Categories and Types of Leadership Argumentative Essay Example
Categories and Types of Leadership Argumentative Essay Example

Categories and Types of Leadership Argumentative Essay Example

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  • Published: September 5, 2018
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There are two main categories of leadership: actual and potential. Actual leadership involves providing guidance or direction, such as when we acknowledge that "the emperor has provided satisfactory leadership." On the other hand, potential leadership refers to the capacity or ability to lead, depicted by phrases like "she could have exercised effective leadership" or the notion of being "born to lead." Despite their differences, both types of leadership have been affected by the constant changes in the late 20th and early 21st centuries, emphasizing the significance of learning in certain forms of leading and leadership.

When learning and leadership come together, it can be referred to as "learnership". Leadership can take on a formal aspect, seen in politics or business, or an informal aspect, seen in friendships. The term "leadership" typically refers to the abstract concept, suggesting that the individuals in leadership

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roles possess certain skills or competencies. The psychology of leadership includes the ability to inspire, which sets it apart from management.

A Leader, whether a natural or conscious one, utilizes Psychology to influence individuals or groups. Charismatic Leaders are those who inspire groups without consciously employing specific strategies or tactics. Conversely, conscious Leaders employ various psychological tactics to influence the reactions of a group to their environment.

In several "directive" Organizational psychology disciplines such as "Directive Communication" by Arthur F Carmazzi and theories like "The ripple effect" by Sigal Barsade, leadership is a result of being aware of and controlling the reactions and influences of a group on the individual and vice versa. When a leader effectively applies directive organizational psychology by modifying specific leadership behaviors towards the group, it creates an

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inspired organizational culture. [edit] The Embodiment of Leadership Types Of Leadership Structures Leadership Effectiveness Leadership Behaviors Leadership Development Leadership Qualities Individualized Leadership Leadership Theory Market Leadership Effective Style Leadership Skills Transactional Leadership Transformational Leadership Ghenggis Khan Effective Manager Situational Leadership Leadership Relation Leaders Leadership Leadership Styles Management Styles People Managers Most research on leadership has mistakenly focused on cognitive and intellectual processes, overlooking the fact that every cognitive process is an embodied process.

According to Timothy Warneka's book Leading People the Black Belt Way, he emphasizes that effective leadership starts with the body. Medical research acknowledges that individuals are living and organic beings, and leaders who are aware of the inseparable connection between mind and body are more likely to succeed. Additionally, great leaders understand that being conscious of their physical selves is crucial for their accomplishments. To put it simply, our thoughts and ideas are as important as our toes, stomachs, and shoulders.

Training is vital for leaders to effectively and appropriately use embodied leadership technology, similar to any other tool. Just like in martial arts, the stance holds crucial importance in leadership success. If your stance is weak, all your methods of leading will be fundamentally flawed. For instance, if you have a weak emotional stance, you will face significant challenges when leading others in relationships. It is important to remember that as embodied beings, the term "stance" should not be interpreted solely metaphorically.

In addition to its literal meaning, the term "stance" refers to the physical manner in which leaders conduct themselves when leading others. By mastering embodied stance, you will enhance your ability to experience and manage both your own emotions

and those of others, ranging from light-hearted to highly conflicted. Your stance, as you will discover, has a significant and noticeable impact on your overall success as a leader. Past research on leadership has often overlooked this crucial aspect, instead placing excessive emphasis on cognitive and intellectual processes, despite the fact that all cognitive processes are inherently embodied.

In his book Leading People the Black Belt Way, Timothy Warneka highlights the importance of the body in great leadership. He explains that people are living, organic beings, and medical research supports the idea that the mind and body are interconnected. Although we commonly differentiate between the mind and body, successful leaders comprehend that they are fundamentally connected. Exceptional leaders also realize that being aware of their physical selves is vital to their achievements.

Our toes, stomachs, and shoulders hold the same importance as our thoughts and ideas. Just like any other tool, leaders need to be trained to effectively use embodied leadership technology. The concept of leadership tied to positions of authority emphasizes the need for appropriate use. In his praise of Oliver Cromwell's use of power, which led to the trial and beheading of King Charles I, he highlighted the indispensability of a King in all human activities.

