Leadership
The classical and contemporary leadership styles over the years run the gamut from transformational, transactional, global and virtual/social media-driven in nature. However, the author of this response has notice that no single tool or type is going to work in all situations and thus a leader who is able to shift gears and change types based on the particular situation at hand is the leader that will be able to adapt and adjust based on the situation currently happening (Schreuder, Groothoff, Jongsma, Zweeden, Klink & oelen, 2013). One theory that not many people explore with seriousness, that being chaos theory, is absolutely taken seriously by the author of this response given the author's prior work in an emergency room setting (Chinnis & White, 1999).

Theories of leadership are truly honed and perfected quickly when it comes to experiences in nursing and leadership. Indeed, they are both situations where getting things right…...

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References

Chinnis, A., & White, K. R. (1999). Challenging the dominant logic of Emergency Departments:

guidelines from chaos theory. The Journal of Emergency Medicine, 17(6), 1049-1054.

Schreuder, J., Groothoff, J., Jongsma, D., Zweeden, N., Klink, J., & Roelen, C. (2013).

Leadership Effectiveness: A Supervisor's Approach to Manage Return to Work. Journal of Occupational Rehabilitation, 23(3), 428-437 10p. doi:10.1007/s10926-012-9409-6

The four important Situational Leadership styles that were created by Paul Hersey and Kenneth Blanchard are those of Delegating, Participating, Selling and Telling. (Chapter 8, Leadership)
This model is significant and important because of the fact that it is basically a contingency theory that has as its primary focus the followers of the instructions that the situational leader gives them. The reality is that the effectiveness of the leader can only be judges by the willingness and ability of the followers to follow the instructions. (Effective Leadership in the 21st Century - Part. 1) the four concepts of Delegating, Participating, Selling and Telling in fact form the basis of the 'maturity curve' that is laid over the 'four box model' that has as its vertical axis the 'Supportive Behavior', and as its horizontal axis the 'Directive Behavior' that must be followed by the situational leader in order to achieve the…...

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References

Boyens, John. Tips to help you maximize your Group's performance. Nashville Business Journal. February 28, 2003. Retrieved at   on 24 February, 2005http://www.boyens.com/articles/item.asp?id=113Accessed 

Chapter 8, Leadership. Retrieved at on 23 February, 2005http://66.102.9.104/search?q=cache:pzqifEl1a5cJ:www.oup.co.uk/pdf/bt/fincham/Chapter8.pdf+Delegating,+Participating,+Selling+and+Telling+management+styles&hl=enAccessed

Famous Models, Situational Leadership. 1999. Retrieved at   Accessed on 23 February, 2005http://www.chimaeraconsulting.com/sitleader.htm .

Holverson, Michelle. Effective Leadership in the 21st Century - Part. 1. We Lead Online Magazine. Retrieved at   Accessed on 23 February, 2005http://www.leadingtoday.org/Onmag/sepoct04/mh-sepoct04.html .

Leadership theory is a complex and engaging field. Indeed, people have been studying the concept of leadership and organization for many years now. The purpose is to understand two factors. First, there is a need to understand how a group works. What are it's dynamics and how does a leader develop. Second, to refine the organization of a given group so that its leadership will be able to guide it more effectively.
In the following paper, two somewhat opposing concepts of leadership will be discussed. The first will be a concept termed Situational Leadership which is often used by corporations and companies. The second will be Servant-Leadership which is more often implemented in volunteer organizations, churches, and the military.

The concept of Situational Leadership was developed in the sixties by Robert lake and Jane Mouton. This particular model of leadership focuses on two elements, a concern for people and a concern for…...

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Bibliography

Hersey, P., & Blanchard, K. (1969) Management of Organizational Behavior. New York: Pearson Education.

