Examples of leader in the following topics:
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- Transactional leaders are concerned about the status quo, while transformational leaders are more change-oriented.
- Transactional leaders focuses on the role of supervision, organization, and group performance.
- Transactional leaders are task- and outcome-oriented.
- Transactional leaders work within existing an organizational culture, while transformational leaders emphasize new ideas and thereby "transform" organizational culture.
- Differentiate between transactional leaders and transformational leaders in a full-range approach, particularly from a behavioral perspective
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- Leaders who are ethical demonstrate a level of integrity that emphasizes their trustworthiness, and this trust enables followers to accept the leader's vision.
- The ethics leaders exhibit reflects on their organizations, as well on themselves.
- These dilemmas are where the judgment of a leader comes into play.
- Moral leaders gain the respect of followers, who are then more likely to identify with their leaders and the goals they set.
- Moral leaders also play an important role in communicating an organization's values.
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- These characteristics create trust, which is critical to leaders in all positions.
- Subordinates have faith in the leaders they follow.
- A leader who is not honest will lose legitimacy in the eyes of followers.
- Honesty also brings a degree of transparency to a leader's interaction with others.
- Promoting the company's vision allows leaders to inspire employees.
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- Interactive leadership involves leaders' engaging followers to increase their understanding of tasks and goals.
- Interactive leaders are proactive in seeking information and opinions from followers.
- Interactive leaders engage followers in a variety of ways.
- Interactive leaders value individual contributions and maintain relationships that foster mutual respect.
- An interactive leader shares information and answers questions to clarify goals and tasks.
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- A clear and well-communicated vision is essential for a leader to gain support and for followers to understand a leader's goals.
- Effective leaders clearly define a vision and communicate it in such a way as to foster enthusiasm and commitment throughout the organization.
- This ability to express a vision and use it to inspire others differentiates a leader from a manager.
- Effective leaders clearly communicate their vision of the organization.
- Vision also plays a significant role in a leader's strategy for the organization.
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- Directive, path-goal clarifying leader: The leader clearly defines what is expected of followers and tells them how to perform their tasks.
- Achievement-oriented leader: The leader sets challenging goals for followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation.
- Participative leader: The leader seeks to collaborate with followers and involve them in the decision-making process.
- Supportive leader: The main role of the leader is to be responsive to the emotional and psychological needs of followers.
- Image-building: Leaders are cognizant of how they are perceived by their followers.
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- Servant leaders focus on the well-being of others and on helping them improve their circumstances.
- Empathy: Servant leaders identify with and show concern for the needs of followers.
- Healing: A servant leader is sensitive to and supports the emotional health of others.
- Awareness: Servant leaders exhibits self-knowledge of their own values, emotions, strengths, and weaknesses.
- Conceptualization: A servant leader thinks beyond day-to-day realities to identify future possibilities.
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- AI – Autocratic Type 1: Decisions are made completely by the leader.
- Leaders make the decision on their own with whatever information is available.
- AII – Autocratic Type 2: The decision is still made by the leader alone, but the leader collects information from the followers.
- A decision is made by the followers in collaboration with the leader.
- In a GII decision, leaders are not at liberty to make a decision on their own.
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- For a number of years, researchers have examined leadership to discover how successful leaders are created.
- The search for the characteristics or traits of effective leaders has been central to the study of leadership.
- These findings also show that individuals emerge as leaders across a variety of situations and tasks.
- Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that persons who are leaders in one situation may not necessarily be leaders in other situations.
- He identified three relevant aspects of the situation: the quality of the leader's relationships with others, how well structured their tasks were, and the leader's amount of formal authority.
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- Leader-member relations – the amount of respect, trust, and confidence between leaders and their followers
- Leader position power – the amount of formal authority leaders have based on their role within the group
- When good leader-member relations, a highly structured task, and high leader-position power are in place, the situation is considered a "favorable situation."
- Leaders with low position power cannot control resources to the same extent as leaders with high position power, and so lack the same degree of situational control.
- For this reason, critics of the model suggest that it does not provide a complete comparison between low-LPC leaders and high-LPC leaders.