Exemplary Leadership
Abstract
In order to be a successful leader, one must have specific virtues to qualify them as effective. This analysis examines how a leader utilizes organizational power, the magnitude to which the leader is constrained by contingency factors, how the leader deals with ethical issues, and the leader’s decision-making style and influence tactics in addition to other characteristics. The leader detailed in this analysis is proven to be effective based on certain qualities and the methods he employ to successfully reach the organization’s goal, and motivate the employees to efficiently meet their subdivision and complete organizational goals. Upon completion of this analysis, it is recommended that a study is done to assess if factors such as age, sex, heritage, etc. contribute to the type of leader one becomes.
Introduction Leaders are an essential part of every organization. The quality of leaders determines the success of the organization. There are exemplary leaders, and there are leaders that can learn a thing or two. What is a leader? Colquitt, Lepine, and Wesson (2011) define leadership as the use of power and influence to direct the activities of followers toward goal achievement (p. 451). This analysis will chronicle an exemplary leader that many other leaders can learn from. The analysis will assess the leaders use of sources of organizational power, how the leader is constrained by contingency factors, how the leader makes decisions, his influence tactics, and how ethical issues are dealt with.
Context
My boss at the job that I currently hold is a prototypical leader and the example chosen for this analysis. While studying Management at Howard University, one subject that was constantly visited is what makes a proficient leader. I always wondered where all of my bosses learned their horrible leadership skills from until I crossed paths with my present boss. His kindheartedness, importable nature, and accommodating temperament raises the bar for
In order to be a successful leader, one must have specific virtues to qualify them as effective. This analysis examines how a leader utilizes organizational power, the magnitude to which the leader is constrained by contingency factors, how the leader deals with ethical issues, and the leader’s decision-making style and influence tactics in addition to other characteristics. The leader detailed in this analysis is proven to be effective based on certain qualities and the methods he employ to successfully reach the organization’s goal, and motivate the employees to efficiently meet their subdivision and complete organizational goals. Upon completion of this analysis, it is recommended that a study is done to assess if factors such as age, sex, heritage, etc. contribute to the type of leader one becomes.
Introduction Leaders are an essential part of every organization. The quality of leaders determines the success of the organization. There are exemplary leaders, and there are leaders that can learn a thing or two. What is a leader? Colquitt, Lepine, and Wesson (2011) define leadership as the use of power and influence to direct the activities of followers toward goal achievement (p. 451). This analysis will chronicle an exemplary leader that many other leaders can learn from. The analysis will assess the leaders use of sources of organizational power, how the leader is constrained by contingency factors, how the leader makes decisions, his influence tactics, and how ethical issues are dealt with.
Context
My boss at the job that I currently hold is a prototypical leader and the example chosen for this analysis. While studying Management at Howard University, one subject that was constantly visited is what makes a proficient leader. I always wondered where all of my bosses learned their horrible leadership skills from until I crossed paths with my present boss. His kindheartedness, importable nature, and accommodating temperament raises the bar for
References: Colquitt, J., Lepine, J., Wesson. M. (2011). Organizational Behavior: Improving Performance and commitment in the workplace. New York, NY: McGraw-Hill Gardner, W. L., & Ceasar, D. (2004). Transition to Self-Directed Work Teams: Implications of transition time and self-monitoring for managers ' use of influence tactics. Journal Of Organizational Behavior, 25(1), 47-65. Grant, A. M. (2012). Leading with Meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy Of Management Journal, 55(2), 458-476.