The Types of Leadership-Free-Samples for Students-Myassignment

Question: Discuss about the Leadership. Answer: Introduction A leader can be termed as one who supervises and mentors others in an organization, a community, or a political body like a state or country. The temperament of leadership is born with the intrinsic will and perseverance to influence others towards a common goal. This essay attempts to evaluate and analyse some of the aspects and theories of leadership that willing future leaders may find useful and necessary to inculcate. Key Areas of Leadership The word leader is not confined just to people with immense power and support at their disposal; but means anyone who inspires and mentors his companions or colleagues towards a common goal. Thus, the chieftain of a tribe or the headman of a group of colliers is as much a leader as was Winston Churchill or Mahatma Gandhi. Transformational Leadership: Transformational leadership has unfolded from the basics of transactional leadership; it has four additional aspectscharisma and a constructing influence showing that the leader is revered and respected, intellectual growth, motivation, and acknowledgement of the personal gaps between workers. This leadership style is more inspirational than any other leadership style and the transformational leaders shows adequate competency for engaging followers. The leaders under this style consistently work towards encouraging the fellow team members for achieving remarkable and outstanding results. Conservative notions about how a leader should bully around and exploit subordinates, need to be replaced by transformational leadership and such novel ideas (Breevaart et al., 2014). Contingency Leadership: Contingency leadership style contains the quality of preparing the team for future overcoming. In general, this particular leadership style includes the prediction of the individuals behavioural outcome in the future for any particular situation. The contingency leadership style shows the competency of the leaders under this style, in balancing the thought process for present as well as future situations (Odhiambo Hii, 2012). The contingency leaders are able to think about the future hurdles, and manage and develop the team accordingly, which further helps the organization to prepare their strategies to avoid the adverse effect. Charismatic Leadership: Charisma, the capacity to motivate followers to as far as to considering the collective target as their own target, is one key quality that connects eminent leaders throughout time; varying from Mark Anthony, Prophet Mohammed, Abraham Lincoln, Vladimir Lenin to Nelson Mandela. Charismatic leadership can be further elaborated as the possession of three principal qualitiesvision for the future, innovative thinking, and a brotherly responsiveness to comrades and their betterment (Zehir et al., 2014). . Howard Schultz, for instance, started out as a salesperson for Xerox Corporation; he strove up the corporate hierarchy, owing to his foresight and innate leading abilities, culminating in his deserved position as the CEO of Starbucks, one of the worlds largest cafe-chains . A leader in the most appropriate sense, Schultz is the principal reason behind a $ 3 billion fortune for Starbucks and the establishment of over three hundred thousand jobs across the world on a global scale. (Forbes, 2017). Steve Jobs, the renowned CEO and co-founder of Apple, who opened business by selling computer parts in a garage-outlet in Los Angeles, is another archetypal example of a charismatic leader. Situational Leadership: The situational leaders are those who have the innate talent of dealing with the situation. There can be different kinds of situations and it can be changed on the basis of internal, external or environmental impact. The situational leadership style exposes the qualities of the leaders who are efficient enough to adjust themselves with the followers development level. This particular leadership style is flexible and adaptive, since the leaders falling under this style possess adaptive nature for any kind of situations (Sethuraman Suresh, 2014). However the leaders have to deal with each of them. Conclusion To round the argument up, scholars have suggested a number of implementation plans of Human Resource Management as far as leadership is concerned. Only by creating a holistic comprehension of leadership and its various facets, can a company or institution be able to find a true leader, capable to steer them in the correct direction. The same is pertinent in the individual plane, whence an individual is spurred and focused to develop and mature into a true leader- someone who aims more at creating jobs and new openings instead of sheer money-making. References: Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement.Journal of occupational and organizational psychology,87(1), 138-157. Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta?analytic test of their relative validity.Personnel psychology,64(1), 7-52. Forbes (2017). Howard Schultz.Forbes Magazine. [online] Available at: https://www.forbes.com/profile/howard-schultz/ [Accessed 20 Aug. 2017]. Furnham, A. (2005).The psychology of behaviour at work: The individual in the organization. Psychology Press. McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development.Journal of Business Studies Quarterly,5(4), 117. Northouse, P. G. (2015).Leadership: Theory and practice. Sage publications. Odhiambo, G., Hii, A. (2012).Key stakeholders' perceptions of effective school leadership.Educational Management Administration Leadership,40(2), 232-247. Sethuraman, K., Suresh, J. (2014). Effective leadership styles.International Business Research,7(9), 165. Yukl, G. (2013). Leadership in Organizations (8thedition). London: Pearson Education Zehir, C., Mceldili, B., Altinda?, E., ?ehito?lu, Y., Zehir, S. (2014). Charismatic leadership and organizational citizenship behavior: The mediating role of ethical climate.Social Behavior and Personality: an international journal,42(8), 1365-1375.