Critical Synthesis of Contemporary Leadership Models paper
pinsta1
Management.pptxLeadership Models
Management
Introduction
There are many leadership models that leaders can follow
Leadership models provide a coherent framework for leaders
it is important to have an idea on all the models
The models should be applied as a checklist by the leaders
There are many leadership models that leaders can follow. These leadership models provide a coherent framework that leaders can emulate and during their leadership practices. In order to understand, the best leadership model to follow, it is important to have an idea on all the models and how they are applicable in the work setting.
2
Behavioral model
This leadership model focuses on leadership behavior.
This model was started during 1950s and 1960s
leadership behaviors can always be trained and developed
Leaders need to adapt a behavior based on the environment
This leadership model focuses on how leaders act and how their behavior. This model was started during 1950s and 1960s and focused on learning about leadership process. According to the theory, there are certain leadership styles that will be effective while others won’t be effective. According to the theory also, the leadership behaviors can always be trained and developed. Best leaders are the ones that adapt their style of behavior and choose the best behavior for each situation that they come across.
3
Behavioral model
Functional behaviors for an effective leader:
Effective communication
Motivating employees
Positive interaction with subordinates
Goal creation
Leaders need to train on these behaviors
According to the behavioral model of leadership, there are certain functional behaviors that an effective leader should be able to adopt. These behaviors include effective communication, the ability to interact with people effectively, motivating employees to attain their goals, and creating goals. The ability to train on these behaviors ensures that a leader is in a position to apply any leadership style in any situation with success.
4
Transformational leadership
The leaders works along their subordinates
Transformational leaders work with their subordinates in:
identifying change,
creating vision,
working towards attaining the vision
Transformational leader understands the need of their subordinates
Transformational leadership style is a style in which a leader works with their subordinates in the workplace. Transformational leaders work with the subordinates in identifying change, creating vision, and working towards attaining the vision. Transformational leaders will work in enhancing motivation, job performance, and work morale within the work environment. The transformational leaders ensures that they understand the needs of their subordinates in ensuring that they create a positive environment for positive performance.
5
Transformational leadership
Idealized influence
Inspirational motivation
Individualized consideration
Intellectual stimulation
In transformational leadership, it is important to work with the subordinates through the following mechanisms:
Idealized influence, Inspirational motivation, individualized consideration. Intellectual stimulation
A transformational needs to focus on these aspects when dealing with their subordinates. Connecting the sense of identity of their followers with the collective identity of the company. Becoming a role model to the subordinates in order to inspire the, challenge the followers to be responsible of their decisions, understand the strong points and weakness points of the subordinates, and allowing leaders to align their followers with activities that enhance their performance.
6
Situational Leadership
Developed by Paul Hersey and Kenneth Blanchard
A leader should fit their style of leadership with the situation
Based on leadership style and readiness level of subjects
Ensures subjects and leader are on the same level
Situational leadership is a style of leadership developed by Paul Hersey and Kenneth Blanchard. According to the situational leadership, a leader is expected to fit their style of leadership to the development level of the subordinates that he is working on influencing (Balkundi & Kilduff, 2006). The situational leadership model is based on the readiness level of the subordinates and the leadership style adopted. This model works in ensuring that the leader and their subordinates are on the same level for effectiveness in creating a positive environment for attaining goals and objectives of the company.
7
Situational Leadership
Categories:
Directing
Coaching
Supporting
Delegating
Hersey and Blanchard characterized the styles of leadership into the following categories:
Directing: this is a one way communication where the leader is expected to provide the structure on how activities should be undertaken.
Coaching: While directing the subordinates an effective leader will also use a two way communication in influencing the subordinates
Supporting: a leader should allow subordinates to participate in decision making in attaining the set goals and objectives
Delegating: This category involves passing on roles and responsibilities to subordinates at an individual level. The leader is expected to monitor the progress (Eoyang, 2004)
8
Conclusion
There are different leadership models
The models create a framework for decision making
Leaders should choose the best model that fits their work environment
no leadership style that fits all situations
There are different models that are considered effective in choosing the best leadership style. The leadership models are aimed at creating a framework on the best traits that a leader ought to develop. It is important for leaders to understand on the best applicable model that they can adopt in applying to their specific organization. It is important that no leadership style that fits all situations and it is important for leaders to understand their environment before applying on leadership style.
9
References
Balkundi , P., & Kilduff , M. (2006). The ties that lead: A social network approach to leadership. The Leadership Quarterly, 17(4), 419-439.
Crossman, J. (2010). Conceptualizing spiritual leadership in secular organizational contexts and its relation to transformational, servant and environmental leadership. Leadership & Organization Development Journal, 31(7), 596-608.
Eoyang , G. H. (2004). Conditions for self-organizing in human systems. Futurics , 28(3-4), 10-59.
Lakshman , C. (2007). Organizational knowledge leadership: A grounded theory approach. Leadership & Organization Development Journal, 28(1), 51-75.
Uhi -Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. The Leadership Quarterly, 17(6), 654-676.
Walter, F., Cole, M. S., & Humphrey, R. H. (2011). Emotional intelligence: Sine qua non of leadership or folderol? Academy of Management Perspectives, 25(1), 45-59.
Kendrick, J. (2011). Transformational leadership changing individuals & social systems. Professional Safety, 56(11), 14.
Kriger , M., & Seng , Y. (2005). Leadership with inner meaning: A contingency theory of leadership based on the worldviews of five religions. The Leadership Quarterly, 16(5), 771-806.
Pieterse , A. N., van Knippenberg , D., Schippers , M., & Stam , D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609-623.
Spears, L. (1996). Reflections on Robert K., Greenleaf and servant-leadership. Leadership & Organization Development Journal, 17(7), 33-35.
Thompson, G., & Vecchio , R. P. (2009). Situational leadership theory: A test of three versions. The Leadership Quarterly, 20(5), 837-848.
Fitzgerald, T. (2006). Walking between two worlds. Educational Management Administration & Leadership, 34(2), 201-213.
Lazzari , M. M., Colarossi , L., & Collins, K. S. (2009). Feminists in social work: Where have all the leaders gone? Affilia , 24(4), 348-359.
McElhatton , E., & Jackson, B. (2012). Paradox in harmony: Formulating a Chinese model of leadership. Leadership, 8(4), 441-461.
