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Leadership Models By Examining The Essay

A single leader cannot always be everything to everyone. By learning one's leadership strengths and weaknesses and understanding the leadership skills needed to achieve the organizational objectives, the leader can begin to develop and foster his or her leadership team with people who offer complimentary skills and leadership styles. References

Avolio, B.J. & Yammarino, F.J. (2002). Transformational and charismatic leadership: The road ahead. San Diego, CA: Emerald Group Publishing.

Business leadership: A Jossey-Bass reader. (2003). San Francisco: Jossey-Bass.

Clawson, J.G. (2009). Level three leadership: Getting below the surface. (4th ed.). Upper...

(2005, Spring). The relevance of emotional intelligence for leadership performance. Journal of General Management, 30(3), 71-86. Retrieved from EBSCOhost.
Gilkey, R.W. (1999). The 21st century health care leader. San Fransisco: John Wiley & Sons.

Sarros, J.C. & Santora, J.C. (2001, January 1). The transformational-transactional leadership model in practice. Leadership & Organization Development Journal, 22(7/8), 383-394. Retrieved from EBSCOhost.

Wren, J.T. (1995). The leader's companion: Insights on leadership through the ages. New York: The Free Press.

Sources used in this document:
References

Avolio, B.J. & Yammarino, F.J. (2002). Transformational and charismatic leadership: The road ahead. San Diego, CA: Emerald Group Publishing.

Business leadership: A Jossey-Bass reader. (2003). San Francisco: Jossey-Bass.

Clawson, J.G. (2009). Level three leadership: Getting below the surface. (4th ed.). Upper Saddle River, NJ: Prentice Hall.

Dulewicz, C., Young, M., & Dulewicz, V. (2005, Spring). The relevance of emotional intelligence for leadership performance. Journal of General Management, 30(3), 71-86. Retrieved from EBSCOhost.
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