Leadership Research
Models of leadership and management
Comparison and contrast of leadership models
Application of leadership model: Case of Mark Zuckerberg
Table 1- Leadership Table
Leadership Research
Leadership in public and private sector businesses is important for the growth of these businesses. Of late, many researchers have thoroughly investigated the role leadership in promoting businesses. Researchers have also tried to explore the common characteristics of global business leaders that have led their businesses to successful heights. Different models of effective leadership in corporations have also been drafted. One major aspect of leaders being explored in their ability to inspire people surrounding them and use this inspiration to achieve results that could be achieved without having complete trust of followers. While followers might be hard to make for a leader, and yet harder to retain, few researchers have put forth consolidated models of inspirational leaders that effectively make and retain followers. Two such models that will be used to describe the leadership qualities and relevant model of leadership are those presented by Goffee and Jones (2001). The other leadership model was presented by Drucker (2004). Both these models aim at [resenting some common attributes and modus-operandi of successful inspirational leaders that displayed exceptional skills and ability to make followers in their respective professional field.
In this paper, two models of leadership will be discussed, those presented by Drucker (2004) and Goffee & Jones (2001). The main elements of these models will be discussed in section II of this paper, followed by enlisting comparison and contrasts elements of both these models of leadership. Section III of this paper will apply these models to one of the internationally recognized business leader from the U.S. Mark Zuckerberg has been selected as the leader whose style of leadership will be discussed in light of the two leadership models being discussed earlier. Section IV will include a table that outlines the main differences in leadership style based on aforementioned models. The table will also include leadership qualities of Zuckerberg and their coherence with leadership models discussed earlier. After going through these details, the paper will include a concluding statement as well.
II- Models of leadership and management
In addition to traditionally quoted leadership qualities of energy, authority, and strategic direction, Goffee & Jones (2001) have identified four additional qualities of being an inspirational leader. These four qualities have been summed up as follows.
Revealing weakness: Goffee and Jones have observed that an inspirational leader is one who is able to share or reveal any of his/her weakness. This is said to promote human side of leadership and management function. The leader by admitting that he/she is weak in an area admits in front of followers that he/she is also a human. This provides a reason for the followers to connect to the leader. Nonetheless, the authors do not fail in noting that weakness being revealed by the leader should be a non-essential one, otherwise the leader may appear unprofessional. In the words of researchers, "don't expose a weakness that others see as fatal." [footnoteRef:2] Becoming sensor: The researchers argued that developing a sense of reading subtle cues and information not directed towards the leader is also an essential quality that inspirational leaders need to have. Thus, an inspirational leader should be good at making educated guesses. Tough empathy is also one quality that inspirational leaders have in common. This implies that leaders should have the quality of providing growth opportunities to their followers. "Real leaders empathize fiercely with their followers and care intensely about their people's work." [footnoteRef:3] Being different A leader should capitalize upon what is different and unique in him/her. This allows the followers to get inspired from the leader in developing a bond. This quality also sets the leader apart from the crowd. Goffee and Jones (2001) based their inspirational leadership model on these qualities i.e. sharing weakness with followers, becoming good at sensing things, displaying concern about employees through tough empathy, and remaining somewhat unique as compared to others. [2: Goffee & Jones (2001). Why Should Anyone Be Led by You? IEEE Engineering Management Review. ] [3: Ibid. P-1. ]
Peter F. Drucker in his article "What Makes an Effective Executive" sets out eight simple rules that effective leaders follow in addition to traditionally acknowledge leadership qualities of being strategic thinker and visionary. 1- Ask what needs to be done? This implies that a true leader is only concerned with important things while disregarding...
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