LEADERSHIP ASSIGNMENT

Leadership Assignment

Situational Leadership and Transformational Leadership

Introduction

Purpose of the study

The purpose of this study is to compare two leadership therories and critically compare the strengths and limitations of two different approaches to theorizing leadership as sources of prescription for good managerial practice in organizations. This study will also compare the association of the authors and the contributions towards the social sciences. This paper will also tell the reliability of the theories.

The two approaches

The two theories chosen for comparison are Situational Leadership Theory and Transformational Leadership.

Key theorists associated with each approach

Situational Leadership

Ken Blanchard: The situational leader. New York, NY: Warner Books. Blanchard, Kenneth H., Patricia Zigarmi, and Drea Zigarmi.

Blanchard and Kenneth: Blanchard, Kenneth H., Patricia Zigarmi, and Drea Zigarmi. Leadership and the One Minute Manager: Increasing Effectiveness through Situational Leadership. New York: Morrow, 1985. Print.

Transformational leadership

Bernard: Bass, B. M, (1985), Leadership and Performance, N.Y. Free Press.

James Macgregor Burns:The Themes and Theory of Leadership James MacGregor Burns and the Philosophy of Leadership.

The reason for chosing `the approaches

The reson for chosing situational leadership and transformational leadership approach is that both of the approaches are totally different in theory but there are some similarities too in both of the approaches.

Discussion

What are the key characteristics of these two theoretical approaches?

When a conclusion is needed, an effectual leader not only fall into a individual preferred style, such as using transactional or processing methods. In practice, as they say, things are not so simple. The association between followers and the leader can be another factor that affect the leader's behavior as a great deal as it does follower behavior. Perceptions of leaders and followers, the situation they do not affect the actual situation. self-perception and other factors such as stress and mood will change the behavior of leaders in leader. Sub-effort: the motivation and actual effort spent to combine other approaches and identifies six variables for. Sub-skills and role clarity: followers knowing what to do and how it is. business organization: the structure of work and resources. Resources and support: the means of status, material, human, etc. External coordination: you must cooperate with other groups (Hersey, 1969, 26-34).

What are the theorists who developed them trying to achieve?

Leaders of foreign affairs here, resource acquisition, the group claims on such factors as culture, governance and management structure and group work. Power, force and power of the leader of the followers: Tannenbaum and Schmidt (1958) defines the leader's actions caused the three forces. He accepted that leadership style should be very variable as an argument, even this kind of a family dispute, a more aggressive attitude than ever, different events can lead to displacement.

Thus, the critical cases, the directive style of leader is more likely, because the consequences of failure (Hersey, 1969, 26-34).

How sound are the assumptions these theorists have made about organizational behaviour, and about which organization members' interests are being served? How do you know?

Hersey Blanchard Situational Leadership Theory, Dr. Paul Hersey, a professor and "situational leader" by Ken Blanchard, author of, among others bestseller, "One minute Manager" author ...