THE PRINCE -Machiavelli- Leadership

Topics: Leadership, Management, Political philosophy Pages: 15 (3255 words) Published: December 5, 2014

Class: ΓΒΑ1
Topic: Analyse and evaluate the Leadership views presented in “The Prince” by Niccolò Machiavelli, under the prism of the following four contemporary approaches on Leadership: Contingent, Dyadic, Power, and Transformational. Identify and explain elements of convergence and divergence between that classic text and the corresponding contemporary theories and make use of specific theoretical models (such as Blake & Mouton’s grid, the LMX model, etc) where necessary in order to support your arguments. Overall, you should provide a critical comparison in evaluating “The Prince” against the above contemporary empirically-supported theories. Student name: Marianna Oikonomidou

Submission date: 24/1/2014
Word count: 3020


Chapter 1: Introduction3
Chapter 2: Leadership Theories4
2.1 Leadership Defined4
2.2 The Contingency Approach4
2.3 The Dyadic Approach6
2.4 The Power Approach9
2.5 The Transformational Approach10
Chapter 3: Blake & Mouton’s Leadership Grid.12
Chapter 4: Synopsis / Critical Evaluation13
4.1 Convergence13
4.2 Divergence13


This is the world of uncertainty where the world economic downturn has made its presence dominant. Globalisation has made companies re-evaluate their ways of doing things in order to survive. To cope with the fast and changing needs of the marketplace, businesses must have clear-cut strategies and capable people of running the everyday operations. Leadership has become the rule offering a chance of escape to a world where we know the rules and what is expected of us. Leadership appears to be very active and is changing rapidly. Change is rapid and never complete. Leaders can no longer turn to convenient role models in search of inspiration. Of fundamental importance to modern leaders has become an understanding of people, their needs, what motivates them, how they think and how they react and furthermore, how they react as groups. Leadership in its true sense does not exist in isolation. It is dependent on the interaction of two or more people. Successful leadership can usually be assessed in terms of its effects on others either as individual followers, or in terms of group or team performance.

In this study, an attempt will be made to analyse the meaning and substantial use of theoretical leadership models in practice. Leadership concepts such as contingent, dyadic, power and transformational approaches are put forward. An effort to apply these models to Niccolò Machiavelli’s “The Prince” text is the scope of this paper. Using and blending the contemporary approaches to leadership with “The Prince” a critical comparison will be attempted. The aim is to identify and explain the convergence and divergence between the contemporary theories and the classical text. Chapter

Leadership Theories

2.1 Leadership Defined

Coffey and Cook (1994) argue that leadership is the process of providing direction, energizing and motivating people and obtaining their commitment to the leader’s cause. A leader creates a vision and stimulates others to share that vision (Coffey and Cook, 1994: 289).

Leaders can be distinguished between three different types: the authoritarian leader, the democratic leader and the laissez-faire leader. The authoritarian leader is the one who holds authority but does not delegate authority to subordinates. The democratic leader is the one who holds authority and responsibility but delegates authority to subordinates as well. Finally, the laissez-faire leader is the one who gives authority to subordinates and allows them to work as they choose. Today, most management experts agree that no “best” managerial leadership style exists. The best leadership style seems to occur when the leader’s style matches the situation.

2.2 The Contingency Approach

Management scholars have long been wondering about...

References: 2.1 Leadership Defined
Coffey and Cook (1994) argue that leadership is the process of providing direction, energizing and motivating people and obtaining their commitment to the leader’s cause
Position power (Daft, 2000: 511-512).
According to the approach, the relationship-oriented leader performs better in situations where human relations skills are important
2.3 The Dyadic Approach
Lussier and Achua (2010) argue that the dyadic approach focuses on the dual relationship between leaders and followers
Routinisation (Mindtools, 2013: 1).
Role-taking occurs when the group is formed and comes together under the directions of the group leader
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