In this current War, the absence of a strong leader and the emergence of rival leaders has had a profound impact on individuals. As demonstrated by Carlyle, the quest for deference from others is a defining characteristic of leadership. This competition for followers causes emerging leaders to attract supporters from previous or alternative factions of leaders. Representative democracies uphold popular sovereignty, where the people retain overall power

but delegate administrative and leadership responsibilities to elected officials.

In the United States, the Constitution exemplifies recycling authority. During the Constitutional Convention of 1787, the American Founders declined the concept of a monarch. Nevertheless, they proposed leadership by individuals in authoritative positions, dividing the authority into three powers: legislative, executive, and Judiciary. According to the American theory, the leadership's authority is derived from the voters' power conveyed through the electoral college.

In both the Senate and the House of Representatives, many legislators share authority. Additionally, groups and organizations that desire visible leadership need procedures for selecting and replacing leaders. In closed groups, leaders are often chosen based on bloodlines or seniority. Monarchies, tribal chiefdoms, oligarchies, and aristocratic societies depend on and often establish their institutions through these methods.

Competence or perceived competence offers a potential criterion for selecting leadership elites from a wider range of potential talent. While political lobbying may be necessary in electoral systems, immediate skill and character display may secure leadership positions in smaller groups like gangs. Numerous organizations and groups strive to identify, nurture, cultivate, and encourage what they perceive as leadership potential or capability, particularly among younger members of society. The Scouting movement, for instance, exemplifies this practice.

In the context of a particular environment, leadership development is crucial. The matters of succession planning and legitimation gain significance during times when leadership, especially individual leadership, needs to change due to term-expiry, accident, or senescence. [edit] Titles that emphasize authority play a role In certain stages of their growth, the hierarchies of social ranks indicate different levels or positions of leadership in society. As an example, a knight led a smaller

group of individuals within the peerage to establish a structured hierarchy and order of precedence for connections to various systems.

During the 19th and 20th centuries, numerous political figures pursued unconventional methods to gain dominance in their societies. These individuals or their systems often endorsed the idea of strong individual leadership. However, conventional titles such as "King," "Emperor," or "President" frequently appeared inadequate, insufficient, or even inappropriate in certain situations. Both the formal and informal titles or descriptions used by these leaders or their associates aimed to promote and admire inspired and autocratic leadership.

The use of the definite article in titles highlights the presence of a singular "true" leader. Symbols of leadership, which vary depending on cultural context, serve to distinguish and elevate authority figures. Richard Wrangham and Dale Peterson argue that humans and chimpanzees share unique traits such as violence, territoriality, and competition. However, this viewpoint is disputed, as there are many animals who also exhibit these behaviors and have dominant males. In contrast, bonobos, who are closely related to humans, do not follow a male leader but instead defer to a dominant female supported by a coalition of other females.If leadership is defined as having the largest number of followers, then in the case of bonobos, it is typically a female who demonstrates the most powerful and efficient leadership.

There is a dispute among scientists about the bonobo's perceived peaceful nature and reputation as a hippie. Some argue that the bonobo differs from chimpanzees and humans, where males usually have more followers than females. They propose that humans and chimpanzees may have inherited a bias against women from their common ancestors. This bias

presents as a genetic condition in men, with many cultures worldwide also showing a prejudice against women in positions of power. Sweden had the highest percentage of women in its legislature in 2002, but it was only 43%.

Five countries, specifically the United States, Andorra, Israel, Sierra Leone, and Ireland, are all tied for 57th place when it comes to female representation in their legislatures. In these countries, less than 15% of women hold positions of power [5]. It is important to note that these percentages are significantly higher compared to the occurrence of female chimpanzees taking on leadership roles within their communities. This can be attributed to cultural barriers that often hinder females from attaining positions of authority over their peers. Another explanation suggests that individuals who possess the most qualifications for leading a group will naturally rise to the occasion. Followers will then accept them as leaders or potential leaders due to some reason.

