Research Paper: Leadership the Theories

Pages: 3 (951 words)  ·  Bibliography Sources: 1+  ·  Level: Master's  ·  Topic: Leadership  ·  Buy for $19.77

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[. . .] Furthermore, the author conceives of this moral behavior in a hierarchized sense in which the overarching goal of transformation leadership is to secure these rights for the general public. In keeping with this conception of leadership, Burns' esteem of transformational leaderships seeks to discern what sort of moral reasons a person becomes a leader, and what positive effects upholding the aforementioned mores that person's leadership will have upon the public.

Although Burns also defined aspects of leadership theory that adhered to transactional leadership, his most influential work in this field was related to transformational leadership. As such, there were a few inherent negatives associated with his notions of transformational leadership, such as its reliance upon motivation in order to properly galvanize a group of followers. Additionally, his conception of transformational leadership was less able than other styles of leadership to accommodate unforeseen obstacles.

Traces of Burns' and Weber's leadership theory surface in that of Daniel Goleman, who is principally known for his conception of emotional intelligence as an apt measurement of the prowess of a leader. Goleman's ideal of emotional intelligence is commendable in that it attempts to both identify and quantify that process of transformative leadership that compels followers to adhere to the leadership of a certain individual. Emotional intelligence and its measure is akin to that of conventional intelligence (there is an emotional quotient as opposed to an intelligence quotient to measure it) which Goleman believed was supplemented by the former to account for fostering inspiration in one's followers (Goleman et al., 2001, p. 1). Another boon of Goleman's notion of emotional intelligence is that he was able to stratify it into five different components which consisted of a leader's internal attributes -- such as a leader's possession of self-awareness, motivation and self-regulation -- as well as external attributes, which includes a leader's ability to empathize with others and to relate to them via social skills.

The principle drawback of Goleman's leadership theory being based almost solely on emotional intelligence is that it primarily relies upon a behavioral approach to conceptualize and contextualize qualities of leadership. Although it is fine to incorporate this aspect into the field of leadership, Goleman's concept of emotional intelligence relies upon the behavioral approach almost to the exclusion of other prudent measures and conceptions of leadership that are more cognitive in nature. Still, its behavioral approach does well to expand the field of leadership theory.

References

Goleman, D., Boyatzis, R., McKee, A. (2001). "Primal Leadership: The Hidden Drive of Great Performance." Harvard Business Review. Retrieved from http://waldorf.nexlearn.com/harvard/c3eilb/course3tools/LTEI_8296p2_PrimalLeadership.pdf

London, S. (2008). "Book Review." Scott London. Retrieved from http://www.scottlondon.com/reviews/burns.html

Williams, D. (No date). "Max Weber: Traditional, Legal-Rational, and Charismatic Authority." Tripod. Retrieved from http://danawilliams2.tripod.com/authority.html [END OF PREVIEW]

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