Leadership and followership is very important in any organizations and Kelley’s model of followership shows the importance and how-to followership should be seen. It is not the same, to be a follower is not a bad thing. If leaders didn’t have effective followers they would not have a growing organization. Followership has always been looked down upon, but now is the time to see what they can do and help them grow into leaders. Just like leadership there are good leaders and bad leaders, depending how good of a leader they are will affect their followers.
This assessment is measuring the level and skills of the personal leadership. Also, the leader should not only guide others to ensure great professional success, but also to inspire, influence, and most importantly, motivate his employees. It is important that the leader should motivate himself first to become a motivational leader. He should be striving toward excellence and that by committing to becoming everything he is capable of becoming. Also, motivational leader can be throwing whole his heart into doing the job in an excellent way and keeping continually for ways to help employees to improve their performance and achieve their goals.
There has been much debate on the differences and similarities of coaching and mentoring. Coaching and mentoring are used for a variety of purposes to develop managers and leaders. They support change in the working environment, help to reduce stress, develop independence and improve performance and skills. How successful these can be for an organisation will depend on a number of factors: the culture of the organisation, the skills of the mentor or coach and the importance placed on learning and development within the organisation. Mentors are generally seen as more experienced members of an organisation who share their experience with less-experienced colleagues, to support their development.
Objective of the Research: The main objective of the project is to analyze the role of leadership styles in Public Sector. Implicit Leadership Theory: Rober Lord and his colleagues presented the subjected idea. The theory explains the improvement of people from a young baby to a self-actualized mature guy. Youngsters have a set of positive ideals, which expand it during their lifestyle and provide them with an arrangement of management traits. However, these sets of beliefs are normally subconscious.
David Straker observes in, “The Need for Esteem”, that “Once we belong to a group, we will then tend to set about climbing up the group hierarchy or maintaining our position in the group by seeking the esteem and approval of group members.” (web** no date). Once someone is accepted into a social group, it is natural to want to gain and keep the respect of those around them. There is power in maintaining a good reputation as it will proceed that individual and can create esteem in other social groups. Without esteem, one can call into depression and suffer from depreciating self-worth. The need to feel valued and influential to some degree helps complete us as humans and brings us closer to the top of Maslow’s pyramid of needs where self-actualization
The process of learning embodied leadership involves embracing the diverse ways that can help an individual shape their leadership strategy. A body/mind approach empowers inexperienced leaders to view the body as a spring of knowledge and power. Embodied leadership enhances an individual’s authenticity in ways that straightforwardly affect their capacity to act in the workplace and other settings (Wenger & Snyder, 2000). Mastering embodied leadership also builds an unchanging voice that enables leaders to stand firm for themselves as well as other people and resolve conflicts (Wang et al., 2005). Somatic practices influence the body framework in ways that subjective procedures alone cannot achieve.
Contingency Theory Contingency Theory Concepts A change in leadership research from concentrating on only the leader to looking at both the leader and the situation the leader is working in A leader-match theory: significance of aligning a leader’s style with the needs of a particular situation. Contingency theory is a theory by Fiedler that is a leader-match theory (Northhouse, 2010). In this theory leaders are matched to situations that they may fit in. Not only does the contingency theory look at the leader, but also it assesses the situation the leader works in. The effectiveness of a leader depends on how well they fit into a particular situation.
Furthermore, people primarily focus on the outcome of a “cultural change project”, ascribed its success or failure to traits or approaches of the leader by followers or society. Drawing and questioning this leader-centered view, it can be asked if a leader can generally change a culture. Alvesson, Blom & Sveningsson argue that a leader’s impact is too weak of changing the meaning within a settled organisational culture. As mentioning above, a well-functioning culture might substitute the leader. Additionally, the authors claim that the leader is more “an agent through the culture as a medium and target of action” (p.67).
Adaptive and technical challenges combined and adaptive challenges alone can be remedied with leader behaviors, like regulating distress and protecting leadership voices below, that encourage followers to continue to strive for their best and essentially the good of the organization also. Adaptive Leadership has two focal strengths relevant to this philosophy and validate its inclusion in this analysis. First, this style, unlike other theories, is follower-centered and leaders provide the tools necessary for followers to grow and as a result, the whole organization grows (Northouse, 2016, p.275). Lastly, Adaptive Leadership provides instructional behaviors anyone can learn that can facilitate positive, adaptive change (Northouse, 2016,
In shared leadership, responsibility for achieving shared goals is distributed throughout the group. Think of yourself as a leader-follower, routinely shifting between leader and follower functions. Viewing leadership from a communication perspective recognizes that leadership effectiveness depends on your willingness to interact with others; the willingness to communicate and on making skillful use of storytelling, emotional communication competencies, and impression management. Effective leaders know how to utilize emotions at all organizational levels-within the person, between persons, interpersonal, group, and organization wide. To achieve your goals as a leader, you'll need to manage the impressions others have of you.