Leadership Theory in Action
Theory in Action: Transformational Leadership
Case Summary
Among the main principles of transformational leadership is that people who are true leaders work with their followers instead of simply ordering others around and expecting them to do what they are told (Bass & Riggio, 2006). Followers work better when they can see a point to the work they are doing, and when they feel as though they are working for the common good of the company. This is what keeps them interested at companies like Google, Facebook, Amazon, and other tech giants. Because these companies are so focused on a flexible and unique approach to the work they do, they are much more likely to have transformational leaders as opposed to leaders who are transactional.
These companies are more open to working with people in interesting and different ways, which helps them see more success. Additionally, it helps the individual workers see success, because they want to come to work and do the best they can. Being part of the team can make a big difference in how a person feels about his or her job (Bass & Riggio, 2006). That is true for both the leaders and the followers,...
Leadership Theory in a Changing and Globalizing Marketplace Modern business practice is permeated by the complexities of a changing world. The impact of globalization on the cultural makeup of companies, the effects of the global recession on the conventions of daily business and the evolutionary shifts brought on by emergent technology all call for an orientation toward simultaneous stability and adaptability. Only under the stewardship of a qualified, communicative, flexible and
The benefits of high-quality relationships come from relational resources (Wright, et al. 2005) they create. Such resources include durable obligations (e.g., arising from feelings of gratitude, respect, and friendship), network contacts and connections (including privileged access to information and opportunities, social status, and reputation of influential others), and the ability to have open information exchanges with those around them (Valle & Halling, 1989). Relationships that do not develop so well are
Ethical leadership also entails role modeling through noticeable actions. Trustworthiness is seen as a result of ethical behavior rather than an attribute of ethical leaders themselves. Authentic leaders maintain that people have to act in concert with their deep personal and moral values and beliefs, but instead of centering on intrapersonal courses like self-awareness and self-regulation, the chase of ethical values on a normal basis is professed as morally
The four Blanchard leadership styles include: 1) directive; 2) managing; 3) coaching; and 4) delegating. (Clawson, 1989) 2) House's Path Goal Theory of Leadership - the motivational function of the leader consists of increasing personal payoffs to subordinates for work-goal attainment and making the path to these payoffs easier to travel by clarifying it, reducing roadblocks and pitfalls, and increasing the opportunities for personal satisfaction en route. (Clawson,1989) V. CHARISMATIC THEORY Charismatic leadership is measured
Organizational transformation, once seldom required, is now required frequently in many organizations. This places increased emphasis on the importance of leaders with transformational skills. The other way in which globalization has impacted leadership is the increased need for "soft" skills. The human element of leadership was virtually irrelevant during the early 20th century, as labor was viewed as little more than a commodity. However -- and in particular in
leadership theories and how they are influencing an organization. As, we carefully examine the different ones and discuss how this will impact the long-term sustainability of the firm. This is the point that we can determine how and when these different ideas should be used to motivate subordinates. When most people hear the word leadership they will often think of a person that is sure of themselves. As they are
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