Blanchard, Kenneth. Situational Leadership. Retrieved March 3, 2003, from Organizational Development Portal. Website: http://www.odportal.com/leadership/fastlearner/situational.htm

Situational Leadership. Retrieved March 4, 2003, from Teal Institute. Website: http: / / www.teal.org.uk/situation.htm

Spears, Larry. What is Servant-Leadership? Retrieved March 4, 2003, from the Greenleaf Center for Servant-Leadership. Website:  http://www.greenleaf.org/leadership/servant-leadership/What-is-Servant-Leadership.html

developmental levels of situational leadership are four in total with four styles that correspond. D1, which is low competence, high commitment and corresponds with the style of leadership known as S1 or Telling/Directing. An appropriate use of D1 and S1 would be in those instances in which followers are lacking in competence. Here, they would need to have a demonstratio of how to do peform an action or do something. The followers in these instances would be energetic and committed, willing to accept the position of the leader and being directed. Here, supervision and direction is needed to get them to begin something.
corresponds with S2 and D2 is low commitement, but some competence with S2 being selling/coaching. Followers for this instance would need some direction and supervision due to their relative inexperience. The key difference in this level is the need for the leader to show praise in order…...

HRM
he Pros and Cons of Situational Leadership

Situational leadership has become a generally accepted theory of leadership (Northouse, 2012). However, despite its attractions, it is not a perfect model due to flaws which are present in the underlying assumptions. he aim of this paper is to look at the model of situational leader, defining what it is and the way the theory fits in with practice. he advantages and the disadvantages of the model may then be assessed to demonstrate why and how this is a flawed leadership model.

Situational Leadership Model

In the past, many leadership theories have been developed in order to explain how and why leaders could be effective, with the aim of supporting leadership development. Early approaches, such as Great Man theory, trait theory and behavioral theories examined existing leaders to identify commonalities that may define good leadership, but leaders were to diverse and sufficient commonalities were not found.…...

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The situational model of leadership has undeniable advantages to support its use. The wide-scale take-up of the model indicates that it has been found highly useful; Northouse (2012), reports that of the Fortune 500 companies, but these 400 have reported utilizing the situational leadership model as part of their training programs. This indicates that organizations are founded an effective tool to help develop leaders. Secondly, the model may be argued as one which can provide practical guidance, and facilitate with the development of leaders. An underlying concept of the model is that leadership can be taught, if the potential leaders can be taught to adapt their style to meet the needs of the employees (Northouse, 2012). The model which assesses employees based on a developmental continuum facilitates a relatively simple application of the theory and practice. Furthermore, the model may be argued is built on commonsense, the abstract ideas will appeal to the intuition of many potential leaders (Northouse, 2012). The simplicity and generalization of the approach also provides model which can be applied in numerous types of situation, which is also advantageous (Northouse, 2012). The model may also have an advantage in is descriptive nature; not only does describe how leadership should take place it gives practical advice and directions on what should and should not be done in different situations (Northouse, 2012). The final major advantage is the flexibility of the model, and the recognition that employees will be different, and as such a single leadership style would not suit all employees (Northouse, 2012).

Disadvantages (negative position)

The undeniable advantages are also balanced with some significant disadvantages. While the model may have been widely used, it appears that there is only a limited amount of research this has been undertaken in order to justify the model and its assumptions (Northouse, 2012). Where research has been conducted, it is not always found in favor of the model. Vecchio, (1987) undertook research in an academic setting, studying 303 teachers located in 14 different high schools. Measurements were taken to assess the application of the model, with statistical tests indicating that situational leadership theory was only accurate for certain types of employee, especially newer employees (Vecchio, 1987). Other authors have also questioned the underlying basis of the theoretical assumptions, a valid criticism when it is considered that the origins of the model based on "quick management" practices and the desire to get instant results (Graeff, 1997). Even Hersey and Blanchard who developed a model have accepted that there is a lack of supporting research, and reported the need for further research in our own papers (Graeff, 1997). There are even some inconsistencies, is one that is assumed

Introduction Situational leadership is a style of leadership that is based on flexibility, where the leader has an adaptive style that changes depending on the situation. Blanchard and Hersey have developed the concept of situational leadership that the leader adapts the style to fit the development level of the followers being influenced (Anthony, 2018). Salesforce was named the number one company to work for in America, and its corporate culture has been described as unique. The CEO is Marc Benioff, one of the company's co-founder, who is co-CEO with Keith Block. Benioff was instrumental in defining the company's culture and its leadership style. This paper will examine leadership as Salesforce, through the lens of situational leadership.
Situational Leadership Styles
There are several different situational leadership styles, which the leader would apply to different followers and different situations as need be. The four main situational leadership styles are delegating, supporting, coaching and directing (Todorov,…...

