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I attached everything please complete and follow instructions cite everything , I attached what needs to be done and some examples of what I have been doing these pass weeks since the assignment is based off of that so you have an idea

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week 3 by Jennif er Vazquez Submission date: 03-Dec-2018 07:44AM (UT C-0700) Submission ID: 1049560102 File name: historical_and_contemporary_leadership_theories_complete.docx (20.86K) Word count: 1147 Character count: 6661 week 3 ORIGINALITY REPORT 2 % SIMILARIT Y INDEX 1% 1% 2% INT ERNET SOURCES PUBLICAT IONS ST UDENT PAPERS PRIMARY SOURCES 1 Submitted to Colorado State University, Global Campus 2% St udent Paper 2 1% journals.sagepub.com Int ernet Source Exclude quotes On Exclude bibliography On Exclude matches Of f
Running Head: HISTORICAL AND CONTEPORARY LEADERSHIP THEORIES Historical and Contemporary Leadership Theories Name: Jennifer Vazquez Instructor: John Denigris Date: 12/03/2018 Historical-oriented Leadership Theories HISTORICAL AND CONTEPORARY LEADERSHIP THEORIES 1. a. 2 Great Man Theory This theory emerged in the 19th century. During this period, leadership was attributed to be a man’s job, especially in the military forces. The theory suggests that great leaders were born (Spector, 2016). The traits are intrinsic, and not something that could experience acquisition. b. However, there were no standardized measures of identifying which human characteristics best fit the role of a good leader. Thomas Carlyle popularized this theory. In his book On Heroes, Heroic-Worship, and the Heroic in History (Spector, 2016), the writer mentions that such leaders are heroic, and always rise to the occasion when a situation demands. c. The central theme in this model is that leaders are born. The trait occurs naturally, as opposed to other models that insist on nurturing people (Spector, 2016). Examples include royalty, like the case in England. As long as one is of the royal family, he is bound to lead. 2. a. Trait Theory Here, it had undergone subjection the belief that certain qualities eminently qualified a person to be a leader. These traits included being responsible, wisdom, intelligence, creativity, solution provider, and charisma. b. An American psychologist, Gordon Allport, identified a series of personalities that would experience exploitation as a measure for the desirable traits. Psychologists majored in evaluating the social, physical, and mental behaviors that distinguished the common folk from the ‘chosen few.’ c. However, the personality tests did not give reliable information. The only visible traits that could become identified among different leaders were the ones seen to be a little taller, or more HISTORICAL AND CONTEPORARY LEADERSHIP THEORIES 3 intelligent than the other (Spector, 2016). This approach did not provide a definite reason for qualifying someone as a talented leader 3. a. Situational Theory A given situation demanded the rise of a leader. This theory bases its argument on the flexibility of a leader. The most competent leaders always satisfied the needs of the current circumstances. b. The method is simple to apply because it focuses on the ability of an individual to direct, support, coach, and delegate duties to his followers (Landis et al., 2014). It also acknowledges the disparities that can come about in any society regarding leadership. The followers have the right to identify with the individuals they deem to be the best fit for management roles. 4. a. Behavioral Theory This theory is the exact opposite of the Great Man theory. It states that excellent leaders are made, not necessarily born with qualities (Landis et al., 2014). Individuals can be nurtured and trained, or learn through observation. b. This theory focus on the actions taken by leaders (Spector, 2016), and not their intrinsic traits or personalities. Comparative analysis of the Historical Theories HISTORICAL AND CONTEPORARY LEADERSHIP THEORIES 4 All the theories acknowledge that great leaders must possess certain qualities, whether acquired or intrinsic (Spector, 2016). The behavioral approach differs from the great man theory in that it believes that great leaders are not born but made. Contemporary Leadership Theories 1. Transformational leadership theory a. This theory emphasizes the skill of a leader to bring a difference in the existing processes. The followers are allowed to work together with the master, and everyone’s opinion counts during decision making (Landis et al., 2014). Leaders are expected to lead by actions, not words. b. The fundamental intention is to have someone who can initiate change. That individual is to come up with suggestions that can undergo usage to link old ways of governance with new ideas (Northouse, 2018). At the same time, this leader focuses on the individual development of his servants. 2. The Transactional Leadership theory a. Here, leaders figure out how to make the most from the leader-servant relationship. b. Best performing servants are subject to rewarding with some token in the form of cash, promotion, or special recognition (Northouse, 2018). The followers who do not yield results face punishment. c. The leader does not focus on individual development but the improvement of the whole society. They are incredibly influential and have servants who follow them loyally. 3. Servant Leadership Theory HISTORICAL AND CONTEPORARY LEADERSHIP THEORIES a. 5 The leader is to ensure that all his followers are satisfied, and sometimes sacrificing their own needs to suit the wants of his servants (Chemers, 2014). b. The primary focus is on the ethics of the leader, his capability of steering community development, and selflessness. 