Great Man Theory Of Leadership

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

Throughout time, many books and papers have been written to study the birthplace of leadership failure, its causes, results, and ultimately, the best way to oversea these situations to avoid future failures. Some leadership experts, may argue that the best way to learn how to lead, is to study successful leadership outcomes and more importantly, how former miscalculations were committed and as a result, what gran plan was used that resulted in the leaders turnaround success. To be a great leader, the individual has to be cognate of what elements, including external and internal impact, resulted in their failure, as well as, how to avoid leadership oversight in the future. In this paper, I will attempt to do just that, as I will incorporate the transactional and transformational leadership theory from this course and apply them to the leadership failures of one of the most entertaining leadership failures of all time: the DeLorean Motor Company.

Transformational leaders poses a variety of skills that “motivates followers to do more than expected, by (a) raising followers’ levels of consciousness about the importance and value of specified and idealized goals, (b) getting followers to transcend their own self-interest for the sake of the team or organization, and (c) moving followers to address higher level needs” (Northouse, 2013, p. 190). Besides having specific skills to motivate followers, transformational leaders possess dominant personalities, have a desire to influence others, are self-confident, have high moral values and exhibit charismatic behavior (Northouse, 2013).

Transformational leadership theory creates a positive change in their followers. This type of leadership takes care of the organizational interests and acts in the welfares for overall group as a whole. With this type of leadership, the leader increases the motivation, self-esteem and performance with their team (Kovjanic et al., 2012). Transformational leadership theory exceeds transactional leadership and rather than explaining a set of particular behaviors; it charts a continuing process by which "leaders and followers raise one another to higher levels of morality and motivation" (Antonakis & House, 2014). Transformational leadership theory is based on leadership with morals and significance, and a purpose that exceeds short-term objectives

This paper summarizes the article written by Cam Caldwell, Rolf D. Dixon, Larry A. Floyd, Joe Chaudoin, Johnathan Post, and Gaynor Cheokas regarding the need for a new type of leadership in today’s social work environment, defined as Transformative leadership. The article itself varies in the definition, however in a broad sense Transformative leadership is maintaining good moral standing and sound business ethics among employees and individuals inside and outside the workplace. However, in order to reach this theoretical level of business related moral and ethical leadership known as

Describe the role of leadership types within teams. What are some of the primary reasons teams fail? What can be done to ensure team success? Give a personal example of team success. Support your discussion with appropriate leadership theories that apply.

Albion, M. J., & Gagliardi, R. E. (2007). A study of transformational leadership, organizational change and job satisfaction. Retrieved from http://eprints.usq.edu.au/3098/1/Albion_Gagliardi.pdf

Transformational leadership is something I have experienced as both an employee and manager. So I relate to this style and I recognize the possibilities within. However, this style of leadership is not easy in today’s workplace. This is especially true when you try to be positive to employees who display negative attitudes all the time. So this can be challenging for some managers. In this paper, I will talk about transformational leadership as part of the future of management. I will try to elaborate more on why not every manager can be transformational. Yet, I do believe and support this style of management. I believe it can be learned, but I also believe it is not born within us. Transformational leadership is ideal for management today

Being able to lead a group or someone is a very powerful action. Being a leader in general is very powerful. Leadership is an art that is painted, sculpted, and displayed in all sorts of ways. There are many different styles of leadership that correspond with different tasks. From transformational leadership to laissez-faire leadership, there are various styles throughout the continuum. A transformational leader is one of the best, more successful leadership style. When going down the continuum, the leadership styles only become less effective. Everyone also falls in distinctive categories when it comes to leading others. The leadership style that is displayed depends on the person leading and those who are being led along with the task.

Since transformational leadership is such a powerful force for change, history has seen its fair share of transformational leaders. Leaders in sports, politics, religion and business have used the transformational style to implement their visions and change the structures around them. Examining these leaders can help understand the frameworks and characteristics of this leadership style in detail.

The implications of transformational leadership on a firm’s employees and the success of the firm overall are areas of ongoing research according to Ismail, Mohamed, Sulaiman, Mohamad, and Yusuf (2011). The authors make the case that in a changing global environment transformational leadership styles, rather than transactional styles, are a means organizations are using to meet their strategies (p. 90). They argue previous research suggests that some aspects of transformational leadership, such as empowerment, may motivate the followers to unite, change their own goals, and

As a leader and a manager, I continued to read a lot of articles on transformational leadership. I subjected myself to taking a lot of questionnaires on leadership prepared by popular leaders such as Blanchard, Gladwell, Maxwell, Burns, Riggio and Bass.

Leadership styles have evolved with mankind since the beginning. Tribal leaders in the past were responsible for almost every facet of their clan’s well-being, including basic life necessities. As times evolved leaders took on more of a political role and the ruled kingdoms and became responsible for their civilizations continued existence. These leaders demanded loyalty from their subjects as their empire’s very existence relied on it. In today’s corporate landscapes, leadership demands innovation as this is the life source which propels a company forward and guarantees its existence in the future. The ability to engage and captivate a workforce is only something true

Research on management and leadership in organizations over the past century shows there are still no clear definitions or answers about what counts as effective and successful leadership; the field remains varied and argued. Actual studies of leadership began in the early twentieth century. The research and studies on leadership have resulted in defining what characters, traits and attitudes are considered to be significant for leaders to possess. The early studies of leadership theories focused on the person and their behaviors, currently known as leadership trait theories and behavioral theories. It is important for organizational leaders and managers to understand what characteristics, traits and actions of an individual mark a great leader when forming a strong diverse workforce.

As pointed out by Keskes I. (2014), fundamentally, the empirical and meta-analytic studies suggest that subordinates working with transformational leaders are more committed to their organizations and demonstrate fewer withdrawal behaviours (Bono & Judge, 2003). Besides, Bass and Avolio (2004) maintain that transformational leaders perceive the strategic goals of the organization. They argue that transformational leaders are more sensitive to their environment and thus formulate and disseminate strategic goals that capture both the attention and the interest of their followers. Besides, managers who have a transformational leadership style will focus on the big picture of the organization and try to encourage the employees to have the same