Leadership style of the CEO of Google Inc. using situational leadershi
Larry Page and Sergey Brin met at the Stanford University in 1995 and by 1996, they built first search initially called Backub, which used links to establish the importance of the individual web pages. They continued working on the search engine, and in 1998, they founded the now worldwide-established Google Inc. Company (Larson, 2010). The company packs a lot considering the young age of the company as it now serves billions of users and customers around the globe. The mission of Google Inc. is to organize the information of the entire world and make it useful and accessible universally. The headquarters of the company is in 1600 Amphitheatre Parkway, Mountain View CA 94043. The company boasts and enjoys a vast number of employees across the globe, with an established management team representing a team of the most experienced professionals in…...

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References

Godin, S. (2009). Situational leadership by Kenneth Blanchard and Paul Hersey. Retrieved from   / on May 15, 2011.http://www.sayeconomy.com/situational-leadership-by-kenneth-blanchard-and-paul-hersey 

Nicholas Carlson, Google CEO Eric Schmidt: "We Don't Really Have A Five-Year Plan" (CLIP)|

May 20, 2009, 2:59 PM Read more:  http://www.businessinsider.com/google-ceo-eric-schmidt-we-dont-really-have-a-five-year-plan-clip-2009-5#ixzz2TwicO74K 

Larson, C. (2010). Interview: Googlopolis. Foreign Policy, (181), 152-152. Retrieved from  http://search.proquest.com/docview/748713622?accountid=35812

Leadership Application
The life and success of any organization is hinged on the leadership of that organization. An effective can transform the potential an organization has with regard to human capital and the available resources into a reality. An effective leader has the ability to propose new paradigms when old ones have become ineffective (IAAP, 2009). Effective leaders can change the minds of their followers and in the process make an organization achieve its identified goals. This paper seeks to illuminate whether the leadership at our procurement department is effective from the perspectives of the situational leadership and contingency theory approaches. The paper establishes whether the leadership and the procurement department were directive or supportive. The paper finally captures the insights that have been gained from analyzing the leadership at the procurement department.

The leader I worked with at the procurement department knew his goals and had the power to influence the…...

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References

Burns, T., Stalker, G.M., (1961). The Management of Innovation. London: Tavistock.

Graeff, C.L. (1983). The Situational Leadership Theory: A Critical View. Academy of Management Review, 8(2), 285-291.

Hersey, P. & Blanchard, K.H. (1988). Management and Organizational Behavior. Englewood Cliffs, NJ: Prentice-Hall.

IAAP. (2009). Leadership Theories and Styles. Retrieved from  http://www.etsu.edu/ahsc/documents/Leadership_Theories.pdf

Leadership is a process that helps in directing and mobilizing people. It has for the past 100 years been a subject of many studies. These studies have come up with theories of the nature and exercise of leadership. Some of these theories include trait theories of leadership, theories of emergent leadership, leadership style theories, psychodynamic theories, and the path goal theories among others. The second section of this paper focuses on evaluation of behavior of selected leaders. Leaders of different organizations exhibit specific behaviors that are in line with models and theories of leadership. Their behaviors can guide the behavior of individual followers, groups, or even teams. The analysis section touches on how leaders perceive their roles and what makes them develop as leaders. The summary wraps up all that the paper is about and what I have learnt.
Literature review

Management and leadership are interchangeably used in our everyday lives. Leadership…...

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References

Avolio, B.J., Walumbwa, F.O. & Weber, T.J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-429.

Bass, B. (2008). The Bass Handbook of Leadership: Theory, Research, and Application. New York: Free Press.

Bennis, W. & Nanus, B. (1997). Leaders: Strategies for Taking Change 2nd Edition. New York:

Collins Business Essentials.