4. Authentic Leadership Theory a. This theory entails the basis of an individual being himself when it comes to leadership roles (Northouse, 2018). Despite the circumstances of the environment, this theory suggests that a great leader should be true himself and his ideals. b. He or she should make strategies based on past experiences, and not conform to the prevailing situations. A Comparative Analysis of Contemporary Leadership Theories a. Similarities All the contemporary leadership theories acknowledge the importance of service to society (Chemers, 2014). In all styles, every leader focuses on improving the current status of leadership to a better one. Transformational and Servant leadership theories are alike. In both, the leader prioritizes the needs of his followers (Northouse, 2018). Servants and their masters work in harmony to bring progress to the community, and everyone’s point of view becomes considered. b. Differences HISTORICAL AND CONTEPORARY LEADERSHIP THEORIES 6 Authentic Leadership Theory is not affected by changes in the environment (Chemers, 2014), while transactional, servant and transformational styles are affected. The transformational theory is all-round development oriented, regarding the feelings of the subjects in all aspects while Transactional perspective does not care about what the servants think or feel (Chemers, 2014). This theory only factors in the skills of people to be productive irrespective of the costs involved. Relational analysis of Comparative Leadership Theories and Historical Leadership Theories Historical leadership theories like Trait Theory and Great Man Theory characterize leaders as people who are born with such traits, perceived as heroes in the society, and given a particular rank. Behavioral theory relates to contemporary methods of the modern day (Ma, & Tsui, 2015). It believes, like authentic, and servant leadership styles that great leaders are made not necessarily born with such traits. What makes an exceptional leader is their ability to relate to their subjects. In conclusion, proper leadership methods are vital for the development of every society. Choosing who spearheads existing activities is essential, that is why scientist and psychologists came up with standards that help people today analyze who is best fit for which job and specified time. References HISTORICAL AND CONTEPORARY LEADERSHIP THEORIES 7 Chemers, (2014). An integrative theory of leadership. Psychology Press. Landis et al., (2014). A synthesis of leadership theories and styles. Journal of Management Policy and Practice, 15(2), 97. Ma, & Tsui, (2015). Traditional Chinese philosophies and contemporary leadership. The Leadership Quarterly, 26(1), 13-24. Northouse, (2018). Leadership: Theory and practice. Sage publications. Spector, (2016). Carlyle, Freud, and the great man theory more fully considered. Leadership, 12(2), 250-260.
Running head: WRITING 1 Dealing with Poorly Performing Employees Institutional Affiliation Name; Jennifer Vazquez Instructor: Leah Hollis Date: 10/18/2018 Dealing with Poorly Performing Employees Leadership Style Depending on the scientific research, leadership style includes the manager's conducts and attitudes of supervision and governance. It emerges from the individuality characteristics, experience, thoughts and philosophy of the directors. Leadership engages as an original efficient method of controlling the organizational employees and the firm at large. Furthermore, the incorporation of a novel leadership style causes the efficient management of the workers as well as the improvement of their performance. The effective manager has to be an excellent diagnostician and then implement techniques of meeting the situation demands in which they work (Iqbal, Anwar, & Haider, 2015). Various management styles always get utilized, which fit the workers regarding the directions amount, empowerment and the power of decision making. A managerial incident reflects the leadership contingency and style while condition and performance criteria left suffocated on their own. Thus, subordinates' performance gets affected with the insufficient proper direction and the strategic style application in controlling activities. WRITING 2 Leadership Style and the Employee Performance The performance of an employee incorporates meeting deadlines, competency, executing distinct roles and effectiveness in doing operations. Different firms require robust leadership styles, which facilitate the worker's performance. However, the poor performances become associated with the low profit, reduced innovation, and incapability of meeting working targets that arise due to the insufficient strategic intercession of given leadership styles. Therefore, the type of leadership style influences the performance of the worker. In this article, there are various styles included such as democratic, autocratic and participative styles. For instance, for employees to perform better, they need a democratic or a participative leader, who rarely makes organizational choices and leave for their subordinates to do so. Such leaders delegate duties to their workers and then assist their trusted members (Iqbal, Anwar, & Haider, 2015). In the long run, it becomes more productive for the company due to increment in productivity because of the empowerment and more dedication to their duties as well as the departmental objectives. They invite their members and persuade them to play a significant task in decision making. However, the most effective controlling style is participative. Leadership Style Similarly, leadership style is a strategic plan, which a company undertakes to impact the employee and organizational performances positively. It also asserts that the leadership style influences the employee performance within a company. The method gets defined as the persistent behavioral pattern exhibited by managers that they utilize in affecting their employees to accomplish the company goals (Khoza, Chetty, & Karodia, 2016). It is a manner, through which the directors offer directions, execute plans and encourage people and their attitude to WRITING 3 every function they perform. In the effective working environment, the leadership style becomes adapted to the traits of the manager, team member and the nature of the condition. Leadership Style and the Employee Performance Just like in the previous excerpt, the achievement of good results from the employees, the team director has to incorporate concern for the need to stimulate high morale, an art of cooperation and involvement, and compliance to work. The attention offered to the management base on the hypothesis that team members are more prone to work efficiently for leaders who instill in them a given leadership mode than they those who adopt the opposite styles. Though this part involves the three leadership styles including the autocracy, laissez-faire, as well as the democratic styles, the most appropriate leadership technique