The Ingredients of Good Leadership Essay Example

the presence of others, it is a collective process. The "Leadership Theories" (2007) outline eight theories of leadership.

The Great Man Theory is one of the eight theories, which assumes that leaders are born and not made and that great leaders emerge from great need. The previous studies focused on the study of great leaders, who usually came from the upper classes of society because only a few from the lower classes had the opportunity to lead during earlier times. Therefore, leadership and breeding were believed to be closely related. ("Leadership Theories," 2007).

The Trait Theory is the second of the eight theories of leadership and is based on the idea that certain traits are innate and suited for leadership. According to this theory, good leaders are born with a combination of these traits ("Leadership Theories," 2007). On the other hand, the Behavioral Theory, which is the third theory of leadership, assumes that leaders are not born but made. This theory stands in contrast to the Great Man Theory ("Leadership Theories," 2007).

According to the 2007 "Leadership Theories" article, successful leadership is based on learned and definable behavior. This theory emphasizes that leadership should focus on achievable outcomes rather than inhered qualities or abilities. By relying on describable actions to measure success, it is easier for others to emulate the behavior of successful leaders. One of the eight leadership theories outlined in the article is the Participative Theory.

The Participative Theory of Leadership advocates for involving people in decision-making to boost their comprehension and dedication towards actions. It also postulates that collaboration is improved, while competition is diminished when working towards a shared goal ("Leadership Theories," 2007).

Similarly, the Situational Theory, which constitutes one of the eight leadership theories, asserts that leaders should adapt their approach based on situational factors ("Leadership Theories," 2007).

The theory of leadership posits that effective leaders do not rely solely on one preferred style, such as transformational or transactional methods. Instead, they consider various factors including acquiring resources, managing external relationships, handling team demands, and managing team backgrounds and frameworks. The Contingency Theory is the sixth of eight theories of leadership and is based on the idea that a leader's ability to lead depends on situational factors. This theory falls under behavioral theories which suggest that there is no single best way to lead.

The Contingency Theory of Leadership takes a broader perspective compared to the Situational Theory of Leadership which focuses on leader behavior based on situational factors. The Contingency Theory considers variable factors related to the leader's capabilities and situation. It also asserts that a leadership style that was effective in one situation may not work in another. The Transactional Theory, the seventh of the eight leadership theories, assumes that a system of rewards and punishment motivates people to accomplish tasks. This theory recommends leaders who establish clear structures and communicate expectations to their subordinates before delegating tasks. Subordinates are then solely responsible for task success or failure.

Delegation is seen as being responsible regardless of the availability of resources or a person's ability to complete the task. Success is rewarded while failure is punished according to this theory ("Leadership Theories," 2007). The final theory, called The Transformational Theory, assumes that inspiration is what leads people ("Leadership Theories," 2007).

According to "Leadership Theories" (2007), individuals typically

emulate those whom they admire. Passion and vision are critical motivators for achieving great things, and incorporating energy and enthusiasm into the process is essential for delivering outstanding results. The Transformational Theory advocates for a leader who demonstrates both passion and energy in all their endeavors, prioritizing the well-being of those whom they influence while sharing their aspirations for success.

According to "Leadership Theories" (2007), leaders start by developing a vision to inspire and change potential followers. The path to success may not always be straightforward and can have unexpected turns. However, even if obstacles obscure the team's view of success, they will eventually find their way in the end.

The notion of leadership is developing and longstanding notions about its role are being challenged (McCrimmon, 2008). To comply with the requirements of our changing era, a fresh viewpoint on leadership might be required (McCrimmon, 2008). Presently, the role of leadership is to guarantee that organizations adjust to external changes and establish new directions appropriately (McCrimmon, 2008). Ultimately, leaders hold responsibility for achieving their organizations' objectives.

The aim is to attain present and future objectives by assigning distinct responsibilities (McCrimmon, 2008). To fulfill current requirements, it's vital to improve the management's limited and impersonal functioning. The leadership must facilitate alterations that enhance the team's competitiveness.

Effective leadership involves interdependence (Kehler, 2008), as no one can achieve a goal as successfully alone as they can in a team. While individual traits are important, the best results are achieved through a combination of strengths. Effective leadership leverages strengths to compensate for weaknesses, with the success of the team relying on teamwork. While the leader provides guidance, the team is

formed based on the strengths of its members (Kehler, 2008).

Kehler (2008) asserts that a team’s motivation to achieve a common goal is enhanced by the knowledge that they are working together. Effective leaders are aware of the significance of acknowledging deserving individuals and consistently inspiring their team. They appreciate that understanding the strengths of both themselves and their followers is crucial to effective leadership. According to Keller (2008), people will not aim for excellence greater than that of their leader. Hence, striving for excellence is indispensable for leaders.

Being a leader requires aiming high to inspire others to follow. Persistence is key for effective leadership and involves testing and pushing beyond comfort zones. Exceptional talent is not a requirement for effective leadership, as lessons learned from life experiences are equally valuable (Kehler, 2008).

