effects of credit default on performance of commercial banks
KISII UNIVERSITY
ELDORET CAMPUS
CORPORATE LEADERSHIP – DBAM 903
TO: DR. KEMBOI AMBROSE.
TASK: LEADERSHIP
TUWEI TECLAH DCB/10071/14 …………
LEADERSHIP STYLES
INTRODUCTION
The mystery of why one leader 's style is more effective than another 's is unsolved. Leadership style consists of a leader 's general personality, demeanor, and communication patterns in guiding others toward reaching organizational or personal goals. Leadership style research has been dominated by self-report perceptions of subordinates about their leader 's behavior patterns in decision making, interpersonal relations, planning, instructional leadership, and management efficiency Fiedler, F. (1973). According to E. Fleishman, ed. & J. Hunt (Eds.), (2005), among widely used instruments to assess leadership style are:
i. Organizational climate description questionnaire (OCDQ), ii. Leadership behavior description questionnaire (LBDQ), and iii. The organizational health inventory (OHI).
In a research carried in college, E. Fleishman, ed. & J. Hunt (Eds.), (2005), stated that these instruments gather faculty and staff perceptions of the leadership style of the principal and other organizational dynamics in a school organization. The results of these perceptions have been helpful to principals who may see themselves as democratic, inclusive leaders, while the data reveal an authoritarian, aloof bureaucrat.
A leader may organize for and believe in site-based decision making, but subordinates ' perceptions may reveal that the leader “owns” the site and makes all decisions. There is little empirical research about why some leadership styles in certain situations are triumphant successes and others are dismal failures. Key to note is that there is general consensus among researchers that some leaders are better than others in reading the environment and adjusting their style to address issues thus their success.
Categories of
ELDORET CAMPUS
CORPORATE LEADERSHIP – DBAM 903
TO: DR. KEMBOI AMBROSE.
TASK: LEADERSHIP
TUWEI TECLAH DCB/10071/14 …………
LEADERSHIP STYLES
INTRODUCTION
The mystery of why one leader 's style is more effective than another 's is unsolved. Leadership style consists of a leader 's general personality, demeanor, and communication patterns in guiding others toward reaching organizational or personal goals. Leadership style research has been dominated by self-report perceptions of subordinates about their leader 's behavior patterns in decision making, interpersonal relations, planning, instructional leadership, and management efficiency Fiedler, F. (1973). According to E. Fleishman, ed. & J. Hunt (Eds.), (2005), among widely used instruments to assess leadership style are:
i. Organizational climate description questionnaire (OCDQ), ii. Leadership behavior description questionnaire (LBDQ), and iii. The organizational health inventory (OHI).
In a research carried in college, E. Fleishman, ed. & J. Hunt (Eds.), (2005), stated that these instruments gather faculty and staff perceptions of the leadership style of the principal and other organizational dynamics in a school organization. The results of these perceptions have been helpful to principals who may see themselves as democratic, inclusive leaders, while the data reveal an authoritarian, aloof bureaucrat.
A leader may organize for and believe in site-based decision making, but subordinates ' perceptions may reveal that the leader “owns” the site and makes all decisions. There is little empirical research about why some leadership styles in certain situations are triumphant successes and others are dismal failures. Key to note is that there is general consensus among researchers that some leaders are better than others in reading the environment and adjusting their style to address issues thus their success.
Categories of
References: Alan Murray (2013) The Wall Street Journal Guide to Management”, Harper Business. Conger, J.A. & Pearce, C.L. (2003). A Landscape of Opportunities: Future Research on Shared Leadership. In Pearce, C.L. & Conger, J.A. (eds). Shared leadership: Reframing the hows and whys of leadership.London: Sage publications. Cox, J.F., Pearce, C.L Russel L Ackoff (2012), A systematic view of transformational leadership, Cambridge University Fletcher, J Troiano, P. (1999). 'Sharing the Throne ', Management Review.Vol. 88:2, 39-43. Hoyle, J. (2002) Leadership and the force of love.Thousand Oaks, CA: Corwin Press. Dimmock, C., & Walker, A. (2005) Educational leadership: Culture and diversity.Thousand Oaks, CA: Sage. Fiedler, F. (1973) Recent developments in research on the contingency model. Southern Illinois University Press E Yukl, G. A. (2010). Leadership in organizations. (7th ed.). Prentice-Hall. Conger, J. A., & Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings Conger, J. A., Kanungo, R. N., & Menon, S. T. (2000). Charismatic leadership and follower effects Fiol, C. (1999). Charismatic leadership: Strategies for effecting social change. Leadership Quarterly Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their consequences Meese, E. III (1999). The leadership of Ronald Reagan. On Principle Shamir, B R. Mark Bell (2013), Charismatic Leadership: Emerging Leadership Journeys. Regent University Hoerr, J., & and Collingwood, H Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision