Boisterous nike epic react flyknit shoes cheap , Omnipotent, Self- indulgent Sociopath. Avoid the B.O.S.S. syndrome with five leadership principles that translate academic leadership theory to real world, 21st century application.
There are many academic theories published on leadership. Some of these theories include:
Participative Leadership
Patricia McLagan & Christo Nel state that, "leadership is about breaking new ground nike pg 2 mens shoes cheap , going beyond the known and creating the future." They talk about new governance requiring effective leadership to create a future. McLagan and Nel report that the shift to increased participation changes their view of effective leadership. They believe that leadership, as a concept, is unstable. They also believe that notions of formal leadership expected from leaders are confused with notions of the individual leadership expected from everyone in the institution.
Transformational Leadership
Richard L. Daft raises the question, "What kind of people can lead an organization through major change?" Daft points out that transformational leadership is characterized by the ability to bring about change through innovation and creativity. This type of leader motivates people to not only follow their lead but to believe in the vision of corporate transformation nike pg 2 shoes cheap , the need for revitalization, to sign on for the new vision and help institutionalize a new organizational process.
Situational Leadership Theory (SLT)
SLT suggests that leaders adjust their styles depending on the maturity of their followers, indicated by their readiness to perform in a given situation. Readiness is based on both how able and willing people are to perform required tasks. The Heresy Blanchard theory developed a model that depicts the different leadership styles necessary, ranging from delegating (observe and monitor) to participating (encourage and problem-solve) to selling (explain and persuade) to telling (guide and direct).
Fiedler's Contingency Model
The Fiedler leadership model is similar to SLT because it is based on a match between leadership style and situational demands. However nike air force 270 mens shoes cheap , the similarity ends there as Fiedler's theory states that the amount of control a situation allows the leader is a critical issue in determining the correct style to use.
Path Goal Leadership Theory (PGLT)
Robert House advances the PGLT that suggests an effective leader is one who clarifies paths though which followers can achieve both task-related and personal goals. Effective leaders help employees progress along these paths. House goes on to identify four leadership styles in his theory. They include:
1. Directive Leadership: Clarity of expectations & clear directions
2. Supportive Leadership: Making work more pleasant
4. Participative Leadership: Involving employees in decision making
Vroom-Jago Leader-Participation Model
The Vroom-Jago Participation Model is designed to present a choice on the method used based on the nature of the issues at hand. Vroom- Jago developed three alternative decision methods:
1. Authority Decision: A decision made by leadership & communicated to the employees
2. Consultive Decision: A decision made by the leader after receiving information input and advice from employees
3. Group decision: A decision made with full employee participation
The key to this style of leadership is the ability to recognize which decision model fits each circumstance. Execution of each method becomes critical to avoid confusion.
Just the review of a few theories reminds us of the complexity of leadership. It also makes it clear that being in a position of power, does not, in itself nike air force 270 shoes cheap , make one an effective leader. So what happens in the real world on a day-to-day basis with people in positions of power?
People who attain positions of power, whether it is C.E.O., Vice President of Sales, C.O.O. nike sb dunks low ride life cheap , Sales Manager, Branch Manager or another position of authority, reach these positions for a variety of reasons. The reasons are not always a result of competency and hard work; these positions are not always earned. Alternative reasons for being promoted to positions of power include:
Nepotism
Politics
Being in the right place at the right time
Personal relationships
Extraordinary suck-up behavior
Being the tallest in the land of midgets
Failure to recognize the "Peter's Principle" - Promoted beyond the individual's ability to handle the new responsibilities
Success is defined by the quality of leadership at all levels in the organization. Acting like a B.O.S.S. is not a demonstration of leadership.
If a company is to survive in this century, meeting all the challenges of today's environment nike hyperadapt 1.0 olive flak cheap , leadership is critical. It is especially critical and quite clear that the company must have one leader at the top that will take the responsibility and accept being held accountable for the results. This includes the development of a team that embraces the concept of effective leadership throughout the organization at all levels. The issue, however, is in the term leadership. This person must be a leader, not a manager nike hyperadapt 1.0 habanaro red cheap , not a CEO, not a president and not an owner. Oh, he can be called any of these things too, but first and foremost he must be a leader that has a vision and a passion to succeed.