I find the LCSI extremely effective because it assesses leadership competencies in five major areas: personal, analytical, communication, organizational and positional competencies. Then, it further operationalizes the five important skills into core qualities that exceptional leaders own. After completing my scorecard, I was able to do my SWOT analysis. It assisted me to identify my strong and weak areas. In this pape... ... middle of paper ... ...ffective communication, I need to be involved in continues act of translation and negations.
But according to Chew and Chan (2008), transformational leadership is the leader’s ability to increase organizational members’ commitment, capacity, and engagement in meeting goals. Alimo-metcalfe and Alban–metcalfe (2001) note that transformational leadership exist when a leader identifies the needed change, creates a vision to guide the change through inspiration, and executes the change with the commitment of the members of the group. In the opinion of Bass and Riggio (2006), transformational leadership involves generating a vision for the organization and inspiring followers to meet the challenges that it sets. while views may vary, they generally agree on generating a vision and inspiring followers, which unlike in other leadership approaches, is based on a leader’s personality, traits and ability to make change through example, articulation of an energizing vision and challenging goals (Riggio,
Leadership style is a behavioral model that leaders use it to interact with followers. Leadership is a combination of providing direction, making decision, motivating sub-workers and achieving goals (Fertman & Liden 1999). Furthermore, Chemers (2007) asserted that leadership is the executive of organizational intelligence in which leadership effectiveness is linked to organizational performance. In addition, Obiwuru et al (2011) stated that the leadership styles are predictor to leadership effectiveness whereby leadership style in an organization is one of the factors that play significant role in enhancing or retarding the interest and commitment of the individuals in the organization. In this paper, we will concentrate on three leadership
Transformational leaders inspire followers to achieve extraordinary outcomes by providing both meaning and understanding, questioning assumptions, refraining problems, and... ... middle of paper ... ...e vision and mission of the company in order to align their goals with of the company. When Robert Eaton became the chairman in 1993 he involved company officers to develop the vision and the mission. Consequently, better communications, continuous training became part and puzzle of doing business in a new way. (Ashley, 1997) In conclusion, leadership is not only important to companies that operate on a global scale but to domestic firms as well. It’s clear that when a leader takes his or her rightful position as a leader change, performance and results manifest.
They push their followers to become genuinely innovative and creative. These transformational leaders persuade their followers to discover new ways of doing things and to explore new opportunities to learn. 2. Individualized Consideration: Transformational leadership involves ... ... middle of paper ... ...this study affirmed that there is a positive and significant relationship between the three out of four subscales of authentic leadership and altruism, while negating that there is any mediating relationship provided by overall job satisfaction. This study's objective was to examine whether authentic leadership was more effective than transformational leadership in predicting organizational citizenship behaviors, and, therefore, a number of hypotheses were constructed and examined and their results are summarized below.
Bass (1985) suggested that charismatic leadership strongly influences followers, thus positively influencing organizational performance. This ability to influence is due largely in part to the charisma exhibited by the leader (Bass & Avolio, 1994). Ehrhart and Klein’s (2001) review of literature concerning charismatic leadership found four behaviors repeatedly referred to as “charismatic”: (a) communicating high performance expectations, (b) exhibiting confidence in followers’ ability to reach goals, (c) taking calculated risks, and (d) articulating a value-based vision of the future (Kark & Van Dijk, 2007). Accumulated evidence points to transformational and charismatic leadership as influential modes of leadership that are associated with high levels of individual and organizational performance (Dvir, Eden, Avolio, & Shamir, 2002; Kark & Van Dijk, 2007; Lowe, Kroeck, & Sivasubramaniam, 1996). Goleman (1998) described charismatic leaders as being able to control their emotions as well as understand the emotions of the team, displaying an idea termed “emotional intelligence.” Using this knowledge, leaders have the ability to mold and influence a team.
The development of the Servant Leadership Questionnaire (SLQ) by Barbuto and Wheeler (2006) provided a means to conduct empirical research on servant leadership behavior. Sendjaya, Sarros, and Santora (2008) have also published another instrument claiming to measure servant leadership called the Servant Leadership Behaviour Scale. Servant Leadership Questionnaire (SLQ), through meticulous scale and construct validation, has developed an instrument to highlight five distinct characteristics of servant leaders: altruistic calling, emotional healing, wisdom, persuasive mapping and organizational stewardship. My research seeks to answer the drive that brings about these characteristics in an individual, thus making the individual a servant leader and also to know if spiritual inclination of an individual can be the thrust of altruistic calling and stewardship of an
According to the Blackwood Encyclopaedia of Sociology, leadership is depicted as the process of inspiring, directing, coordinating, motivating, and mentoring individuals, and/or organisations (Pitsis, 2007). With respect to leadership, leaders in an organisation have to increase the work productivity of employees so as to bring about improved employee performance. In addition, the term of productivity, which can also be defined as organisational effectiveness, is an efficiency concept that measures how effectively inputs are transformed into outputs in view of the Blackwood Encyclopaedia of Management (2008). Besides, performance outcome is referred to a variety of measures used to assess effectiveness at the individual or organization level in which profit, customer satisfaction and market share are the examples (Cleveland, Performance Outcome, 2008). By means of theories and skills as part of the knowledge of leadership, this essay will talk about the three successful pioneers in modern management – Virgin’s Richard Branson , General Electric’s Jack Welch , and ABB’s Percy Barnevik .
In the article, Bob Corcoran: The Power of GE Education, Corcoran is quoted as saying, “The DNA of any organization rests with its leadership and talent pipeline, and what better way to strengthen how we operate and work in the world as a responsible corporate c... ... middle of paper ... ...ol of business, some of its content also works externally. GE has trained many S&P 500 executives. I think Jeffrey Immelt, current Chairman, and CEO of General Electric sums it up pretty well when he says, “Our whole system is to educate people for the GE system, not any other company’s [system]. When executives leave the GE bubble, it’s up to them to figure out what travels and what doesn’t” (Kratz, 2005). Works Cited GE.
Contingency theory though developed by some researchers in Ohios University in 1940s but, it was popularized by Fiedler in 1967. The theory according to Fiedler (F1967) saw leadership behavior as a functions of three situational factors: leader–member relations which is the degree of confidence, trust, and respect members have in their leader; task structure which is the degree to which the job assignments are procedurized (that is, structured or unstructured); and position power which is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. Alignment with this, the following mathematical model: SL=F (L, F, and S), where SL is successful leadership, F is function of and L, F, S, are the leader, the follower and the situations respectively have increasingly gain ground in explaining leadership