 2005. Leadership styles and nursing faculty job satisfaction in Taiwan. Journal of Nursing Scholarship, 37(4).

Chung-Wen, Y., 2008. The relationships among leadership styles, entrepreneurial orientation, and business performance. Managing Global Transitions, 6(3).

Clarke, S., 2013. Safety leadership: A meta‐analytic review of transformational and transactional leadership styles as antecedents of safety behaviors. Journal of Occupational and Organizational Psychology, 86(1).

Cummings, G.G., and Stafford, E., 2010. Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic review. International journal of nursing studies, 47(3).

Dulewicz, V. and Higgs, M., 2005. Assessing leadership styles and organisational context. journal of Managerial Psychology, 20(2).

Eagly, A.H. and Johannesen‐Schmidt, M.C., 2001. The leadership styles of women and men. Journal of social issues, 57(4).

Eagly, A.H., and Van Engen, M.L., 2003. Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men.

Emery, C.R. and Barker, K.J., 2007. The effect of transactional and transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel. Journal of Organizational Culture, Communication and Conflict, 11(1).

Engen, M.L., and Willemsen, T.M., 2001. Gender, context and leadership styles: A field study. Journal of occupational and organizational psychology, 74(5).

Euwema, M.C., and Van Emmerik, H., 2007. Leadership styles and group organizational citizenship behavior across cultures. Journal of Organizational Behavior, 28(8).

Goleman, D.,. and McKee, A., 2002. The new leaders: Transforming the art of leadership into the science of results (p. 14). London: Little, Brown.

Hoel, H., and Einarsen, S., 2010. Leadership styles as predictors of self‐reported and observed workplace bullying. British Journal of Management, 21(2).

Howard, W.C., 2005. Leadership: four styles. Education, 126(2).

Jenaro, C., and Cruz, M. 2011. Vigour and dedication in nursing professionals: towards a better understanding of work engagement. Journal of Advanced Nursing, 67, 4.

Jogulu, U.D., 2010. Culturally-linked leadership styles. Leadership & Organization Development Journal, 31(8).

Keegan, A.E. and Den Hartog, D.N., 2004. Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers. International journal of project management, 22(8).

Korkmaz, M., 2007. The effects of leadership styles on organizational health. Educational Research Quarterly, 30(3).

Leban, W. and Zulauf, C., 2004. Linking emotional intelligence abilities and transformational leadership styles. Leadership & Organization Development Journal, 25(7).

Limsila, K. and Ogunlana, S.O., 2008. Performance and leadership outcome correlates of leadership styles and subordinate commitment. Engineering, construction and architectural management, 15(2).

Lo, M.C.,and Min, H.W., 2009. Leadership styles and organizational commitment: a test on Malaysia manufacturing industry. African Journal of Marketing Management, 1(6).

Mäkilouko, M., 2004. Coping with multicultural projects: the leadership styles of Finnish project managers. International Journal of Project Management, 22(5).

Oshagbemi, T. and Gill, R., 2003. Gender differences and similarities in the leadership styles and behaviour of UK managers. Women in Management Review, 18(6).

Pate, M. F., 2013. leadership from the bedside to the boardroom. Aacn Advanced Critical Care, 24, 2.)

Schepers, J., and de Ruyter, K., 2005. Leadership styles in technology acceptance: do followers practice what leaders preach?. Managing Service Quality: An International Journal, 15(6).

Schmid, H., 2006. Leadership styles and leadership change in human and community service organizations. Nonprofit Management and Leadership, 17(2).

Sellgren, S., and Tomson, G., 2006. Leadership styles in nursing management: preferred and perceived. Journal of Nursing Management, 14(5).

Sosik, J.J. and Godshalk, V.M., 2000. Leadership styles, mentoring functions received, and job related stress: A conceptual model and preliminary study. Journal of organizational behavior.

Sunindijo, R.Y., and Ogunlana, S., 2007. Emotional intelligence and leadership styles in construction project management. Journal of management in engineering, 23(4).

Van Eeden, R., and Van Deventer, V., 2008. Leadership styles and associated personality traits: Support for the conceptualisation of transactional and transformational leadership. South African Journal of Psychology, 38(2).

Vinkenburg, C.J., and Johannesen-Schmidt, M.C., 2011. An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?. The Leadership Quarterly, 22(1).

Voon, M.L., and Ayob, N.B., 2011. The influence of leadership styles on employees’ job satisfaction in public sector organizations in Malaysia. International Journal of Business, Management and Social Sciences, 2(1).

Download full paperFile format: .doc, available for editing
Contact Us