The specific needs of a given situation determine the characteristics of leaders, including gender and aggressiveness. Ongoing leadership often results from a series of such situations. Cultural anthropology investigates the origins of human leadership and proposes that it may have emerged due to the increasing need for resolving conflicts in complex and densely-populated societies. The concept of followers blindly imitating each other, like lemmings jumping off a cliff, is frequently used. In the animal kingdom, this behavior can be observed in a group of sheep called the ellwether function.

The concept of emulation is evident in various aspects of human society. The fashion industry, for instance, relies on it by designing clothing for celebrities and subsequently offering more affordable

versions for those who strive to imitate them. Additionally, unintentional leadership can arise from active forms of followership. In certain organizations, where both leadership inaction and mistakes are penalized and a difficult situation has no ideal solution, individuals often declare themselves as followers of others, metaphorically shifting the responsibility onto someone else.

An example of followership without intentional leadership occurs when a pioneering company attains market leadership or when a monopolist establishes price leadership. Other companies may replicate a successful strategy, product, or price, but the original creators may not necessarily welcome this outcome – in fact, they often employ legal measures to prevent direct competition. The term "leadership" can also be applied (though it can be confusing) to achieving first place in a race. In a sprint, one can refer to a front-runner, and in an election or poll, the term "leader" describes someone in a position of leadership.

However, there is a distinction between being "in the lead" and the process of leadership. Leadership involves guiding others, while being in the lead may not involve influence processes and followers may not willingly choose to follow. Leading from the front, like in the military, may not always result in successful long-term leadership strategies as it can expose oneself to unnecessary danger. The scope of leadership varies from governing oneself to governing the entire earth. In between, we have leaders operating within specific categories such as youth, families, bands, tribes, organizations, states, and nations. These categories are intertwined with religious leaders and workplace leaders who have various hierarchies. Additionally, there are also leaders of voluntary associations.

Some anthropological ideas propose a common pattern of societal

progression in larger groups, with leadership roles and practices evolving accordingly. For instance, initial dispute resolution may develop into a more legalistic administration of justice and later transform into proactive legislative activity. Leadership careers can also follow a similar progression, where a school-board chairperson may transition to becoming a city councilor, then possibly hold a mayoral position before eventually entering national politics.

The comparison of the cursus honorum in ancient Rome reveals challenges in implementing consistent leadership structures. Singing the praises of leadership or specific types of leadership may encounter obstacles, such as stifling initiative and limiting opportunities for grooming future leaders, when implementing a pyramidal structure where authority consistently comes from the top.

Just like universal direct democracy, belief in a system with only representative leaders may also face challenges. Therefore, many leadership systems adopt varied rules for different levels of leadership. For instance, hereditary autocrats and elected governments come together as equal representatives in the United Nations, forming a collegial leadership. In certain situations, individual local democracies may delegate some of their powers to temporary dictators, similar to ancient Rome's approach during emergencies.

Hierarchies and equality of opportunity coexist at various levels. Support structures play a role in leadership, despite the emphasis on charismatic and personality-driven leadership. These structures consist of supporters and executive agents who execute and oversee the leader's intentions. It is essential to acknowledge the existence of followers and consider followership.

In the Weberian sense, a formal bureaucracy can produce a leader who is effective yet lacks personality. This can happen in environments such as a politburo. In addition, bureaucratic organizations can promote incompetent individuals to leadership positions, known as

the Peter Principle. However, in contemporary dynamic settings, formal bureaucratic organizations are becoming less prevalent due to their inability to adapt to rapidly changing situations.

Most modern business organizations (and some government departments) promote and reward individuals with "leadership skills" by giving them promotions. However, a potential downside to this is that a leader with a big-picture grand-vision may create a hierarchy among subordinate sub-leaders who are encouraged to seek ultimate arbitration. Some leaders form coalitions and alliances, such as political parties. Others gain support from the masses by working on the shop floor or being on the front line of battle as an example. Academic studies have compared different leadership styles across cultures and examined how leadership emerges, fades, and maintains its effectiveness. This can happen through natural succession or through the use of brute force. The effectiveness of leadership can be measured by evaluating the size of the leader's following.

