...Leadership Models University of Phoenix Leadership Models Leadership is a group phenomenon that includes interpersonal influence or persuasion, is goal directed and can lead others through certain actions or to achieving goals through influence, and has hierarchy within the group that can be formal and well defined or informal and flexible. Leaders assist in establishing goals and reaching those goals through actions, allowing individuals in leadership positions to be effective (Nahavandi, 2006). Leadership research has been and will be completed by many individuals and has led to many theories and models to be developed that have both similarities and differences. Four theories or models of leadership that have been researched and developed include trait theories, transactional leadership, transformational leadership, and situational leadership. The research on each of these has varied in amount and focus, but mostly the information has helped to develop theories and styles that can be important in understanding and developing leadership skills (Clawson & Bevan, 2006). Trait Theories The first type of leadership theories studied revolved around the traits effective leaders were shown to have. Trait theories of leadership focused on what traits an individual has that assist in his or her leadership abilities. These traits were considered innate or heritable and were believed to be passed down through familial generations (Zaccaro, 2007). Originally the traits were...
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...Leadership Models University of Phoenix Leadership Models Leadership is a process by which a person influences others to accomplish an objective and directs an organization or project in a way that makes it more cohesive and coherent (Rost, 1993). Leadership is also a collaborative endeavor among individuals, making it a relationship. The coursework of a Bachelor of Science in Healthcare Administration prepares students for such roles. Identifying managerial leadership models and theories that can enhance and promote the delivery of healthcare services across the continuum of care is extremely important, and this will be the primary focus of this paper. One of the advantages of working in a medical facility while earning a BS in healthcare administration is that the student is able to witness many scenarios which are discussed and learned within the classroom setting. For example, in the leadership and development class, questions would arise regarding a particular management style and how individuals seemed unqualified for the position. Is it his or her style or personality that people question? This question would also come up from time to time during class discussion, and a question this writer often reflected on. As individuals grow into a leadership position, they learn his or her individual style with the ultimate goal of enhancing, promoting and delivering healthcare services across the continuum of care. Being a good leader requires an individual to create...
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...Leadership Model Paper Joshua Streich Executive Management MBA5000 Professor Nwanne September 6th, 2013 Table of Contents Introduction 3 Leadership Model 4 Value and Vision 4 Direction and Alignment 6 Motivate and Empower 10 Learning and Change 13 Summary 16 References 17 Introduction: What is leadership? How do we know if we are a successful leader? Peter Drucker once asked, “What is it that all leaders have in common (O’Toole. 1999)?” Drucker simply answered his own question by stating, “All leaders have only one thing in common: followers” (O’Toole. 1999). He defined the prime role of a leader as “creating followers” (O’Toole. 1999). Leaders inspire and motivate people to take action, producing a change that strategically moves the organization forward. There are eleven generally agreed upon traits that leaders possess. These traits include self-confidence, trustworthiness, dominance, extroversion, assertiveness, emotional stability, enthusiasm, sense of humor, warmth, self-awareness, and a high tolerance for frustration (O’Toole. 1999). For several years now, a large number of newly published books have focused on various aspects of management (Pierce & Newstrom, 2011, pg.4). This has been a result of many individuals demanding information and analysis of how to properly manage and stay ahead of the competition through better management and leadership practices. There are many different management and leadership theories and...
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...Contents Leadership Models 1 Lincoln on Leadership and Civil War Leadership 1 Personal Traits 3 Ethics 4 Learnings from Tim Irwin and Tony Dungy 6 Personal Leadership Development 7 Leadership Models 1. We have studied several leadership models. a. Upon which model(s) are you building your personal leadership foundation? I have found useful parts of several different leadership models. Principle Centered Leadership fits best in my leadership style. The aspects of Principle Centered Leadership that I find most important is that values and convictions is the driving force in my leadership. I especially connected with the values and traits exhibited by Lincoln in the Lincoln on Leadership book by Phillips. b. In what ways will that model(s) help you increase your leadership effectiveness. Leading by principles gives us consistency and flexibility in our decisions. Our principles guide us but allows us to make decisions based on our standards rather than based on rules. Fewer rules allow others more flexibility and empowers them to make good decisions for that particular situation. This will help me to be more effective by empowering others to be more effective. Lincoln on Leadership and Civil War Leadership 2. Lincoln on Leadership and Civil War Leadership Case Examples a) What do these quotes imply to you and me? i. “The life of Abraham Lincoln, especially his presidency, demonstrated that he possessed all of the great leadership qualities...
