LEADERSHIP CRITIQUE
INTRODUCTION
The Oxford Advanced English dictionary defines leadership as the state or position of being a leader; the ability to be a leader or the qualities a good leader must have. This second definition shows that leadership is not just about a designated position but there are abilities, skills, and qualities that an individual requires for leadership. A person that inspires others will definitely have followers and is, therefore, a leader. Leadership is the ability to influence the minds of people and inspire them to aspire to your aspirations. Researchers have diverse definitions for leadership. Leadership can be defined in terms of individual traits, leader behaviour, and influence on others and so on. These definitions are mostly based on their individual perspective and/ or the aspects that are of great interests to them.
Some theorists believe that leadership is no different from the social influence processes occurring among all members of the group, and some would limit it to the exercise of influence resulting in enthusiastic commitment by followers as opposed to indifferent compliance or reluctant obedience (Yulk, 1989: 257).
These definitions based on individual perspectives, also form the basis for their postulation of theories, concepts and models. There are many different kinds of leadership theories, concepts and models taught and practiced for several decades, all over the world. Some are accepted universally while others are frowned at based on socio – cultural issues. Some examples of the leadership theories, concepts and models are; managerial leadership, servant leadership, transactional leadership, leadership as a personality, transformational leadership, ethical and unethical leadership, to mention but a few. For this paper, I will take a look at two (2) theories that caught my interest during this modular study.
LEADERSHIP THEORIES IN VIEW
During the course of this study, I came across a number of the aforementioned theories or
The Oxford Advanced English dictionary defines leadership as the state or position of being a leader; the ability to be a leader or the qualities a good leader must have. This second definition shows that leadership is not just about a designated position but there are abilities, skills, and qualities that an individual requires for leadership. A person that inspires others will definitely have followers and is, therefore, a leader. Leadership is the ability to influence the minds of people and inspire them to aspire to your aspirations. Researchers have diverse definitions for leadership. Leadership can be defined in terms of individual traits, leader behaviour, and influence on others and so on. These definitions are mostly based on their individual perspective and/ or the aspects that are of great interests to them.
Some theorists believe that leadership is no different from the social influence processes occurring among all members of the group, and some would limit it to the exercise of influence resulting in enthusiastic commitment by followers as opposed to indifferent compliance or reluctant obedience (Yulk, 1989: 257).
These definitions based on individual perspectives, also form the basis for their postulation of theories, concepts and models. There are many different kinds of leadership theories, concepts and models taught and practiced for several decades, all over the world. Some are accepted universally while others are frowned at based on socio – cultural issues. Some examples of the leadership theories, concepts and models are; managerial leadership, servant leadership, transactional leadership, leadership as a personality, transformational leadership, ethical and unethical leadership, to mention but a few. For this paper, I will take a look at two (2) theories that caught my interest during this modular study.
LEADERSHIP THEORIES IN VIEW
During the course of this study, I came across a number of the aforementioned theories or
References: Bass, B. & P. Steidlmeier, (1999) ‘Ethics, Character, and Authentic Transformational Leadership Behavior’, The Leadership Quarterly, 10 (2). Burns (1978) cited in Transformational and Transactional Leadership (2004). Available at: scholar.lib.vt.edu/these/available/etd…DissertationFinalDocument Givens, R. J., ‘Transformational Leadership: The Impact on Organizational and Personal Outcomes’, Emerging Leadership Journey, 1 (1), pp. 6. Jogulu, U., (2010) 'Culturally-Linked Leadership Styles ', Leadership & Organization Development Journal, 31 (8) pp. 706. Pang K. L., (2013) Transformational and Servant Leadership Theories: A Statement of Understanding, pp. 7. Transformational Leadership (2013). Available at: http://www.changingminds.org/disciplines/leadership/styles/transformational_leadership.htm Yukl, G., (1989) 'Managerial Leadership: A Review of Theory and Research ',Journal of Management, 15 (2) pp.257,269