According to this standard, Adolf Hitler was a highly efficient leader for a certain time period, although he achieved this through deceptive promises and forceful tactics. However, this criterion might assess power instead of leadership. To evaluate leadership more accurately, one can gauge the level of influence exerted on followers, which relates to the amount of guidance provided. In an organizational setting, this is reflected in the financial value assigned to productivity. Skilled leaders enhance productivity, reduce expenses, and create more opportunities compared to ineffective leaders.

Effective leaders excel in producing results, achieving goals, realizing visions, and meeting other objectives more efficiently and with higher levels of quality compared to ineffective leaders. James MacGregor Burns introduced the concept of an ideal leader who

can bring followers together through a shared vision, thereby benefitting both the organization and society as a whole. Burns refers to this type of leadership as transformational leadership, characterized by its ability to deliver genuine value, integrity, and trust. In contrast, transactional leadership is described as merely utilizing strategies to gain more followers and power. However, accurately measuring the transformative aspect of leadership poses challenges as it is more complex to evaluate compared to simply measuring the quantity of followers. Therefore, assessing transformational leadership necessitates evaluating its quality independently from the market demand reflected in follower counts. Currently, the Multifactor Leadership Questionnaire (MLQ), which was developed by Bass and Avolio in 1990 and revised in 1995, is commonly used for gauging both transformational and transactional leadership.

The text discusses the different dimensions of transformational and transactional leadership measured by the MLQ. Transformational leadership measures five dimensions: idealized influence - attributions, idealized influence - behaviors, inspirational motivation, individualized consideration, and intellectual stimulation. On the other hand, transactional leadership measures three dimensions: contingent reward and management by exception (active). Additionally, the functional leadership model views leadership as a set of behaviors that assist a group in achieving tasks, goals, or functions.

In the path-goal model of leadership, Martin Evans and Robert House developed a model where effective leaders encourage functional behaviors and discourage dysfunctional ones. This model is based on the "Expectancy Theory of Motivation" and states that a leader's role is to clear the path towards the group's goals by meeting the needs of subordinates. Some commentators compare this leadership process to that of an orchestral conductor. In this metaphor, an effective leader resembles an orchestra

conductor in certain ways.

The conductor's role involves gathering a diverse and talented group of individuals with strong personalities, who must collaborate towards a shared objective. The conductor possesses the power to unite and blend the distinct talents of their players, as well as regulate their level of creative expression. Ultimately, the conductor's influence can shape the audience's enjoyment of the music produced. Multiple studies have identified characteristics frequently linked to effective leadership.

They include: * Guiding others through modeling (in the sense of providing a role model ) and through willingness to serve others first (compare followership) * Technical/specific skill at some task at hand * Initiative and entrepreneurial drive * Charismatic inspiration - attractiveness to others and the ability to leverage this esteem to motivate others * Preoccupation with a role - a dedication that consumes much of leaders' life - service to a cause * A clear sense of purpose (or mission ) - clear goals - focus - commitment * Results-orientation - directing every action towards a mission - prioritizing activities to spend time where results most accrue * Cooperation -work well with others * Optimism - very few pessimists become leaders * Rejection of determinism - belief in one's ability to "make a difference" * Ability to encourage and nurture those that report to them - delegate in such a way as people will grow. * Role models - leaders may adopt a persona that encapsulates their mission and lead by example * Self-knowledge (in non-bureaucratic structures) * Self-awareness - the ability to "lead" (as it were) one's own self prior to leading other selves similarly * With regards to people

and to projects, the ability to choose winners - recognizing that, unlike with skills, one cannot (in general) teach attitude.

"Choosing winners" or "picking winners" implies both luck and risk-taking. However, true leaders, unlike false leaders, make decisions based on realistic insight and wisdom. One aspect of being a true leader is understanding what others say rather than just how they say it, which is akin to empathizing or putting oneself in someone else's shoes. The trait theory of leadership, which involves listing leadership qualities, may encounter challenges in proving its principles, with opponents often questioning this approach.