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...A Leadership Model:Developing Rather Than Finding One That WorksIn this day in age, an organizations key to success is to “get to the top” and get there yesterday. In the past organizations might have taken pride in the attempts that they had made to become successful. Though they may have failed many times, they were on a mission to find what worked best for their employees, their managers and the organization as a whole. Fast forward to the 2000s and the bookshelves are filled with books upon books on how to get rich quick, how to succeed with cold calls, and how to find success through managing others. It is for this reason some of these books have reached the status of “best seller.” The question however is: are they “best sellers” or are they “Great practical advice that could truly make an organization succeed with easy methods to follow, understand, and keep going long term”? Among these books, one can find the latter mentioned, but the important part is taking the key concepts and molding them into what is needed for each individual organization. Even within the same vertical, different methods may work for one but bring another to its demise. These seekers should not be searching for a cookie cutter method, unless that is, their employees are cookie cutters.It is vital when learning how to manage a team and an organization to remember the beginning vision and the values to uphold. It is also important to determine one’s own dedication and align those around them...
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...Leadership Models Leadership styles cannot be fully explained by behavioural models. The situation in which the group is operating also determines the style of leadership which is adopted. Several models exist which attempt to understand the relationship between style and situation, four of which are described here: • Fiedler's Contingency Model. • Hersey-Blanchard Situational Theory. • Path-Goal Theory. • Vroom-Yetton Leadership Model The models described have limited validity, but are still widely used. [pic] Fiedler's Contingency model Fiedler's model assumes that group performance depends on: • Leadership style, described in terms of task motivation and relationship motivation. To determine one’s basic style, Fiedler created the least preferred co-worker (LPC) questionnaire-containing 16 contrasting adjectives. • Situational favourableness, determined by three factors: 1. Leader-member relations - Degree to which a leader is accepted and supported by the group members. 2. Task structure - Extent to which the task is structured and defined, with clear goals and procedures. 3. Position power - The ability of a leader to control subordinates through reward and punishment. High levels of these three factors give the most favourable situation, low levels, the least favourable. Relationship-motivated leaders are most effective in moderately favourable situations. Task-motivated leaders are most effective at either end of...
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...Leadership Models MBA FP 6006 Capella University Introduction This paper investigates two leadership theories which support innovation within an organization. The paper discussed discovery and delivery skills of innovative leaders and my own discovery and delivery skills and how I can utilize them to support innovation within an organization. Leadership Lens The article titled “Diagnosing educational leadership problems: a Situational approach “(Gates, Blanchard, & Hersey, 1976) joins the original theorists with a practitioner of Situational Leadership Theory (formerly known as “Life Cycle Theory of Leadership”) to explain a then-seven-year-old conceptual framework that was born equally from writer and practitioner quests for a leadership style that would prove apropos when applied to most contexts, and two behaviors that were the core of prior leadership models: task behavior and relationship behavior. Task behavior refers to how much a leader will detail for followers the steps and requirements needed to complete a particular task. Relationship behavior alludes to a leader’s level of participation in communication with followers so as to supply socio-emotional support (or “psychological strokes”) and active facilitation. The co-creators of this mode of thinking, acting, and behaving have each secured their places in the history of leadership theory in spite of less than favorable assessments of their mental baby. What began...
