The reason for this is that people really do want to see the changes that are necessary, but they are often too shy or concerned for their job to start making the changes themselves. Gardner (1990) also argues that there are many selfish people who are leaders, and because they are not as concerned with the good of the group as they should be, they fail to be effective.
The self-centered ideals that a lot of people hold when they reach and maintain positions of power often stop them from continuing to do what they know they really should in order to help the people whom they lead. This seems like a simple concept that people would work to avoid, but it is more difficult to maintain something for the good of the people when everything around you is trying to convince you otherwise. There is often a tremendous amount of pressure put on leaders, and it keeps them from doing what they often feel is right in favor of what they must do in order to keep their position (Gardner, 1990). They get into these positions with the idea of making changes and doing things that will be very helpful for people who are being led, but the power and the position change them into something else. They can stop that from happening, but they fear losing their jobs so they change in order to keep the job, instead of foregoing the job so they do not have to change.
With this work, Gardner (1990) shows that there is more to being a leader than making decisions and ordering others around. If leaders and followers would work together in the spirit of Burns' (1978) transactional leadership ideas, much more would get done and there would be fewer problems with corporations and countries. Since Gardner's (1990) book has been out for 20 years now, it is easy to see that it has not significantly impacted the leadership and business worlds. That is not to say that there have not been any changes made because of the work. Some companies and communities...
Leadership Principal theories of leadership and motivation Leadership might be described as: the affect that specific people (leaders) apply on the target accomplishment of other individuals (employees) within an organizational framework. An early on unit upon Board Governance explains in a restricted approach, the influences of leaders on overall performance. Researchers explained that leaders come with a capability to find out how various elements of the circumstance match with each other as
They are not forced to only do what others in the company want. That is a big problem with followers, as well - they feel as though they cannot do anything on their own and/or that their interests are not valuable to the company. Some of these people have great ideas, but if no one listens to them it becomes very hard for them to keep their interest in working
It is not a secret that leadership, overall, is changing. There are people who want to do more at their companies but they do not always have the opportunity to do so. Sometimes the opportunity may be there, but the people are too frightened to speak out. They fear that they will get in trouble because they suggest doing things differently, so they remain silent even if they have
Applying Leadership Theory to Leadership Practice In this paper the writer researches and writes a literature review on a Applying Leadership Theory to Leadership Practice. The research paper is a comprehensive thematic review of the scholarly literature related to the topic. The leadership theories to focus on are: Path-Goal Theory; Leader-Member Exchange (LMX) Theory; Psychodynamic Approach Theory; outcome and situational leadership; Leadership focused on effectiveness and productivity; Leadership and Body language;
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
How effective leaders design their behaviors is important, because it essentially rubs off onto the group they are inspiring. This can be conducted through using motivation as a way to mold the behavior of the group to the most optimal level (House & Aditya 1997). Yet, there are a number of potential limitations within this theoretical structure as well. Mainly, under behavior theories of leadership, if a leader, or
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