Governance and Leadership a Classic Essay

Pages: 8 (3187 words)  ·  Bibliography Sources: 8  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

Esto es todo un sin sentido y no hace falta que te diga que a la hora de cuidar tu imagen y actuar tienes que ser 100% congruente. This is all nonsense and need not tell you when your image look and act have to be 100% consistent. (Watson et al. 2002)

A leader has to learn to exalt only when necessary and not primarily as often happens to everyone, it is assigned the importance it deserves everything, put things in place and for this we must have a greater emotional control. (Ely, 2004)Imagina que hablando con un amigo delante de un grupo de amigos saltas preso de la ira, este "descontrol" hace que los amigos que estuvieran de tu lado se vean reticientes an apoyarte. Imagine talking with a friend in front of a group of friends take a prisoner of anger, this "control" means that the friends who were on your side look reticence's to support you. No nos gusta que alguien tenga poco control emocional porque nos crea inseguridad y desconfianza. We do not like someone to have little emotional control because it creates insecurity and mistrust. (Tung, 2008)Download full Download Microsoft Word File
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Essay on Governance & Leadership a Classic Assignment

What changes within each group is situational control, or how easy it is to control the members of the group. La situazione favorevole e quella in cui la relazione tra il leader ed il gruppo e di fiducia, ogni membro del gruppo ha dei compiti ben precisi ed il leader puo distribuire ricompense e punizioni.The favorable situation is one in which the relationship between the leader and the group is to trust, each team member has clear tasks and the leader can distribute rewards and punishments. (Earley, 2006) Lo stile orientato al compito risulta piu efficace quando la situazione e al massimo o al minimo controllo situazionale, mentre lo stile orientato alla relazione e piu efficace nelle situazioni ad un grado intermedio di controllo situazionale.Task-oriented style is most effective when the situation is at its maximum or minimum situational control, while the relationship-oriented style is most effective in situations with an intermediate degree of situational control. L'interazione tra il tipo di leadership ei fattori situazionali e cosi descritta: basso controllo situazionale: in questa situazione, I migliori risultati sono ottenuti dal leader orientato al compito, infatti in una situazione cosi difficile, riuscira a far svolgere almeno qualche compito; alto controllo situazionale: in questa situazione in cui I compiti dei membri sono fissati, il leader orientato al compito risulta piu efficace; moderato controllo situazionale: in questa situazione, l'efficacia maggiore la ha il leader orientato alla relazione, potendo al meglio risolvere I problemi di relazione all'interno del gruppo stesso. (Dahlin et al. 2005) The interaction between the type of leadership and situational factors is described as follows: low situational control: in this situation, the best results are obtained from task-oriented leaders, in fact in such a difficult situation, to be able to do at least some task; top situational control: in this situation where the duties of members are fixed, task-oriented leader is most effective; moderate situational control: in this situation, the greater the efficiency-oriented leader to have the report, being able to best solve the problems relationships within the group. 0 In conclusione, il modello di Fiedler si fonda sul fatto che non-esiste una leadership migliore di un'altra, ma la cui efficacia dipende dalla situazione. (Ely, 2004) In conclusion, the Fiedler model is based on the fact that there is no better leadership than another, but whose effectiveness depends on the situation. In addition, every individual has the potential to be a leader, when positioned in the right place. (Hopkins et al. 2005)

Critical analysis

The leaders who attended the workshops felt strongly that learning is very important for the sector. They also felt the need to make changes in this to happen. Without a "learning culture," people who want learning will have neither the time nor the money they need to attend Classes College or training courses or adult education.

The complex business reality and the changing environment in which it is embedded, simultaneously present opportunities for value creation and challenges for leaders and their teams. As a discipline, management is presented as science, art and craft that, from analysis and knowledge, explains and proposes ways and means to make more effective the decision making process that the company must ensure its generating capacity value. (Earley, 2006)

The attitude of leaders towards change should be aimed at establishing and maintaining balance in their groups and help reconcile each of its members (individuals, human groups, functional areas, systems and processes) to the new circumstances. It is expected to be present group reactions to change, given the adherence to some individuals have dominant positions in their work group; this must be understood and managed by the management of organizational development. (Jehn & Bezrukova, 2004)

When a change occurs, the group seeks to balance trying to return to the previous status or perceived as a better way of being and/or doing things. Communication is vital at the time of consolidating change. Since this can seem unfair when people have no items to see clearly that their benefits outweigh their economic costs, psychological and social. Therefore, each change must be based on a cost / benefit analysis that takes into account all its implications, and should be preceded by sufficient information for staff. (House et al. 2004)

Among those involved in the change there are different levels of tolerance to stress that it produces. In any case, exceed the threshold of tolerance can damage the physical and psychological health of individuals. The existence of very well prepared or very smart does not necessarily mean that the group better understands and accept change. (Doz et al. 2004) Sometimes the opposite happens, because the group uses its ability to rationalize or justify the reasons for their resistance to change. (Doz et al. 2004)

If the private sector leader and promoter of change make its employees actively participate in the process, achieve openness and collaboration levels much higher than you would get if they were merely informing them about the history, nature and form of implementation of change. (Earley, 2006)

Although public organizational development leader who started the changes, the final results always depend heavily on employees and their attitude toward that change. The changes are not easy and should not be arbitrarily imposed or established, as they involve: accept, admit, grant, give, change, ways of thinking and acting individuals and long-established. (Webber & Donahue, 2001)

Clearly, the complexity of change is higher as the magnitude and less willingness to change in the subjects of change. The more complex the greater the need to create a structure that supports change and greater resources should be devoted to the process. (Earley, 2006)

To plan a change must start from a thorough study of the culture of the organization and/or society in question, which facilitates the paradigms and define implicit and explicit perceptions that cause visible behavior, the relationship between individuals, the rules groups, accepted and shared values, and set the environment or climate. (Doz et al. 2004)

On the other hand, the Voluntary sector leadership is actively associated with managing change and the effectiveness of the changes, the establishment of a vision, attracting followers toward achieving that vision, and the constant inspiration to overcome obstacles. (Tung, 2008)


The driving force behind most of the processes of change is the presence and action of a leader and role of leadership as a process of influencing other people to achieve goals. That leadership is variable and dependent on some objective factors as the stage and the fans and other subjective. (Ely, 2004)

In the analysis of organizational development is necessary to have a good agent of change, which is a person who deliberately acts on the environment to facilitate or promote the implementation of the projected change. In this regard, Roger Tessier (1973), he adds any person or system that contributes through direct or indirect to the implementation of change is a change agent. (Earley, 2006)

In practical terms, all that we have seen so far simply means that leaders must take a real chameleon-like ability. This will allow them to develop leadership flexibly adapted to any new situation and in the right way to consider the aspirations and expectations of their men. A leader who enters for the first time in an organization must have a "radar' phenomenal that allows him to perceive the existing culture and climate, and to amend his style of leadership to make it appropriate for the context management.


Dahlin, K.B., Weingart, L.R., & Hinds, P.J. (2005). Team diversity and information use. Academy of… [END OF PREVIEW] . . . READ MORE

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"Governance and Leadership a Classic."  January 23, 2012.  Accessed April 17, 2021.