Leadership Essay Examples Page 66
We found 655 free papers on Leadership
Why did stalin become leader of the USSR?
Lenin, the leader of Russia, died from ill health in 1924 without choosing a successor. But how did Stalin, one of the least likely people to take over, become the leader of the USSR? His role as General Secretary was used to great advantage by Stalin. It allowed him to see all important documents flowing…
Collegiality and teamwork
A school is an example of a learning community where collegiality and teamwork are vital to the success of the institution. This relates to similar importance of the same in professional communities. To begin with we find that collegiality and teamwork are almost synonymous and are used to mean working together as a group participating…
Democratic leadership style
Detail plan for EAP course work: Topic: pros and cons of democracy leadership style and explain why it is the best way to manage firms in contemporary business world 1. Introduction: Thesis statement: leadership style plays a crucial role in a business. It is commonly believed that a democratic leadership style is the most efficient…
Bill Gates and Oprah Winfrey Leadership Quality comparison
This study presents a reappraisal of leading theories in brief and the contrast and similarity between Bill Gates and Oprah Winfrey Leadership manner ; who are two of the well known people in the universe. The study begins with an debut about the two good known faces, Opera Winfrey and Bill Gates who are consider…
Democratic Leadership A democratic style of leadership is exactly the opposite of an authoritarian leader, in that an authoritarian leader will make all the decisions and a democratic leader will allow others to make the decisions. This is not to say that a democratic leader does not actually lead – an effective democratic leader fosters…
What is Leadership?
‘Leadership is about motivating people, contributing to an effort to do something extraordinary.’ Alan Keith, Genentech Effective leaders are those who can recognize both the strengths and weaknesses of their leadership.
They adapt their current strategies either by adopting new ones and at the same time recognizing both the strengths and weaknesses of other people. They are the leaders who are distinguished for their good reflection and for their ‘meditation’. They are the ones who succeed in adapting their attitudes both in their geographical location and in their organizational level, they are the ones who best deal with the challenges they face. In addition, those leaders who consciously know their environment and apply the behaviors that the environment demands them are the ones most likely to succeed at both individual and organizational levels.
Against society, leaders apply principles that are governed by justice, respect and service of mutual benefit beyond the implementation of the prefectures. To be successful, they not only act ethically but also encourage others to do the same. Intelligent leaders not only offer and apply practical ideas but also help others do the same. Intelligence is also the ability to manage change, which implies any innovation. In the big chapter ‘Human’, leaders create human relationships in order to share and achieve engagements, inspire common efforts, and improve communication among each other – in every form.
The Leader and the Charisma
It just accepts the existence of the leader whose efficiency is due, to a large extent, to an excellent ability to inspire enthusiasm and dedication. accepts the existence of charismatic leaders within one bureaucratic structured organization. He believes the charismatic leader is the result of a particular sake (sanctity), heroism or extraordinary character (Eisenstadt, 1968). The phenomenon of the charismatic leader is characterized by an interaction between the features of that person called ‘charismatic’ and the needs, values, and beliefs of his ‘followers’. This interaction may in extreme case result in complete and unconditional acceptance and trust in the leader, dedication, submissiveness, a sense of completeness with the ‘co-operation’ on the leader’s mission (Conger & Kanungo, 1987).
Types of Leadership Forced leadership
Coercive style of leadership implies very tough decisions. Examples of such decisions are job cuts, selling parts of the company, authoritarian behavior towards subordinates, etc. This compulsive-authoritarian behavior leads to:
Employees under the influence of such a leadership lose their sense of responsibility for their work, do not take initiatives, they become cocky and refuse to Self-confident character structure: They are energetic, extrovert and competitive. They are characterized by diligence, determination and vision.
They are capable of devising shots, defining priorities, and working productively and comfortably with others. In exercising their role, they leave space to their subordinates and autonomy in the execution of their work. They demand from them, as by themselves, faith in the goals. they contribute on their own. The wage system is destroyed and the only motivation for work is money and not satisfaction from it. In this way, workers are alienated from their work.
This type of leadership can only have short-term results and should therefore be applied with great care and only in exceptional circumstances, such as in emergency and/or emergency situations. It is appropriate when it is necessary to make rapid changes to the structure of a company in order to eliminate ‘sick’ habits and to awaken the organization of the company so that it can be saved.
On the contrary, this type of leadership is not suitable for long-term implementation, as the reduced employee morale and lack of sensitivity will bring disastrous results. Self-confident character structure: They are energetic, extroverted and competitive. They are characterized by diligence, determination and vision. They are capable of devising shots, defining priorities, and working productively and comfortably with others. In exercising their role, they leave space to their subordinates and autonomy in the execution of their work. They demand from them, as by themselves, faith in the goals.
This type of leadership is one of the most effective and can be applied in all conditions – situations encountered in business, especially when they are problematic. The authoritative leader has the following characteristics: is a visionary, motivates workers, perceives the role of employees, Ensures the greatest possible commitment from employees to achieve the organization’s goals, sets out clear rules for all, and systematically inform employees of their performance in relation to their contribution to the achievement of the organization’s objectives, Has a very clear pay system, is relatively flexible, has the final say, but leaves enough room for the existing ones to express their opinion and make decisions, and gives room for innovation, experimentation and allows employees to take calculated risks. In any case, this type of leadership is appropriate for long-term results and not for the short term. integrity, ability and goodness (benevolence).
Conclusion and Democratic Style of Leadership
Democratic style is one that has a lot of time looking for the consensus of the members of the working group. It spends a lot of time trying to ensure trust, respect, and commitment from its members. Many times, following these democratic processes, flexibility, accountability, high morale and realism are ensured by the people in the group.
Despite the above positive results, several researchers argue that the democratic leadership type is not always successful, as its impact on the creation of a consensual climate is less than other types of leadership. The biggest drawback is that too much time is lost – which in many cases is valuable and critical – to re-examine ideas that are already known. Many times, and despite the loss of precious time, the result is that the consensus, trust, and commitment of team members will not be guaranteed, and in the end, processing ideas with these processes can lead to confusion and sense of lack of direction.