Moreover, Yukl (2006) recognized that those who subscribe to shared leadership approaches understand that "important decisions about what to do and how to do it are made through the use of an interactive process involving many different people who influence each other" (p. 4).. Steinert et al. (2006)agreed that implementation of shared leadership is a universal struggle, boldly stating, "All authors emphasize that the introduction of shared leadership requires extensive preparatory work to overcome traditional professional demarcations" (p. 251). Arguments... Kocolowski 2010 research indicates that shared leadership has its challenges and can be difficult to implement, overall the benefits of shared leadership hold undertaking. Organizations of all types should take notice and consider implementing a shared leadership approach. Alvarez and Svejenova (2005) explore shared leadership at the top and the emergence of shared cognition.
Formally established teams would fit with the last of these three categories. Currie and Lockett (2011), in reviewing the literature on distributed leadership and related concepts, linked distributed leadership with “shared leadership” Pearce and Conger (2003), which “is a group phenomenon, with followers playing a role in influencing and creating leadership” Currie and Lockett (2011). In healthcare settings, Fitzgerald (2006) found types of distributed leadership to be linked with effective service improvement. Fitzgerald (2006) not only found collective leadership at senior levels evident in the work of small groups of twos and threes but also found what they called “dispersed leadership” – “the active engagement of staff both at different levels in the organisation and from a range of professional and managerial backgrounds” Fitzgerald(2006). In a later publication, Fitzgerald (2013) included in “distributed change leadership” in healthcare settings those “individuals who are willing to engage in change
(2010) as ‘Shared leadership’. Wood defines shared leadership as a dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group and/or organisational goals. The process involves peer or lateral influence, and at other times, it involves vertical, hierarchical influence. The main difference from traditional leadership, typical in 3rd blueprint organisations is the distribution of leadership among a set of individuals, self-directed and working in teams. Wood also sets down the tenets surrounding this style of teamwork and leadership.
As a matter of facts, a wide range of leadership styles have been established and applied in organizations specifically for leadership development. Most typically, these practices were fundamentally planned to increase performance management, facilitate corporate socialization, or enhance productivity (Day, 2000). As such, it is a more complex endeavor than one concerned solely with individual leader development. Although there is still a need to develop a sound foundation of intrapersonal and interpersonal skills, it is proposed that the most value resides in combining what is considered the traditional, individualistic approach to leader development with a more shared and relational approach. Another way to conceptualize the distinction
It is therefore critical for scholars and practitioner’s to understand and explain how leaders succeed and fail (Nohria and Khurana, 2010). Little emphasis, is placed on leadership development effectiveness from the process and outcome effect and the key contributing factors. (add lines). Amagoh (2009) suggests that organizations should have a long‐term focus towards realizing the benefits from investments in leadership development programs. Clearly, more attention is needed to understand what makes leadership development effective.
There is a large volume of published studies describing that an effective leader is essential to the high quality of early years setting (Lewis and Hill, 2012). The type of leadership that a leader adopts is important in improving the quality of service delivery in early childhood. This argumentative essay aims to provide the view that distributed leadership is the most effective leadership styles in early childhood settings. The essay will begin with providing definitions of distributed leadership.
Leadership Theories The leadership can be defined as the ability of a superior to have influence on behavior and action of subordinates and motivate them to follow the specific course of action (Barnard, 1938). The effective leadership is the key element in the success and life of an organization. It is the quality of an effective leadership to transform potentials into reality. One of the most distinguishing qualities of the effective leadership is to adopt new ways of performing a specific job when old system loses its effectiveness. The literature on leadership is enormous and there are number of model and theory of leadership but none of them offers satisfactory explanation of leadership.
Supportive leadership • Best suited with stress related repetitive tasks. • Individually focused to be integrated into a team. • Sensitivity to all teams members needs and development of the team • Relationship building 2. Directive Leadership • Here outcomes are clearly communicated and explained. • Clear guidance to tasks are communicated to the
I scored one point above the average score for achievement-oriented style. Participative leadership involves allowing followers to be involved in the decision making process, discuss and integrate followers suggestions about the company or program one is involved in. Of these three types of leaders I am
Through these considerations it was possible to identify four styles of project management leadership based on parameters four to six (Table 1) (Turner & Muller, 2005:51). Table 1: Four styles of project manager (Keegan & Den Hartog, 2004:612) The contingency School These theories adapt that what makes an effective leader depends on the situation. The pattern it follows consists of: first assessing characteristics of the leader, second assessing the situation concerning key variables and lastly seeking a match between leader and situation. Path-goal theory has deemed popular in contingency school and was created by Fiedler, according to Vlok (2012). This entails the leader assisting the team to discover the course to their goals while helping them in the process.