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...The Social Change Model and Servant Leadership Theory: Comparisons and Contrasts Introduction Leadership is essential for all successful organizations. However, the form of leadership that is practiced by various leaders is vital in determining how the activities of the organization are managed. There are many different forms of leadership practiced in differing environments. Servant leadership and social change models are some of the most common leadership theories used in pursuit of organizational success. This paper will describe in detail the servant leadership and social change models and contrast their methods of leadership. Also I will seek to explain how they could be applied in the leadership role of any given organization. Servant leadership Robert K. Greenleaf introduced the concept of Servant Leadership in his book “Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness”. In the description of servant leadership, Greenleaf describes servant leadership as: a natural feeling where the leader feels that they should serve the people first (Greenleaf, 2002) . Greenleaf describes a servant leader as a leader who puts the needs of his or her people first before other personal needs associated with the role. A servant leader will strive to ensure that they prioritize other people’s needs first and ensure that their welfare is paramount. According to Greenleaf, The difference manifests itself in the care taken by the servant-first to make...
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...Leadership Inspirational leadership is essential along with the forward-looking strategy aligned with the organization’s vision, values, and mission goals, to maximizing employee engagement and organisational performance. Leadership behavior is extremely important as employee’s perception about their leaders has direct impact in the performance of the organisation. Leading challenge for the organisation today is the gap in leadership pipeline. Our strong belief that better leaders produce better business results for the organisation helped us create leadership development interventions enabling leaders to make much larger impact on the organisation. People want to be guided by those they respect and who have a clear sense of direction. A sense of direction is achieved by conveying a strong vision of the future. People demand visionary leaders who trust and respect of their teams; let them know what they do is important and difference; able to create organisational cultures that foster not only performance, but also a sense of pride and fun. A leader’s role is to raise people’s aspirations for what they can become and to release their energies so they will try to get there. Leaders need to inspire others to achieve and grow as quickly as the environment and responsibilities demand. But it is essential to remember that being in a leadership role can be lonely and frustrating; one must be prepared to take the rough with the smooth. Leadership is now recognised as a transferable...
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...LEADERSHIP APPROACHES AND MODELS Introduction This paper introduces two models that support innovation in today’s business world. The Transformational Leadership Model and the Situational Model. Both models are described in depth and show how they can be used in today`s diverse workforce. The Discovery and Delivery Skills describes how the research in the Innovators DNA provides an inside look into how you can become more innovative. In today`s fast pace get it done era, innovation is key in the success of any business. Leadership is vitally important and to combine styles and models to achieve success is needed in today`s market. Discovery and Delivery is an area where every leader or potential leader must take a look at their own strengths and weakness and reevaluate what they need to do to improve. Leadership Models that Support Innovation in Organizations Transformational Leadership Model: Transformational leadership theory, started with the works of Burns and was later researched and supported by Bass. Bass took the concepts of Burns into a more operational working model that is commonly referred to as the Transformational Leadership Model. Five categories were established originally in the works of Bass and Avolio; they were idealized influence as: attributed charisma, behavioral charisma, inspirational motivation, intellectual stimulation and individualized consideration (Antonakis and House, 2014). With the five parts idealized influence/attributed...
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...responsible for success. The career growth model at PepsiCo focuses on the development of leaders from within the organization. Career growth at PepsiCo is brought about by the close collaboration among employees, managers and organization. The extensive framework of people processes at PepsiCo ensures the effectiveness of translation of the career growth model into leadership development aligned with the larger business goals. These include performance management, talent and career development, 360-degree feedback, periodic reviews and succession planning. The leadership development model at PepsiCo basically considers five factors: * Proven results * Leadership capability * Functional excellence * Business knowledge * Critical experiences Proven results PepsiCo believes in reinforcing consistent business and people results from its employees. The track record of previous performances with lasting impact is thoroughly analyzed. For instance, Steven Reinemund had an immaculate track record in the company’s Pizza Hut and Frito-Lay divisions before becoming the CEO of PepsiCo from 2001-2006. Leadership capability PepsiCo provides a layout to assess an executive’s contributions to the organization as a leader. The various evaluations and 360-degree feedbacks employed by PepsiCo help bridge the gaps of leadership competencies for its executives. PepsiCo considers the following elements while training its employees for leadership and coordination skills: * Growth...
