Leader is a controller in a group. He needs to communicate with the other group members and lead them to achieve the goal. A good leader knows how to talk clearly to lead and guide the team to different steps. Moreover, he ought to know how to use appropriate languages to solve the problems and argues in the group. Good communication competence can improves the rapprochement in a team and easier to reach the goals.
According to Ireland and Hitt (1999), strategic leadership means envisioning future, flexibility, strategical thinking, and creating competitive advantages, plans and solution.3 While servant leadership, also known as Stewardship, is explained as leaders who put the needs of their teammates first (Block, 1993).4 The Path-Goal theory suggests four critical leader behaviors, including Participative leadership, which prefers to encourage teammates’ participation in decision making; and Achievement-oriented leadership that clarify final goals and required high-quality performance, as well as current improvement.5 Consequently, I consider my leading style as Situational Leadership, I adjust leader style due to team’s readiness level (Hersey and Blanchard,
In this co-existense, transformational leadership posits that leaders and their followers form and build interpersonal relationships where the former become change agents and the latter as leaders. This relationship ultimately leads to the empowerment of the followers where their potentials are developed to the fullest eventually meeting their needs. All the members of the organization experience a change in mind and heart and commitment is built on organizational objectives. This study will look into ways on how academic middle managers empower their faculty members to prepare them to work towards the attainment of goals as well as towards the attainment of their needs through the different leadership roles performed by the former. On the other hand, transactional leadership focuses on motivating members towards organizational vision of which rewards are expected in the attainment thereof.
The transactional leadership emphasizes the transaction or exchange which among leaders, followers and subordinates what is required conditions and rewards to fulfill the requirements. The transformational leadership raise the moral maturity whom they lead, and convert their follower into leaders, motivate their associated, followers, subordinates, colleagues, clients to go beyond their individual self-interest for the good of the organization. There are two lines to define on leadership styles and situational contingencies styles which focused the difference between task-oriented and people-oriented leaders. Based on quantitative and qualitative leadership studies, we can found different theories such as trait theory, contingency theory, Charisma, leader-member exchange (LMX) theory which fits best for which different situation, and which style seem to be more effective such as Bass’ transformational leadership
They are considered to be the hard-cores in terms of leadership. Another assumption regarding and identified this domain is that expected transformational leadership attitudes and subordinates’ performance and organizational citizenship behaviours is mediated by good leader and member interaction. The communication between subordinate and leader is responsible for better organizational citizenship behaviours and leadership. Subordinates are appreciated by the leader to contribute to the organization’s welfare by sharing their ideas. One of other assumptions is that the leaders have significant control on shaping the role and personalities of the subordinates and followers
Transformational leadership has been defined as a style of leadership where leaders can inspire and motivate those who follow. James MacGregor Burns introduced transformational leadership in 1978. According to Burns (Burns, 1978), the process of transformational leadership is one in which “leaders and followers help each other to advance to a higher level of morale and motivation. The purpose of my paper is to revisit my Comparison Matrix and compare the information from three empirical studies. This paper will make a comparisons of the research questions, sampled populations, and the limitations of study of three articles.
In the next section, this essay will be focused on the relationships and interactions between leadership behaviour and group dynamics. 2.0 BODY OF ANALYSIS There are many leadership behaviour that affects the employee effectiveness, commitment and group dynamics. According to (Folkman, Z., 2010) they have identified the nine behaviours that will have the greatest impact on employee: inspire and motivate others, driving for results, strategic perspective, collaboration, walk the talk, trust, develops and supports others, building relationships and courage. Leaders who inspire and motivate others are effective at
The essay will show three parts that organizations should focus on different degrees of learning, the key requirements that should be focused on when employees share their knowledge, and why the culture of learning is so important for an organization to gain and sustain a competitive advantage. Organization should be focus on knowledge management. Knowledge management refers to share the knowledge within the organization by the process that transfer knowledge from tacit to explicit. Tacit knowledge means people learn through study and experiences and stored in the head. In addition, tacit knowledge is a crucial precondition for any organizations to make good decisions.
Value: Importance of Human Relationships Principal: Social Workers recognize the central importance of human relationships. After reading this ethical principal, I understood that every relationship between human beings is important because they all bring change. Therefore, social workers strengthen relationships to promote a purpose for individuals. Also, this principal called my attention because I do believe that human relationships are important since they teach us how to socialize. Not only do they teach us how to socialize, but also if we realize we are all in a certain relationship with those who surround us.
The theories to be discussed in this book are: Path-Goal theory of leadership, Vroom-Yetton-Jago Decision-making of leadership, Harsey-Bianchard Situational Leadership theory, and Fielder’s Contigency Theory of Leadership. These four were selected because of their relative influence on the leader and the relationship that must be present between the leader and the members. They were also selected because they could help provide the needed foundational frameworks for your leadership