Effective leaders have a mindset that views mistakes as opportunities for growth and are always ready to tackle the challenges of daily life. They understand that recognizing and resolving problems is crucial in their role (Kohler, 2008). This is why possessing problem-solving skills is vital for any successful leader (Kohler, 2008).

Believing that others will solve our problems is not a practical solution to escape from them. It is a common misconception that someone else can come up with solutions for our unresolved issues. However, we must acknowledge that every individual has their own distinct set of challenges to tackle.

Being prepared for life's challenges and anticipating them is crucial. Avoiding difficult situations, even when unsure of the correct path, is not advised. Leaders stand out from followers by their capacity to face problems and discover practical solutions (Kehler, 2008).

The significance of leaders

in organizational success is highlighted in the literature. Without leadership, organizations can encounter sluggish progress, idleness, and ultimately lose track (Mills, 2005). Decision-making is an important aspect of organizational functioning and ensuring accurate, timely, and complete decision-making is emphasized. However, mere decision-making does not suffice in producing changes. The organization must also effectively implement decisions, which can pose a challenge.

According to Mills (2005), challenges in execution stem from the approach of accomplishing tasks in an effective and prompt manner. These challenges are essentially related to how leaders impact their team's productivity, alter circumstances, and navigate through disputes. In achieving successful implementation of the team's decisions, leadership undoubtedly plays a crucial role. Mastrangelo (2008) sums up the fundamentals of leadership as aiming to achieve victory and seeking the enthusiastic collaboration of the team.

According to Mastrangelo (2008), leadership can be categorized into two basics: Professional Leadership and Personal Leadership. Professional Leadership pertains to formal leadership tasks such as establishing organizational vision and mission, developing strategies and procedures, and aligning work force and infrastructure to achieve organizational goals. On the other hand, Personal Leadership is the individual behavior of leaders in carrying out their responsibilities in Professional Leadership. This aspect of leadership is often referred to as the people's side of leadership and is crucial in building teamwork and cooperation.

Leaders must recognize their interdependency (Mastrangelo, 2008) and their responsibility to establish successful relationships within and beyond their team (Mastrangelo, 2008) when developing Personal Leadership. Achieving the fundamentals of leadership is challenging, and it takes time to cultivate competent leaders.

According to Mastrangelo (2008), establishing Professional Leadership involves consistently providing clear direction, creating a process to follow that direction,

and organizing necessary resources. The same consistent behavior is even more crucial in Personal Leadership. Mastrangelo (2008) explains that acting properly toward others, behaving morally, and demonstrating integrity through consistent actions are not achieved overnight but are worth the effort. Focusing on both Professional and Personal Leadership can foster cooperation within a team and help shape a successful leader with the assistance of cooperative team members (Mastrangelo, 2008). The age-old question of whether leaders are born or made leans towards the former.

According to Bock (2006), being a leader is both nature and nurture. While some individuals have inherent leadership qualities, the traits of a good leader can be developed through learning. Intelligence is the only inherent requirement for future leaders, as the remaining qualities can be acquired. Though superior intelligence is not mandatory as a leader, having sufficient intelligence is necessary for the team to achieve their objectives.

According to Bock (2006), a person's ability to assist others in achieving their goals may become apparent when they reach adulthood. As leaders, it is their responsibility to guide the team towards achieving the shared objective. Leaders are expected to aid in the growth and progression of their followers, and they hold the responsibility for the realization of goals.

While being results-oriented is not a requirement for living an amazing life, successful leadership necessitates measurable enthusiasm and determination (Bock, 2006). Additionally, leaders must be prepared to make decisions with potential effects on others as well as themselves. Possessing these qualities constitutes the primary elements of good leadership (Bock, 2006), and individuals displaying such traits can develop the necessary skills to become effective leaders. However, no one is inherently

competent in leadership; it is a learned skill (Bock, 2006).

It is crucial for everyone to learn how to be a leader. Bock (2006) states that individuals who possess the basics of leadership can develop the skills necessary for leading. However, there are certain parts of leadership that cannot be taught; people must observe successful leaders' qualities and characteristics to discover their own lessons.

Individuals aspiring to excel in leadership select role models to learn from and obtain valuable lessons. Leaders enhance their performance through the generation and application of feedback, as stated in Bock's (2006) work. Exceptional leaders embrace feedback from colleagues, superiors, and subordinates, using it to modify their actions for optimal results.

According to Bock (2006), leaders gain knowledge by examining things and evaluating their accomplishments. They believe that lack of learning from experiences is the only true failure. Leadership involves establishing a new objective or vision for the team to pursue, and leaders guide their team towards achieving that goal ("The Difference Between Leadership and Management").