Leadership
I have grown fond of Mr. Joe Scott because of his ability to inspire his followers to do more than they would have expected to do. He has the capability of engaging his staff's commitment in a context of shared values and vision. He is capable of aligning the interests of the organization and its members. Those who have worked closely with him attest to his ability to inspire and motivate those who are working directly under him. He is capable is inspiring change because he's idealized influence, individual consideration, intellectual stimulation, and inspiration. He can maximize mutual interest and restrain in the process of exercising his power. His leadership style broadens and elevates the interest of the follower (Mind Tools, 2013). This ends up generating awareness and motivation towards the purpose and mission of the organization. His leadership traits bring the group purpose above individual needs for the attainment…...

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References List

Mind Tools (2013). Leadership Styles: Choosing the Right Style for the Situation. Retrieved from  http://www.mindtools.com/pages/article/newLDR_84.htm 

Murray, A. (2013). Leadership Styles.  http://guides.wsj.com/management/developing-a-leadership-style/how-to-develop-a-leadership-style/

Leadership
Exercise 5-3.

The first leadership scenario is when a co-worker was calling in sick constantly, and it was clear from their attitude that they were not engaged. In this case, the supervisor did nothing, and it ended up affecting the morale of the group. As leader, I would have begun to build a case with this employee for termination, documenting the absences and the fact that they were clearly bogus. The second leadership scenario recently witnessed is a situation where a new restaurant opened up. The service standards seem very high -- the people are all obviously well-trained. This type of thing means that there is a lot of leadership, so I would be sure to reinforce these positive behaviors. This can be done by offering praise, and highlighting the actions for which the praise is being given. So not "good job," but "good job dealing with that difficult customer --…...

By the same token, by not having any specific policy implications, servant leadership theory does not expressly reject the transformational, situational or results-focused ideas of leadership. It is merely an adjunct to these theories, and is mostly useful for deciding on whether or not somebody should become a leader in the first place.
Situational Leadership and Results-Focused Leadership

These two leadership theories are opposed to one another, but they share the same philosophical underpinnings. The underlying theory of each of these leadership styles is that the leadership style is flexible, and the best leaders have the ability to utilize different styles and techniques depending on the needs of the day. here the two differ is in the understanding of the most important determinant of leadership style. Situational leadership theory argues that leaders need to adapt to the different circumstances, changing their style to suit the challenges with which they are faced.…...

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Works Cited:

The transformational leader- N.M. Tichy and M.A. Devanna ( 1990)

Servant Leadership- Robert Greenleaf

Leadership in organization - G. Yuki (2006)

Most conclusions on this approach were vague or indecisive in terms of social, psychological or mental significance (ice, 1978, 1981; Graen et al., 1972; Ashour, 1973).
Furthermore, over the years, many scholars have come to the realization that leadership is situational and hence there are many realistic settings like the environment, the employees, the resources, etc. that determine the characteristics needed in a leader as well as his/her business approach (Hershey and Blanchard, 1977, 1984). This is why it is important to first understand the different types of scenarios that a leader can face and then use those scenarios as the foundation on which most leadership techniques and approaches are built. This idea of leadership being situational is very helpful in outlining the methods through which leadership can be developed and has taken up a good part of the last three-decade of research (Mckenna, Boyd and Yost, 2007).

There were many…...

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References

Adler, a. (1946). Understanding human nature. New York: Permabooks.

Ashour, a.S. (1973). The Contingency Model of Leadership Effectiveness: An Evaluation. Organizational Behavior and Human Decision Processes 9: 335-76.

Bandura, a. (1997). Self-efficacy. The Exercise of Control. New York: W.H. Freeman. (Bass, B.M. 1985). Leadership and Performance Beyond Expectations. New York: The Free Press.

Bennis, W., and B. Nanus. (1985). Leaders. New York: Harper and Row.

