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Bernard M. Bass was a distinguished professor emeritus in the School of Management at Binghamton University and a member of the Academy of Senior Professionals at Eckerd College in Florida (Society for Industrial and Organizational Psychology, 2009). Bass was the founding director of the Center for Leadership Studies at State University of New York, as well as the founding editor of The Leadership Quarterly journal (Society for Industrial and Organizational Psychology, Inc., 2009). In 1949, Bass obtained a PhD in Industrial Psychology from Ohio State University. Bass has held faculty positions at the University of Rochester, the University of Pittsburg, the University of California at Berkeley, and Louisiana State University (Bass, 1990). During his career, he published more than 400 journal articles, book chapters, and technical reports, and 21authored books and 10 edited books (Society for Industrial and Organizational Psychology, 2009).
Bruce J. Avolio is currently a Professor of Management, Marion B. Ingersoll Professor, and Executive Director of the Foster Center for Leadership at the University of Washington (Michael G. Foster School of Business, 2011). Avolio received his MA and PhD from the University of Akron in 1978 and 1981, respectively (Michael G. Foster School of Business, 2011). Avolio was a Fellow of the American Psychological Society, Academy of Management, American Psychological Association, Society for Industrial & Organizational Psychology, and Gerontological Society (Michael G. Foster School of Business, 2011). Bernard M. Bass and Bruce J. Avolio are renowned for their work on transformational leadership and the use of the Multifactor Leadership Questionnaire.
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... experiment. Academy of Management Journal, 45(4), 735-744. Retrieved from EBSCOhost.
Eeden, R. V., Cilliers, F., & Deventer, V. (2008). Leadership styles and associated personality traits: Support for the conceptualisation of transactional and transformational leadership. South African Journal of Psychology, 38(2), 253-267. Retrieved from EBSCOhost.
Garden, M. (2010). Multifactor leadership questionnaire. Retrieved April 13, 2011, from Mind Garden: http://www.mindgarden.com/products/mlq.htm
Michael G. Foster School of Business. (2011). Faculty profile Bruce J. Avolio. Retrieved April 13, 2011, from University of Washington: http://www.foster.washington.edu
Society for Industrial and Organizational Psychology. (2009). Obituaries. Retrieved April 13, 2011, from Society for Industrial and Organizational Psychology: http://www.siop.org/tip/Jan08/23obit.aspx
Bruce J. Avolio and Bernard M. Bass, Developing Potential Across a Full Range of Leadership: Cases on Transactional and Transformational Leadership, 17.
Transformational leadership consists of few components which are idealized influence, inspirational motivation, intellectual stimulation, individualized consideration, management by exception and contingent rewards (Ahmad et al.,
Introduction Through identification and ongoing assessment of her leadership style and ability, this leader is able to develop and understand her own strengths and limitations in order to grow and develop into a more effective leader. The aim of this paper is to provide an overview of servant leadership, contingency, and path-goal styles of leadership to gain an understanding of current leadership models, identify this author’s style of leadership, and explore why leadership is important to organizations, society, and this author. A Personal Model of Leadership Servant leadership was a term that was first used by Keifner Greenleaf (1970) in his first essay, The Servant as Leader (as cited by Crippen, C., 2005). Greenleaf based his essay on his belief that a servant leader is a servant first, and explained that it would begin with the natural urge to serve and then the leader would make a conscious choice to become a leader, in doing so he makes the choice to ensure that others needs are met first (2005 ). As a servant leader develops he should always keep aware of those who he serves and strive to ensure that they are becoming healthier, wiser, freer, have an increase in autonomy, and become more like servants themselves (2005).
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10(2), 285-305.
Is a leader as defined in the Merriam-Webster’s Dictionary, merely one who leads - synonymous with a boss? Or something more? I believe that a leader is much more than that and can be defined in any number of ways. In attempting to define a leader personally, I will use both myself and others as examples.
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership:: the Road Ahead. Emerald Group Publishing.
The subject of personal leadership is widely recognised nowadays as it is often believed that successful leaders not only have the ability to lead other, but also know well and able to control oneself. In order to understand more about myself as a leader, I registered for this course. Around two months of this course, I have gained considerable knowledge which will be clearly documented in this Reflective Learning Diary. In addition, a separate section will be dedicated to my reflections after completing some personality tests.
When reflecting on my leadership styles, strengths and weaknesses I am rushed with thoughts, memories, regrets and actions of personal ways that I have handled past situations in the work place and ways that I plan to handle new situations at my new work place. I have had many successes with the way I handle my leadership role but there are also things that I wish that I could go back in time and change. The way some situations are handled, I think to myself, well this could have been done differently or I could have done this instead of what I did to enhance the outcome of the situation. There is always room for improvement in whatever job or task someone takes on and this is just one of those things. During the development of my PLAP, I have had the chance to weigh out my strengths and weaknesses of my leadership and it has been very effective to seeing where improving needs to be met. The plan has also let me evaluate the direction I hope to head in to achieve my leadership goals.
Leaders will no matter what have an influence on our world. They have missions, dreams and ambition, and with these things they are bound to go far. For leaders, what makes these dreams come true is having strong qualities such as leadership practices, values and strengths. If developed and learned how to use correctly, these are what take leaders to the next level and accomplish great things. In the following paper I will talk about leadership in our ever-changing world, explore my leadership practices, values and strengths as well as elaborate on the goals I have made to challenge myself as a leader.
Leadership is trait that is extremely important in any society. Leadership is known as the way people attempting to make a difference in a situation. However, I believe that it is better said to be a way of influencing others actions. Leadership is usually connected to a great leader that affected his or her followers in a dynamic way. Throughout the semester for my leadership class, I have expanded the knowledge in numerous ways. I now have fully understanding of the purpose and process of leadership to a society. Being a leader one must maintain an image of being the role model. I believe that this is leader should be who is someone who has the ability to influence, encourage, listen, and nurture. They are able to inspire, stimulate, persuade, shape, and have an effect on others.
Some people were born to be great leaders and some were born to be great learners. I ask myself this question, “How was I created?” Was I born a leader or was I molded to lead. As I explain my philosophy on how I want to lead, I will first dive into my past to recognize and pin point my creator. October 27th 2004 I raise my right hand in order to serve and protect the United State against all enemies, foreign and domestic. At this moment in my young personal leadership journey, I get my first glimpse of a leadership style, “shut up and listen.”
Dubrin, A. J. (2007). Charismatic and transformational leadership. In Leadership: Research findings, practice, and skills (5th ed., pp. 83-98). Boston, NY: Houghton Mifflin Company.
In order for leaders to be effective in various roles and changing environments in their personal lives and occupations, they must acquire knowledge of different styles and theories of leadership. "Debate is common about which leadership style is most effective. The answer, of course…it all depends" (Kohntopp, 2012). Through completing the leadership assessment to determine how personal characteristics categorize into Kent University’s leadership styles, and comparing the classification of these various styles as they pertain to personal experience, one can determine what characteristics to utilize dependent on specific scenarios. By implementing the C.O.A.T. theory of assessment, as well as the Transformational
A brief description of transformational leadership, according to James MacGregor Burns, is a new paradigm