"The Difference Between Leadership and Management" explains how management guides and controls the team based on established standards, while leadership sets a direction or vision for the team to achieve. The absence of either can have negative consequences. Without management, leadership may focus solely on the end goal without considering the necessary process. Without leadership, management may simply maintain the status quo. Combining both leadership and management allows for a new direction and the effective allocation of resources towards achieving the vision.

The difference between male and female managers lies in their leadership styles. According to Puliaevea (2002), women tend to use a more democratic approach, focusing on

developing the self-worth of their team members, sharing power and information, and promoting involvement. They rely on their interpersonal skills, charisma, and relationships to gain influence. On the other hand, men often employ a directive command and control style, using their position of authority to influence others.

The inclination for women leaders to be democratic compared to men decreases when they work in male-dominated jobs (Puliaevea, 2002). Male leader stereotypes and collective norms prevail, leading women to abandon their feminine approaches and adopt a more autocratic leadership style (Puliaevea, 2002). Contemporary organizations prioritize teamwork, flexibility, trust, and information sharing over individualism, rigid structures, and secrecy (Puliaevea, 2002). The most successful managers are those who provide support, listen, and inspire the people they lead - qualities often exhibited by female managers (Puliaevea, 2002). The leadership styles employed by women can make them better negotiators than men since they are less likely to focus on competition (Puliaevea, 2002).

According to the source "21st Century Leadership" (2001), leadership is a skill that can be developed by anyone, although some individuals may excel in certain tasks more than others. This implies that all members of modern organizations are expected to function as project managers and team players, requiring each individual to possess and exhibit leadership abilities.

According to "21st Century Leadership" (2001), leadership involves incorporating learning. The responsibility of a leader is to discover new ideas and communicate them to the team, guided by the belief that knowledge is power. Thus, contemporary leadership focuses on spreading knowledge within the team.

Despite the persistence of hierarchy according to "21st Century Leadership" (2001), successful organizations are ones that empower all team members to become leaders.

This allows individuals to be treated as equals rather than mere subordinates. The same source notes that modern leadership is not authoritarian.

Contemporary leadership is demonstrated through the words spoken, rather than an individual's personal identity. This style of leadership involves communication with, rather than talking down to, followers. As such, new methods of communication have arisen. The responsibilities placed on leaders differ on a case-by-case basis (source: "21st Century Leadership," 2001).

Despite this, individuals can still acquire knowledge from one another, thereby permitting each person to exert their influence on the entire team. Effective leadership in the 21st century entails the ability to innovate and chart a new course for one's team, active listening skills, and enabling team members in their pursuit of achieving common goals. References: Astin, A.W.

The book "Leadership Reconsidered: Engaging Higher Education in Social Change" was written by Astin and H.S. in 2000. It was published in Battle Creek, MI by W.K.

Kellogg Foundation. Bock, W. Monday Memo. (2006).

The article titled "Are Leaders Born or Made?" can be found at http://www.threestarleadership.com/articles/bornormade.htm, accessed on August 11, 2008.

In 2007, ChangingMinds.Org published an article titled "Leadership Theories."

On August 11, 2008, the website http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm was accessed by K.J. Kehler.

The Women Today website has an article titled "Nine Principles for Effective Leadership," which can be accessed at http://womentodaymagazine.com/career/leadership.html. The retrieval date was August 11, 2008.

Management accessed a publication titled "21st Century Leadership" in 2008, which was originally published in 2001. The publication can be found at http://www and was retrieved on August 11, 2008.

One may visit Mastrangelo, A. at manage2001.com/21l.htm by clicking on the hyperlink provided within the paragraph tag enclosed in .

Angelo Mastrangelo's "Leadership

101: Back To The Basics" article was shared on August 11, 2008 by Knol. The article can be accessed at http://knol.google.com/k/angelo-mastrangelo/leadership-101back-to-the-basics/6sf9ph9pw3md/10#.

The book "Leadership How to Lead, How to Live" by D.Q. Mills was published in 2005 by MindEdge Press in Waltham, Massachusetts.

The article "The Fundamental Purpose of Leadership" by McCrimmon, M. can be found on Leaders Direct website and was accessed on August 11, 2008 at http://www. The content is contained within a paragraph tag.The following HTML text contains information about the source of a resource related to leadership purpose. It cites the author Puliaevea and their affiliation with Donetsk State Technical University in 2002. The text is enclosed in a paragraph tag:

leadersdirect.com/leaderspurpose.htm.Puliaevea, K. Donetsk State Technical University. (2002).

The article "Differences in Management: Do Male and Female Have Different Leadership Style?" can be found at masters.donntu.edu.ua/publ2002/fem/puliaeva.pdf. This source was retrieved on August 11, 2008 and is from Teamtechnology.

Retrieve from http://www.co.uk the article entitled "The Difference Between Leadership and Management" on August 11, 2008.

Visit teamtechnology.co.uk/leadership-basics.html for information on leadership basics.

The article titled "Building the 21st Century Leader" was written by Carol Tice and published in Entrepreneur Magazine in February 2007.