Introduction
The significance of leadership style is a subject that has drawn much contentious discussions. The term “leadership” has various meanings that are relative to the educator (Stogdill, 1974). This paper defines leadership as the process through which a person, a manager in this case, manipulates the others towards the realization of a certain objective (Stogdill, 1974). Most studies in leadership have been directed towards government agencies, the military and business organizations with little attention directed towards sports. However one generally accepted conclusion is that the style of leadership used by an organization has an effect on its performance outcome. Leadership style has a direct impact both on the employees and the general success of the organization (Eisenbeiss, Knippenberg, and Boerner, 2008). It influences the effectiveness and execution of institutional strategies. Leaders are common actors, usually referred to as managers, in any institution including Golf club organizations. Leaders manipulate employees around them so as to obtain the utmost benefit from the resources of an organization. To achieve this they employ the use of various styles including autocratic, bureaucratic, democratic, charismatic, situational, transactional, and transformational leadership styles. These management styles can either impact on the employees positively or negatively. This essay therefore seeks to examine the impacts of these leadership styles on employee with reference to golf club organizations.
Autocratic leadership
Leaders under this style use the phrase “do as I say” in their management. Employees have to follow their directives without questioning. This leadership style can be damaging to the organizati...
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... since employees are assets he cannot do without.
Works Cited
Eisenbeiss, S., Knippenberg, D. and Boerner, S. (2008): Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, vol. 93, no. 6, pp. 1438.
Harvard business essentials (2003): managing creativity and innovation, Harvard Business School Press, Boston, Mass.
McHugh, D.E (2004): Golf and the game of Leadership: an 18-hole guide for success in business and in life. AMACOM, New York
Milligan, R.A, Maloney, T.R and Maloney, T (1996): Human Resource Management for Golf Course Superintendents. John Willey and Sons, New Jersey
Slack, T and Parent, M.M (2005): Understanding Sports Organizations: The Application of Organizational Theory, 2nd Edition. Human Kinetics, USA
Stogdill,R.M (1974): Handbook of Leadership. The Free Press, New York.
“Do as I say, not as I do” say’s the parent to the child who is watching their every move. Leaders may not say it, but their actions show inconsistencies in their leadership. How can leaders truly be trusted is they are not willing to change themselves? How can leaders breakthrough the wall of resistance if they are not willing to engage their employees, dispel the fear factor, and allow themselves to be vulnerable?
Strategic leadership comprises styles and abilities to yield employee performance producing the desired outcome. Leadership styles consist of various components, dependent on situations, and produce one of three responses- commitment, compliance, and/or resistance (Trident 2016). As leadership engages the use of power to influence employee outcomes, leaders develop personal leadership styles in order to empower the workforce. Efficient directors possess influential powers such as legitimate, expert, reward, coercive, and referent, allowing managers to obtain desired employee performance while empowering the workforce (Eveland n.d.). Various models of leadership styles have evolved, evident in innumerable situations, yet not limited to
There are many leadership theories that play an important role in the every day workforce. Some of the theories are successful in producing a strong and productive leader, while others lack the qualities required for the job. Out of the multitude of available theories out there, I feel that the Transformational Leadership Theory is the one that stands out as being the most successful. This theory is far from coercive and instead focuses on making a satisfied team that collaborates to form a productive work environment. An environment like this, ran by a top-notch leader, is needed for success.
McLean, J. (2005). Management and leadership: Dispelling the myths. British Journal of Administrative Management, 9(1), 16-17. Retrieved from http://web.ebscohost.com.ezproxy2.apus.edu/ehost/pdfviewer/pdfviewer?vid=20&sid=5c780ccf-104d-49c6-9368-db4615f766bd%40sessionmgr113&hid=108
The Leadership Challenge by Kouzes and Posner (2007) is the result of twenty years of research on the factors that influence and create great leadership. Through studies and stories from leaders with various backgrounds throughout the world, the practices and characteristics that create great leadership are delineated. Leadership is viewed not as a group of inherent characteristics, but as learned behavior that anyone can achieve. The goal of Kouzes and Posner’s book is to inspire and educate leaders through transformational leadership. As such, leadership is about mobilizing others to become and do extraordinary things.
Many leadership researchers and scholars have stated that leaders do not exist without followers. Leadership has been described as the process of influencing, in which a person can enlist the support of others to accomplish a task or goal (Nye, 2010 and Oc & Bashshur, 2013). A leader is one whom others agree to follow, but a follower must be willing to be led. In developing leaderships styles and theories, the traits and behavior of the leaders were considered by Bass (2008). Bass described these styles as transactional and transformational leadership (2008). For the purposes of this short essay, I will discuss two leadership styles, the types of followers, and the autocratic style being used by this organization’s new VP.
