Leadership ModelEssay Preview: Leadership ModelReport this essayWhat is leadership? Leadership is “the behaviour of an individual when he is directing the activities of a group towards a shared goal”. (Hemphill and Coons, 1957, p.7) A leader is interpreted as someone who sets direction in an effort and influences people to follow that direction. How they set that direction and influence people depends on a variety of factors. To really comprehend the “territory” of leadership, one should briefly scan some of the major theories, notice various styles of leadership and review some of the suggested traits and characteristics that leaders should have. There are many leadership theories. Arthur G. Jago (1982) proposed a framework that organizes lea
Over time, a number of theories of leadership have been proposed. Here are some of the main ideas.Great Man TheoryTrait TheoryBehavioral TheoriesRole TheoryThe Managerial GridParticipative LeadershipLewins leadership stylesLikerts leadership stylesSituational LeadershipHersey and Blanchards Situational LeadershipVroom and Yettons Normative ModelHouses Path-Goal Theory of LeadershipContingency TheoriesFiedlers Least Preferred Co-worker (LPC) TheoryCognitive Resource TheoryStrategic Contingencies TheoryTransactional LeadershipLeader-Member Exchange (LMX) TheoryTransformational LeadershipBass Transformational Leadership TheoryBurns Transformational Leadership TheoryKouzes and Posners Leadership Participation InventorySee alsoMotivation theories, Theories about powerLeadership stylesDisciplines > Leadership > StylesThere are a number of different approaches, or styles to leadership and management that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others.
Charismatic LeadershipParticipative LeadershipSituational LeadershipTransactional LeadershipTransformational LeadershipThe Quiet LeaderServant LeadershipAdditional researchThe Managerial Grid: Blake and Moutons people-task balance.Lewins leadership styles: Three original styles.Likerts leadership styles: from autocratic to participative.Six Emotional Leadership Styles: from Mr. Emotional Intelligence, Daniel Goleman and friends.See alsoBeliefs, Culture, Preferences, ValuesThe Managerial GridDisciplines > Leadership > Leadership styles > The Managerial GridDescription | Discussion | See alsoDescriptionLeaders may be concerned for their people and they also must also have some concern for the work to be done. The question is, how much attention to
the people you trust, and how much of it is about the individuals in the group? These are questions that define the management role. We can help, with the above examples, with how to work out how much of a responsibility the managers want.
How do we make a person comfortable working with me and their work
The Management Grid: The Managerial Grid does not require a great deal of preparation, nor does it require a great deal of concentration on the individuals involved. It offers a practical, efficient way for people to get the most out of working at work. It works on top of some of the things we need to do well in order to be effective in a workplace, but it does not require that you be on the lookout for problems with the group.
For more information read the book The Managing Grid: Leadership in a New York City City.
Work: What is your experience of being treated differently, or have you experienced significant job losses or other problems, as you’ve worked in an organization or within a group of organizations?
How do you know that? First and foremost, is the leader of the organization comfortable with who you are? How comfortable would you be working with your colleagues? Are you comfortable talking to someone who has been with you for only short years, or would you be more comfortable speaking to someone who has been with you for as long as you have been employed? Are you comforted when each and every one of these questions will get out, and when you are comfortable to look back and feel as though an individual’s mind is being worked upon? How comfortable would you be in a meeting with someone or if someone just gave you a brief interview to make sure you were understood and could talk to them? Is it possible to bring people together where they can build trust, trust in each other? Are there any other things that give you an idea of how you actually act on issues?
What are you expecting with your job, work or job interview?
These are some of the things you should be trying to think about when looking for a job–and what to expect from a successful project.
The Managerial Grid: What is your approach to meeting people in an organization? How comfortable is that meeting going to be? Is there any time you go there the first week or second week, or the third week? The Managerial Grid does not require a great deal of preparation, nor does it require a great deal of concentration on the individuals involved. It offers a practical, efficient way for people to get the most out of working at work. It works on top of some of the things we need to do well in order to be effective in a workplace, but it does not require that you be on the lookout for problems with the group.For more information read the book The Managing Grid