responsible for motivating the poor employees, is the democratic style (Khoza, Chetty, & Karodia, 2016). This form of style shows a democratic leader as the one liable for assigning authority to the junior members, motivate participation, depends on the knowledge of the employees for the accomplishment of the job, and relies on the member influence respect. In most business fields, the managers cannot have all the answers thus enabling the team leader and members to share their points of view as well as leadership. In the end, the members also have to voice while making decisions, policy determination, execution of the systems and procedures. As a result, this form of management approach caused enhanced productivity and job contentment. Leadership Style In this third article, management approach is the most significant aspect that impacts the workers' perceptions and conducts including company commitment. The firms require subordinate staffs who become dedicated in their delegated roles and responsibilities to allow them to contribute to the corporation's survival in the market stiff competition. The focus majors WRITING 4 on how the managerial members within an institution obtain an effective leadership method of achieving the stipulated goals and objectives (Veliu et al., 2017). Leadership Style and the Employee Performance In the business set up, there seem to be several ways of heading the institutions as there are managers. Furthermore, the most thriving leaders have integrity, they instigate heir junior members with a future mutual vision, they set precise organizational goals and encourage individuals towards them, they control delivery and communicate effectively with the team members. Conversely, management is never a "one size fit all" and approaches differ critically between the victorious leaders. The styles of leadership enhance or demoralize the interest and dedication of a person in an organization. Therefore, there is a need for a manager to seek for the leadership style, which determines the leadership trait, behavior, and impact. Various approaches bring about multiple outcomes with the direct or indirect influence on the perception and conduct of the workers. In this article, the integrated approaches are the autocratic, bureaucratic, charismatic, democratic, laissez-faire, transformational, and transactional (Veliu et al., 2017). Thus, those styles motivating the employees' performance are the charismatic, democratic, and lastly transformational. First, a charismatic leader offers an environment full of liveliness and constructive reinforcements. They also inspire and motivate members to perform their very best, and so workers will always work so hard to impress their leader. A transformational leader is the one transforming and inspiring the team members to work past expectation. Such managers propose to boost the intellectual growth, team spirit, confidence and enthusiasm among the employees thus motivating them to be focused on mutual wellbeing and attaining organizational objectives. WRITING 5 References Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review, 5(5), 1-6. Khoza, N., Chetty, N., & Karodia, A. M. (2016). Impact of Leadership Style on Employee Performance in the Forensic Science Laboratory of the South African Police Service in Amanzimtoti. Kuwait Chapter of the Arabian Journal of Business and Management Review, 6(1), 50. Veliu, L., Manxhari, M., Demiri, V., & Jahaj, L. (2017). THE INFLUENCE OF LEADERSHIP STYLES ON EMPLOYEE'S PERFORMANCE. Management (16487974), 31(2). WRITING 6 An analytical framework, explaining how to Deal with Poorly Performing Employees Leadership styles helping in dealing with the Poorly Performing Employees Article 1: Article 2: Article 3: (Iqbal, Anwar, & Haider, 2015) (Khoza, Chetty, & Karodia, 2016) (Veliu et al., 2017) Democratic Style Participative Style Charismatic Style Transformative Style
Running head: LEADERSHIP ETHICS 1 Leadership Ethics Name: Jennifer Vazquez Professor: John Denigris Date: 12/17/2018 LEADERSHIP ETHICS 2 How Safe Is Safe case? 1. As a company, would you describe PPI as having an identifiable philosophy of moral values? How do its policies contribute to this philosophy? From a company point of view, it would be better to describe PPI as the epitome of good morals. All reasons are there in this support. All profit organizations aim at making money at all costs. Many cut corners at the expense of future for making quick gains. The facility is facing some technical problems, and of which are addressed through new equipment's, repairs as well as the change of designs in the workflow. The inspectors in the facility raise concerns of improvement, but the overall safety of the company improves every year. PPI can keep the facility to be in code to ascertain with the law. However, PPI goes an extra mile by ensuring the safety of the facility. This is beyond their narrow business interests (Ciulla et al., 2018). By so doing, it creates a good working environment for the employee of which is an element of good morals. 2. Regarding safety issues, how does management see its responsibilities toward its employees? How do the attorneys look at their duties toward PPI? The PPI management possesses a great sense of responsibility towards the employees’ safety. The PPI management emphasized employee safety. It was working hard to make it a priority. From the case, the management invests many resources with the main aim of maintaining a safe working environment for its employees. On the other hand, the attorneys view role to the company more differently, about how PPI views its responsibility towards its employees. Attorneys' views can be classified as the egoism ethical perspective (Ciulla et al., 2018). Their main aim is to protect PPI as they gain themselves and not for the benefit of the LEADERSHIP ETHICS 3 employees as they pretend to do. Their concerns are however acceptable as the legal advisor of the company, and any arising claim might affect them. Their interests in the PPI hiring external auditors is on the ground. LEADERSHIP ETHICS 4 Reference Ciulla, J. B., Knights, D., Mabey, C., & Tomkins, L. (2018). Guest Editors’ Introduction: Philosophical Approaches to Leadership Ethics II: Perspectives on the Self and Responsibility to Others. Business Ethics Quarterly.

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