Have you ever had a leader that inspired you to develop your own leadership traits? “A leader is someone who demonstrates what’s possible” (Mark Yarnell, 2015). There are numerous leadership styles. Each of the numerous leadership styles can be beneficial if utilized in an appropriate means. I have chosen three leaders and their unique leadership styles to discuss in this paper. The unique styles that will be discussed are situational leadership, transformational leadership, and laissez-faire leadership. I will also discuss each leader’s approaches, their fundamental leadership principles, and how each leader used their style within their profession.
Effective use of leadership styles and models can foster organizational success by increasing motivation, enhancing cooperation, and giving sense of direction to the staff and executives. Building awareness of the various leadership models and styles can help leaders develop their approach to enable them become more effective leader. In this article, six video clips will be examined for the leaderships styles used and their effectiveness for the specific situation.
Rigorous research has identify the leadership style can adapt to different situation. Most company may be subjected to specific environment and rely on how the leader chooses to handle it. The culture is most time embedded and has the combination of founders, past leaders, current leaders, and history (Newstorm, Davis, 1993). The leadership style must adapt to the organization culture, the fact a leader may often times adopt because leadership is not “one size fit all” every situation may require a different approach as this will show how effectively the leader leads. The researcher chooses to look into the leadership that will be evaluated.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
In one’s opinion, when one combines these two leadership styles, in common and uncommon situations, one may see higher productivity and overall accountability within employers and employees – giving the workers a sense of self-respect within the company and experience to handle issues on their own as well as, the ability to be noticed in leadership aspects. However, one also must realize there are just as much cons to autocratic and empowerment leadership styles. Autocratic leadership’s cons involve incompetent feedback; plus, many feel these types of leaders shouldn’t be followed but used as an extreme measure to keep a business that is falling, in place (autocratic leadership). Perhaps seeing the cons of ...
Chris Harrison is a self employed contractor. He works out of Newfield New York. He was interviewed on two different occasions about a month apart with the aim of finding out how he felt about his work. During these two interviews a major sociological theme emerged. It was the theme of leadership styles and the relationship between Chris and his workers. Chris believes in treating the men that he has working for him as men. “The rest of them may only be eighteen or nineteen but they are all men in my eyes” (Harrison 2005A). Chris believes in his men very much. He says that they do not just work together but have a good friendship outside of work too. Chris knows that they all have fun while they are working. They laugh and joke around but he knows that when the deadline is getting close that his men will have the job done and done right. Chris believes that his leadership style reflects the relationship that he has with his workers and the productivity that they get done. According to Madzar 2001, there are two different types of leadership styles. There are transactional and transformational. Transactional leadership is an exchange-based and leader-controlled relationship. Transformational leadership is to arouse the needs of the subordinates in accordance with the leader’s own goals, the final result being performance beyond expectation. Chris believes that he is a transformational leader. He does not control the relationship he has with his workers. He sees them as equals. Chris knows that his workers know what the goals are that he needs accomplished at any given time. He helps them when they need it but most of the time just lets them work and do things at there own pace.
theory can be juxtaposed with the Transformational Leadership Model to reiterate the foundational behaviors associated with effectual leadership. According to a study on the Transformational Leadership Model, four distinct behavior categories are attributed to leadership. These four basic characteristics that create the conceptual framework are the Vision Builder, Standard Bearer, Integrator, and Developer. A Vision-Builder is similar to the previously mentioned Communication component. This leader builds a vision and communicates it clearly by establishing specific, achievable goals and shaping how they will be accomplished. A Standard Bearer can be compared to the Advisory role, where a leader adopts a code of ethics and maintains moral standards. This role inspires others and creates an environment where individuals hold this leaders opinions and recommendations in high-regard. The Integrator is related to the Opportunity component, where leaders can identify opportunities and combine resources to achieve organizational goals through aligning the individuals that they are responsible for to be the most productive. Lastly, the Developer is similar to the Talent component. This leadership behavior fosters individual and collective growth through training others and maximizing talents to facilitate a high performance environment. (Bottomley, K., Burgess, S., & Fox III, M.,
The following review presents a discussion of five articles related to leadership. This discussion will identify themes shared by the five articles followed by a presentation of the author’s recommendations for applications of the concepts presented in the articles.
In this paper I will look at the four major leadership styles, their characteristics, advantages, disadvantages, and in what situations a particular leadership style is desired. Additionally, I will look at my leadership style and how I acquired this style throughout my career.