Reflective Leadership Plan
University of Phoenix
Leadership theories supporting my plan
The writings from Avolio, Yammarino, Wren, and Clawson covered a multitude of information on leadership styles, practices, and models. Clawson described six categories of leadership in great detail. First, the trait approach focuses on a leader’s traits to prove the theory that some people have an advantage over their counter parts in leadership. References to the work of Stogdill, Bass, Maccoby, Gardner, and Collins are used to covey the power of trait. Second, the behavior approach has been researched since the 1950’s. Mintzberg and Kotter provide powerful insight from CEO’s on the roles that leaders fill. Stewart outlines the forces of demands, constraints, and choices as things that managers do. Third, power and influence are used to force subordinates to depend on the leader thereby enabling the weak. Fourth, situational approach asks the question, how is the leadership task affected by the situation? Authors such as Hersey, Blanchard, House, and Fiedler have conducted extensive research on contextual matters as to the scope of work performed. Fifth, the charismatic approach is influenced by leader and behavioral traits. Charismatic leaders are confident and require acceptance of followers. Sixth, the transformational approach influences supervisors and subordinates in their commitment, complexity, and credibility.
According to Maccoby (2000), managers are principally administrators that write business plans, set budgets, and monitor progress. Leaders get organizations and people to change by clarifying the vision for the future to motivate and inspire. Studying the history of leadership illustrates the complex science of leadership. Authors such as Bass believe that management and leadership as we practice today will continue over the next thirty-three years. Research utilizing qualitative and quantitative methods is required to find the optimal mix of style, practice, and model. Specializing in information systems and technology requires broad knowledge of theory and understanding in transformational leadership. One common contemporary leadership model in use today is known as Transformational Leadership. Transformational leadership demonstrates followers that excel far beyond their accessed abilities. Transformational leaders empower all people to be leaders in organizations. According to Bass (1990), employees that understand and execute the vision of organizations exhibit transformational leadership qualities. Transactional leadership is a contrast to transformational leadership where followers appeal to a specific strategy. Followers are rewarded for achieving performance objectives. My organization is modeled after transactional leadership because employees are awarded in the form of an annual bonus for meeting performance objectives. Transactional leadership uses performance appraisals to reward or reprimand individuals that either meet of miss goals set as standards. According to Bass (1990), transformational leadership boosts employee morale and increases productivity. I am a product of transformational leadership as I am motivated to perform with great satisfaction and fulfillment as I contribute to the success of our company.
Understand your leadership strengths and weaknesses
I have completed the Clifton Strengths Finder 2.0 assessment and my top five strengths are learner, achiever, relator, strategic and analytical. According to Clawson (2006), leaders have varying levels of experience that make up their core attributes which include behavior, thinking, values and basic assumptions. Leaders have the ability to transfer their positive energy filled with enthusiasm to those that choose to follow. Research by Clawson (2006) indicates leadership depends on your point of view that is reflected by core...
References: Avolio, B. J., & Yammarino, F. J. (2002). Transformational and charismatic leadership: The road ahead. New York: Elsevier.
Bass, B. (1990). Bass & Stogdill’s handbook of leadership: Theory, research, and & managerial applications. New York: The Free Press.
Clawson, J. G. (2006). Level three leadership: Getting below the surface (3rd ed.). Upper Saddle River: Pearson.
Collins, J. (2005). Good to great and the social sectors: A monograph to accompany good to great. Harper Business.
Gardner, H. (1983). Frame of mind: The theory of multiple intelligences. Basic Books.
Goleman, D. (1998). What makes a leader? Harvard Business Review, 76, 93-102.
Goleman, D. (2001). Primal leadership. Harvard Business Review, 79, 42-54.
Kirkpatrick, S. A. & Locke, E. A. (1991). Leadership: Do Traits Matter? Academy of Management Executive, 5 (2), 48-60.
Maxwell, J. (2007). 21Irefutable laws of leadership10th Anniversary Edition–revised & updated. Thomas Nelson.
Maccoby, M. (2000). Understanding the difference between management and leadership. Research Technology Management; Volume 43. No. 1. January-February, 2000, 57-59.
University of Phoenix (May 2013). LDR/711A – Week Four Lecture Notes
University of Phoenix (May 2013)
Wren, J. T. (1995). The leader 's companion: Insights on leadership through the ages. New York: The Free Press.
Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ:
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