Term Paper: Leadership for Organizations

Pages: 8 (2778 words)  ·  Bibliography Sources: 8  ·  Topic: Leadership  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] 3). Emerging and existing practitioners can seek guidance from this framework for leadership development from immature stage of organization. They can also get basic tools that can be useful for them in practical life.

Transformational Leadership

Transformational approach is one of the recent and most popular approaches of leadership that has been gaining tremendous attention of researchers since 1980s. Transformational leadership is part of the "New Leadership" model which emphasizes on appealing and affecting elements of leadership. It is believed that this approach is popular mainly due to its stress on intrinsic motivation and follower development. Transformational leadership is suitable for present day's workgroups that seek empowerment and inspiration in order to succeed in uncertain period. The focus of most of the researchers has been increasing in transformational or charismatic leadership in today's research industry (Northouse, 2009, p. 171).

As the name suggests, transformational leadership is a process that transforms or changes individuals. It is associated with emotions, ethics, standards, values and long-term goals. It encompasses assessment of followers' motives, meeting their needs, and considering them as complete human beings. Transformational leadership embroils an extraordinary kind of influence that moves followers to achieve more than expectations. It is a process that integrates charismatic and visionary leadership (Northouse, 2009, p. 171).

Behavioral leadership, contingency leadership, and situational leadership are nested in this framework. All these theories focus on the influence of the interaction between leader and followers, are more cooperative and focus more on the production of outcomes about both skills and personal development as against more basic tasks or success of the organization (Zacko-Smith, 2010, p. 3).

Transcendent Leadership

This form of leadership is described as being illustrated by leaders who go above self into empathetic being and action. This form of leadership represents the realization of wholeness. Under this leadership leader and followers are not just concerned with each other instead; they are connected with the impact of their actions upon humanity. The leaders aspire and help in manifestation of social change (Zacko-Smith, 2010, p. 4).

One can find aid in adopting change oriented approach. Up- coming leaders can seek guidance from this framework for leadership practices for highly globalized and diverse world impact (Zacko-Smith, 2010, p. 4).

Influence and Power

At the core of leadership is influence. Although leadership has been theorized in a number of ways, the most common component indicated by almost all theorists is influence (Northouse, 2009, pp. 7- 8). Influencing refers to the process of a leader communicating ideas with followers, acquiring their acceptance and motivating them to support and execute the ideas through change (Lussier, Achua, 2009, p. 7). It is a process through which groups of individuals achieve their common goals.

An interrelated concept of leadership is power. Whenever leadership is discussed, it is very common to associate power with leaders. Leaders are viewed as ones who control others' behaviors and decisions. It represents that leaders dominate to achieve their own goals. But, on the contrary, leaders and followers must use power to influence each other in order to achieve their collective goals (Northouse, 2009, p. 8).

With management position one can influence others through power. But, effective followers also leave an impact on others. One can develop the ability to influence others through developing negotiation skills and the ability to persuade others (Lussier, Achua, 2009, p. 7) and come up as leader.

True leaders do not force their followers to modify their behavior as per their will. Instead, they win commitment and fervor of vigorous followers (Lussier, Achua, 2009, pp. 7- 8). Whether the leader has position power; one that comes from a formal title or higher position in the company's hierarchy or personal power; one that an individual derives from followers, it should be exercised as a shared resource to marginalize the generally prevailing concept that leaders are power wielders (Northouse, 2009, pp. 7- 8).

It is very important for every individual to understand a few very critical things about leadership;

There is no such thing as Natural- born leader - Leadership does not belong to any specific class, gender or race. Individuals need to understand the basics of leadership and that how they can apply it in their personal and professional lives (Northouse, 2009, p. 4). The leaders that one sees in professional world are mere humans. They just have developed their skills and utilized them appropriately.

Leadership is applicable to all areas of life - Leadership skills can be used in any area of one's life. One needs to excel in any specific field and the person can be a leader himself. There are no social restrictions on anyone. Any ordinary man of society can be a leadership one day if he learns leadership skills and makes best use of it.

Conclusion

In this fast paced world, organizations need to be transformed into dynamic business entities and this calls for vigorous leadership. Responsible and suitable leadership is critically significant to the success of individuals and organizations. Leaders need to understand the needs of organization to make the best use of leadership tools and practices.

References

Bass Bernard M., Riggio Ronald E., (2006). Transformational Leadership Ed 2. Mahwah, NJ: Routledge.

Duane Schultz., (2010). Psychology And Work Today. India: Pearson Education.

