Leadership Approaches of 7 Leaders
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The twentieth century saw the rise of the professional manager as well as the introduction of corporate leaders. There was a debate about whether leaders and managers are the same, whether they are different, and the roles of each within organizations. Over the century, attention shifted from the idea that leaders should direct specific tasks and motivate workers through a reward system to the idea that leaders facilitate the personal and professional growth of their subordinates, and that leaders are needed and necessary at every level of the organization, not merely at the highest levels. Despite the focus on leadership as a separate area of study unique from management, there continues to be debate about the roles of leaders in organizations, and how (or whether) to develop leaders. This research considers traditional approaches to the issue of leadership, and the approaches taken by seven leaders in the field. Traditional Approaches to Leadership Theory During the twentieth century, two primary approaches to leadership were developed: transactional and transformational (Deluga & Souza 7). Transactional leadership suggests that leaders respond to lower level subordinate basic and security needs (Deluga & Souza 50). Leaders and subordinates are viewed as bargaining agents where relative power regulates an exchange process as benefits are issued and received. There are two types of behavioral patterns used in transactional leadership: passive and a
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rent approach than Drucker with regard to leadership. Rather than examining corporations, Bennis has interviewed leaders themselves in order to gain insight into their success. Bennis maintains that while the external environment shapes the performance and effectiveness of leaders, there are five traits that all leaders share: they provide direction to their subordinates, they communicate optimism, they are trustworthy, they communicate a shared vision, and they are effective in that they achieve results (Heffes 18). Bennis is careful to separate these general characteristics from specific issues, thus results in one organization be different from results in another, but a leader is successful at achieving results.
Bennis also departs from traditional hierarchical views of leadership, which suggest that there can only be one leader of an organization, and encourages leadership development at all levels of the organization. Like Drucker, Bennis maintains that today's business environment is far different from the past and that those leadership techniques and styles need to change in order to be effective. In addition, Bennis is a strong supporter of education at the corporate level, particularly education about leadership.
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Some common words found in the essay are:
Deluga Souza, Finegold Lawler, Instead Kanter, Corporation Drucker, Thomas Thomas, Bennis Tichy, Peter Drucker, King Jr, Galagan Rhinesmith, Bennis Bennis, transformational leadership, effective leaders, transformational leader, transactional leadership, women minorities, succession planning, kanter 32, specific tasks, twentieth century, conger finegold lawler, leadership development, galagan rhinesmith 23, kanter rosabeth moss, succession plan organization, rosabeth moss kanter,
Approximate Word count = 3515
Approximate Pages = 14 (250 words per page)
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