The most extreme interpretations of trait theory view certain leadership characteristics as innate, labeling some individuals as "born leaders" due to their psychological makeup. According to this perspective, developing leadership involves identifying and assessing leadership qualities, distinguishing potential leaders from non-leaders, and then providing training for those with potential. David McClelland, a researcher at Harvard specializing in the psychology of power and achievement, approached leadership skills not as a set of traits but as a combination of motives. He argued that successful leaders typically possess a strong desire for power, a weak desire for affiliation, and a high level of self-control, which he referred to as activity inhibition. The situational leadership theory presents an alternative approach.

The text suggests that different situations require different characteristics in a leader. The situational leadership model by Hersey and Blanchard proposes four leadership styles and four levels of follower development. According to this model, the leadership style should align with the level of followership development for optimal effectiveness. This model considers not only the characteristics of the leader

but also the characteristics of the followers. Other situational leadership models incorporate various situational variables.

These determinants include: the nature of the task (structured or routine), organizational policies, climate, and culture, the preferences of the leader's superiors, the expectations of peers, and the reciprocal responses of followers. The contingency model of Vroom and Yetton uses other situational variables, including: the nature of the problem, the requirements for accuracy, the acceptance of an initiative time-constraints, and cost constraints. However, regardless of how leadership behavior is determined, it can be categorized into various leadership styles. There are several ways to do this. For instance, the Managerial Grid Model is a behavioral leadership model developed by Robert Blake and Jane Mouton in 1964 that suggests five different leadership styles based on leaders' concern for people and their concern for goal achievement. Kurt Lewin, Ronald Lipitt, and R.K. White identified three leadership styles: authoritarian, democratic,and laissez-faire,based on the leader's influence and power.

The Fiedler contingency model, developed by Fred Fiedler, assesses the effectiveness of a leader based on the situational contingency. This takes into account the interaction between leadership style and the favorableness of the situation. According to House and PodsakofO (1994), who attempted to summarize the behaviors and approaches of exceptional leaders, these behaviors and approaches do not define specific styles but collectively represent the most effective style of today's leaders/managers. The identified leadership "styles" include vision.

Outstanding leaders possess several key qualities. Firstly, they possess the ability to effectively communicate an ideological vision that aligns with the core values of their followers, presenting a promising future that is perceived as a moral imperative. Additionally, these leaders demonstrate passion

and conviction in the righteousness of their vision, willing to go to great lengths and make significant sacrifices in its pursuit. Finally, they exhibit unwavering confidence, determination, and persistence, firmly believing in themselves and the ultimate achievement of their articulated vision.

Theoretically, leaders who challenge the status quo and may offend those who want to maintain the established order should possess a high degree of self-confidence and moral conviction. Additionally, according to House and Podsakoff, exceptional leaders are conscious of their own image and strive to be seen as competent, credible, and trustworthy by their followers. This image-building is important for effective role-modeling as followers tend to identify with positively perceived role models. Furthermore, outstanding leaders serve as spokespersons for their organizations and symbolically represent them to external audiences. Lastly, these leaders have expectations of and confidence in their followers.

Outstanding leaders excel at effectively communicating their expectations for high performance from their followers. They also convey strong confidence in their followers' capabilities to meet these expectations. Additionally, these leaders selectively stimulate the motives that they deem relevant to achieving the vision and mission. They engage in frame alignment to successfully persuade followers to embrace and implement change. This involves creating congruence and complementarity between the followers' interests, values, beliefs, and the leader's actions, objectives, and ideology. Lastly, outstanding leaders utilize inspirational communication techniques to motivate and inspire their followers.

Outstanding leaders often inspire through the use of vivid stories, slogans, symbols, and ceremonies. While these leadership behaviors and approaches may not directly correspond to specific styles, there is accumulating evidence that a leader's style can have an impact. Style is crucial in developing and

implementing strategy and also plays a significant role in the activity and citizenship of work-group members. It is clear that a leader's influence on work-group members can affect both their own performance and that of their team. (Adopted from: Robert)

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