Lussier Robert N., Achua Christopher F., (2009). Leadership: Theory, Application, & Skill Development ed.4. Ohio, OH: Cengage Learning.

Northouse, Peter Guy., (2009). Leadership: Theory and Practice. California, CA: SAGE.

Rejai Mostafa, Phillips Kay., (2004). Leadership Theory and Human Nature. Journal of Political and Military Sociology. 32 (2). pp. 185+.

Rost Joseph C., (1993). Leadership for the Twenty-First Century. Westport, CT: Praeger.

Rothstein Mitchell G., (2010). Self-Management and Leadership Development. Glasgow: Edward Elgar Publishing.

Zacko- Smith, Jeffrey., (2010). The Three-T's Framework for Leadership Education. Academic Exchange Quarterly. 14 (2).

Bibliography

Adams, J.D. (Ed.). (1986). Transforming leadership: From vision to results. Alexandria, VA: Miles River Press.

Allen, K.E. (1995). Making sense out of chaos: Leading and living in dynamic systems. Campus Activities Programming, 52-59.

Argyris, C. (1970). Intervention theory and method: A behavioral science view. Reading, MA: Addison-Wesley.

Armstrong, S., & Armstrong, S. (1996). The conductor as transformational leader. Music Educators Journal, 82(May), 22-25.

Association for Supervision and Curriculum Development. (1987). Leadership: Examining the elusive. Annual Yearbook of ASCD.

Bailey, F.G. (1988). Humbuggery and manipulation: The art of leadership. New York: Cornell University Press.

Baldridge, J.V. (1980). Policy making and effective leadership. San Francisco: Jossey -Bass.

Bardwick, J.M. (1991). Danger in the comfort zone. New York: American Management Association.

Gardner, J. (1981). Self-renewal (2nd ed.). New York: W.W. Norton.

Gardner, J.W. (1986). Leadership papers 1: The nature of leadership. Washington, DC: Independent Sector.

Gardner, J.W. (1986). Leadership papers 2: The tasks of leadership. Washington, DC: Independent Sector.

Gardner, J.W. (1986). Leadership papers 3: The heart of the matter -- Leader-constituent interaction. Washington, DC: Independent Sector.

Greensboro, NC: Center for Creative Leadership. Campbell, D.P. (1992). Inklings: Collected columns on leadership and creativity.

Larson (Eds.), Leadership: The cutting edge. Carbondale, IL: Southern Illinois University Press.

Lenski, T.J., & Gagnon, P. (1997). Preparing to lead: A conference for women college student leaders. Journal of College Student Development, 38, 536-538.

Lipman-Blumen, J. (1998). Connective leadership: What business needs to learn from academe. Change, 30 (January/February), 49-53.

Lombardo, M.M. (1978). Looking at leadership: Some neglected issues. Technical Report No. 6. Greensboro, NC: Center for Creative Leadership.

Mangle, F.A. (1987). Secrets of effective leadership. Nashville: Leadership Education and Development Inc.

Manz, C.C., & Sims, H.P. (1989). Super leadership: Leading others to lead themselves. New York: Prentice Hall.

Service, stewardship, spirit, and servant-leadership (pp. 340-352). New York: John Wiley & Sons.

Townend, A. (1991). Developing assertiveness: Self-development… [END OF PREVIEW]

Four Different Ordering Options:

?
Which Option Should I Choose?

1.  Buy the full, 8-page paper:  $26.88

or

2.  Buy & remove for 30 days:  $38.47

or

3.  Access all 175,000+ papers:  $41.97/mo

(Already a member?  Click to download the paper!)

or

4.  Let us write a NEW paper for you!

Ask Us to Write a New Paper
Most popular!

Management to Leadership Organization Seminar Paper


Comparing Four Models or Theories of Leadership Thesis


Leadership in Organizations Organizational Leadership Thoughts Capstone Project


Leadership Style and Decision-Making Discussion and Results Chapter


Leadership in Organizations Case: ACME Manufacturing Company Case Study


View 1,000+ other related papers  >>

Cite This Term Paper:

APA Format

Leadership for Organizations.  (2011, September 14).  Retrieved March 26, 2019, from https://www.essaytown.com/subjects/paper/leadership-organizations/5758461

MLA Format

"Leadership for Organizations."  14 September 2011.  Web.  26 March 2019. <https://www.essaytown.com/subjects/paper/leadership-organizations/5758461>.

Chicago Format

"Leadership for Organizations."  Essaytown.com.  September 14, 2011.  Accessed March 26, 2019.
https://www.essaytown.com/subjects/paper/leadership-organizations/5758461.