Improvization of Instructional Materials
Leadership Performance
Leadership
Leadership is one of the most salient aspects of the organizational context. However, defining leadership has been challenging. In reviewing the leadership literature Stogdill argued that “there are almost as many definitions of leadership as there are persons who have attempted to define the concept” (Stogdill, 1974, p. 259). Even though leadership is a term that is commonly used, defining leadership in specific terms can prove difficult likely leading to such a large number of definitions. Despite the multitude of leadership definitions, Zaccaro and Klimoski (2001) argued there are several common elements that transcend the many available definitions. Specifically, leadership involves a) processes and proximal outcomes that contribute to the organizational objectives, b) the application of non-routine influence, and c) is contextually defined and caused. Proximal outcomes that leaders could facilitate in the pursuit of achieving organizational objectives could include developing organizational commitment among subordinates. Non-routine influence implies that leaders must to have discretion in their actions and that their behavior should differ from influence provided through organizational routines. Finally, leadership needs to be considered with respect to the context in which it is occurring. One example is examining how leadership changes across levels of the organization.
More broadly, leadership refers to organizing collective effort in the pursuit of solving problems facing the group (Kaiser, Hogan, & Craig, 2008). Thus, leadership includes social problem solving (Mumford, 1986; Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000) and setting direction in social domains (Jacobs & Jaques, 1987), often to achieve collective action or organizational adaptation (Mumford et al., 2000; Yukl, 2006). Overall, it is important to note that leadership necessitates the presence of followers and it is inherently discretionary
Leadership
Leadership is one of the most salient aspects of the organizational context. However, defining leadership has been challenging. In reviewing the leadership literature Stogdill argued that “there are almost as many definitions of leadership as there are persons who have attempted to define the concept” (Stogdill, 1974, p. 259). Even though leadership is a term that is commonly used, defining leadership in specific terms can prove difficult likely leading to such a large number of definitions. Despite the multitude of leadership definitions, Zaccaro and Klimoski (2001) argued there are several common elements that transcend the many available definitions. Specifically, leadership involves a) processes and proximal outcomes that contribute to the organizational objectives, b) the application of non-routine influence, and c) is contextually defined and caused. Proximal outcomes that leaders could facilitate in the pursuit of achieving organizational objectives could include developing organizational commitment among subordinates. Non-routine influence implies that leaders must to have discretion in their actions and that their behavior should differ from influence provided through organizational routines. Finally, leadership needs to be considered with respect to the context in which it is occurring. One example is examining how leadership changes across levels of the organization.
More broadly, leadership refers to organizing collective effort in the pursuit of solving problems facing the group (Kaiser, Hogan, & Craig, 2008). Thus, leadership includes social problem solving (Mumford, 1986; Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000) and setting direction in social domains (Jacobs & Jaques, 1987), often to achieve collective action or organizational adaptation (Mumford et al., 2000; Yukl, 2006). Overall, it is important to note that leadership necessitates the presence of followers and it is inherently discretionary
References: Bass, Bernard (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, 18, (3), Winter, 1990, 19-31. Blake, Robert R. and Mouton, Janse S. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Co. Bolman, L Ivancevich, J., Konopaske, R., Matteson, M. (2007). Organizational Behavior and Management. New York: McGraw-Hill Irwin. Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management Science, 28(3), 315-336. Kouzes, James M. & Posner, Barry Z. (1987). The Leadership Challenge. San Francisco: Jossey-Bass. Lamb, L Mischel, W. 1968. Personality and Assessment . New York: Wiley. Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill. Northouse, G. (2007). Leadership theory and practice. (3rd ed.) Thousand Oak, London, New Delhe, Sage Publications, Inc. Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications Stogdill, R U.S. Army. (October 1983). Military Leadership (FM 22-100). Washington, DC: U.S. Government Printing Office.