Like the passages model, the leadership as a point of view model focuses on
developing one extraordinary leader its end result. The process of
achieving that end result is similar to the servant leadership process, in
that it requires the leader to focus not on levels or situations, but
instead on a formula for success, namely "seeing what needs to be done,
understanding all the underlying forces play in a situation, [and] having
the courage to initiate action to make things better" (Clawson, 2006,
chapt. 1). Still, the model's process contains facets similar to the
situational model by asking leaders to look at underlying forces, as well
as facets similar to passages model by suggesting that leadership is a
function of a person's own qualities, which must be developed over time.
By focusing on the leadership as point of view model, organizations can
solve problems relating to the confusion of leaders as those with titles
and those without, giving real leadership responsibilities to…...

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References

Charan, R., Drotter S., & Noel, J. (2003). Six Leadership Passages. In J.

M. Kouzes (Ed.)

Business Leadership: A Jossey Bass Reader, 1e. (chap. 12).

Clawson, J. (2006). Level Three Leadership, Getting Below The Surface, 3e.

Greenleaf, R.K. (2003). The Servant as Leader. In J. M. Kouzes (Ed.)

Business

Leadership: A Jossey Bass Reader, 1e. (chap. 9)

Hersey, P. & Blachard, K.H. (2003). Situational Leadership. In J.M. Kouzes

Leadership Qualifications in the orkplace
Quintessential Leader

Proposed Leadership Model

For eras there have been people and leaders have discussed what the qualifications that make a great leader are. Leadership travels all the way back to the period of the ancient Greeks. In the 1500's, there was an Italian statesman named Niccolo Machiavelli, who wrote The Prince, and in this book he talked about the different methods for leaders to use in obtaining power (Leadership 2003). This all led to the current events dating to the early 1900's and what has been used and developed in today's society. There are a lot of theories of what a leader in the workplace should have and the idea that leaders during history have been people who were seen or looked up to as leaders and deeply appreciated. As people say "There are those that lead and those that follow." An individual with excellent leadership skills…...

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Works Cited

Akinboye, J., 2005. Executive behaviour battery. Ibadan: Stirling-Horden Publishers.

Borman, W., 2004. The concept of organizational citizenship. Current Directions in Psychological Science, 13(6), p. 238 -- 241.

Cameron, J.D.E.K.R. & R.R., 2001. Extrinsic rewards and intrinsic: Reconsidered once again.. Review of Educational Research, pp. 30-54.

Charlton, G., 2000. Human Habits of Highly Effective Organisations.. Pretoria: Van Schaik Publishers.

Current Thesis Statement:

The leadership in the book Band of Brothers is significant.

Strengthened Thesis Statement:

The portrayal of leadership in HBO's miniseries Band of Brothers, based on Stephen Ambrose's book of the same name, elucidates the multifaceted nature of leadership and its profound impact on the men of Easy Company, 506th Parachute Infantry Regiment, 101st Airborne Division during World War II.

Explanation of Strengthening:

1. Clarity and Specificity:

The original thesis statement is vague and general, simply stating that leadership is significant. The strengthened statement clarifies that the focus is on the portrayal of leadership in a specific work (Band of Brothers) and its impact....

Measuring a leader's effectiveness can be achieved through various methods, such as using key performance indicators (KPIs), conducting 360-degree feedback assessments, employee engagement surveys, and tracking team or organizational outcomes. By applying leadership theories in real-world scenarios, a leader can improve their effectiveness by:

1. Understanding and applying different leadership styles: Leaders can assess their natural leadership style and adjust it based on the situation and the needs of their team. For example, a leader may need to be more participative in decision-making during times of change or uncertainty.

2. Developing emotional intelligence: By understanding and managing their own emotions, as well....

Measuring Leadership Effectiveness

Quantitative Metrics:

Performance Reviews: Objective assessments of team performance, productivity, and goal achievement, often based on Key Performance Indicators (KPIs).
Employee Satisfaction Surveys: Feedback from employees on leadership style, communication, and support, providing insights into employee morale and engagement.
Financial Data: Measurable financial outcomes, such as revenue growth, profitability, and cost reductions, can indicate the impact of leadership on organizational success.

Qualitative Metrics:

360-Degree Feedback: Comprehensive assessments from superiors, peers, and subordinates, providing a holistic view of leadership strengths and areas for improvement.
Observational Studies: Direct observation of leaders in action, focusing on communication, decision-making, and interactions with others.
....