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...Leadership Competency Models Sabrina Flemming Ashford University Contemporary Issues in Organizational Leadership NBM1508A Dr. Ray Powers February 23, 2015 Leadership Competency Models Competency model describes the behaviors and skills managers need to exhibit if an organization is to be successful (Hughes, R.L., Ginnett, R.C., & Curphy, G. J. (2008). The competency model is determined from skills, attitudes, behaviors, and knowledge of the appointed leader in charge. The Chief Executive Officer has many responsibilities to take on as a leader. He/she must perform their work well while in the work place. This leader has to make big decisions when it comes down to the planning of different meetings, and there must be time management when doing so because in order to be responsible, you must make the right decisions at all times. If not, then the Chief Executive Officer as well as the company can draw negative feedback. Steve Kossakoski is the chief executive officer of the Virtual Learning Academy Charter School in Exeter, N.H. that state’s first statewide online public high school that launched in January 2008, and has since grown to 11,500 course enrollments and many of the students served by the school are high achieving learners (Ash, 2011). The Chief Executive Officer oversees every objectives, and strategies, he/she leads and direct the work of others and perform many other tasks. The board of directors must report to the chief executive officer before any decision...
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...of different theories and models of leadership, which evolve or become outdated as the world changes and studies multiply. For instance, in the 1930s, the developed trait theory of leadership focused on specific physical and psychological attributes positively correlated to leadership effectiveness. In this view, people are ‘born’ leaders dividing the population into leaders and non-leaders. Early trait theorists assumed that one’s personality defined their potential to be great leaders no matter the context. As a result, the situational approach to leadership emerged and the focus turned to behaviors around the 1960s. As opposed to the traits theory, it gave leadership a dynamic dimension: the environmental factors play a role in dividing people into leaders and followers. Rather than personality traits, the situational approach studied human behavior. Building on these approaches, the contingency theory defined three styles of leadership: the authoritarian, democratic and laissez-faire leadership styles, that each were suited to certain situations. Later on, Fred Fiedler distinguished between two types of leaders: relationship-oriented and task-oriented leaders. By the 21st century, leadership could be viewed from a personality perspective, focus of group processes, as an act, or as a behavior. With the growing complexity of agreeing upon a single generally accepted definition of leadership, scholars came to realize the limits of the existing models. They had been...
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...Leadership Theories and Models Situational Leadership When discussing situational leadership the best action of the leader varies and relies upon a range of situations. Situational leadership doesn’t just fall into one learning style. There are many factors that affect situational decisions two are motivation and capability of the followers which is determined by the particular situation. Many believe that the perception of the leader and the follower will have an effect on what they do instead of the reality of the situation. Yukl (1989) combines a few other approaches and identifies six variables. These six variables are subordinate effort which is the motivation and actual effort expended, subordinate ability and role clarity which followers knowing what to do and how to do it, organization of the work: which means the structure of the work and utilization of resources, cooperation and cohesiveness of the group in working together, resources and support which is the availability of tools, materials, people, etc., and external coordination which is the need to collaborate with other groups. According to Hersey and Kenneth Blanchard leaders should adapt their style to follower development style according to how ready and willing the follower is to perform required tasks. There are four leadership behaviors that match the leadership readiness levels. The four leadership behaviors are S1: Telling Follower: R1: unable and unwilling or insecure. When the follower is unable...
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...Transformational Leadership Transformational leadership theory is a recent addition to the literature, but more research has been conducted on this theory than all the contingency theories combined. The theory distinguishes transformational and transactional leaders. Transformational leaders lead employees by aligning employee goals with the leader’s goals. Thus, employees working for transformational leaders start focusing on the company’s well-being rather than on what is best for them as individual employees. On the other hand, transactional leaders ensure that employees demonstrate the right behaviors and provide resources in exchange. [1] Transformational leaders have four tools in their possession, which they use to influence employees and create commitment to the company goals. [2] First, transformational leaders are charismatic. Charisma refers to behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader. [3] Charismatic individuals have a “magnetic” personality that is appealing to followers. Second, transformational leaders use inspirational motivation, or come up with a vision that is inspiring to others. Third is the use of intellectual stimulation, which means that they challenge organizational norms and status quo, and they encourage employees to think creatively and work harder. Finally, they use individualized consideration, which means that they show personal care and concern for the well-being of their followers. Examples...
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