Analysing and applying theories of leadership.

by johnsparta45gmailcom (student)

University Degree Business and Administrative studies

Leadership and Management

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PART I ADDRESSES THE FOLLOWING COURSE OUTCOMES:

Apply past and present leadership principles related to empowerment, emotional intelligence, and the roles of power and influence for leading others within organizations

When employees feel like they have a voice in corporate decisions, they are more devoted to the firm and feel more interested in its success. This is done through a process called empowerment. It also demonstrates that you are a good listener and appreciate your coworkers' ideas when you empower your team members. Consequently, your mission will be more effective if you empower your team and urge them to "grow together." When you empower your staff, you offer them Confidence in their capacity to carry out your common purpose and goals, you develop vital to trust in a firm, and you provide the secondary leadership level necessary when you are not there for key selections.

Although the idea of empowering employees sounds fantastic, leadership is fundamentally a human endeavor, and as a result, nothing is ever straightforward. Some leaders may have difficulty accepting empowerment as it goes against their nature. It's easy to think that once you're in control of a team or an organization, your presence and decisions are all that matter. You've put in a lot of time and work to get to this point (Nauman, Khan, & Ehsan, 2010).). You may believe that your decisions up to this point have made all the difference in your company's success. Over many years, you may have set lofty personal objectives for yourself, such as putting together extensive and thought-provoking presentations, developing a complete strategic plan for your company's future, or drastically improving earnings.

Emotional intelligence is the ability to recognize, regulate, and develop one's feelings while also recognizing, regulating, and developing the feelings of those around one. Emotional quotient, emotional intelligence, and similar terms all refer to the same concept. Emotional intelligence is concerned with how your emotions affect others and how you can use this information to achieve positive outcomes. It extends beyond the administrative aspects of being a successful leader and focuses on interacting with others (Chopra & Kanji, 2010). It is not necessary to jump as high as "I say, how high?" when using emotional intelligence as a method of leadership, as is commonly believed. To be a successful leader, you must command the respect of your employees. However, this authority must be accompanied by a relentless commitment to their well-being. Employees who receive positive feedback from their supervisors are happier and more productive, and managers who receive positive feedback from their subordinates perform better.

Influence arises when a person's feelings, attitudes, or behaviors are affected by others. It is a critical component of a leader's skill to deploy power and respect an organization. Influence is visible in peer pressure, socialization, compliance, obedience, and persuasion. The skill to influence is a critical advantage for leaders, and it is also a significant aptitude for those in sales, marketing, politics, and law (Kotter, 2010). A leader may apply these three forms of influence to inspire staff and achieve objectives in a corporation. For example, compliance is a technique of preserving order in the workplace, such as when employees are expected to respect the restrictions established by their management.

Similarly, identification arises when people seek to emulate and follow the actions of others they look up to and respect, for example, a more experienced coworker or trustworthy employer. Internalization arises when individuals accept the vision and values and develop a commitment to realize them (Kotter, 2010). Leaders deploy many forms of influence to drive the behaviors and actions needed to perform tasks and achieve goals. Individuals differ in how susceptible they are to each form of influence. Some workers may care a great amount about what others think of them and thus be more susceptible to detecting the indicators for how to respond. Other persons may seek to believe fully in what they do and internalize a set of values to guide them. In organizations and other spheres of life, sources of influence are all around us. As a result, our behavior may affect how others engage with us and regard us.

· Analyze leadership theories at the individual, group, and organizational levels that inform effective organizational leadership

Leadership theories are presented to explain how and why certain people climb to the top of their fields of expertise. The theories stress the qualities and actions that individuals might embrace to become more effective become a better leader.

Great Man Theory

According to the Great Man Theory (which should be renamed the Great Person Theory), leaders are born with the required qualities and talents for leadership - charisma, intellect, Confidence, communication skills, and social skills. The notion asserts that the talent to lead is natural - that the finest leaders are born, not produced (Oko-Otu & Chidume,2021).). It characterizes leaders as courageous, legendary, and destined to ascend to leadership when the moment comes. The title "Great Man" was developed since leadership was designated for males, notably military leadership.

Trait Theory

The Great Man Theory and the Trait Theory focus on an individual's traits. Based on the characteristics of both successful and unsuccessful leaders, the model is built. This concept is used to predict who will be a successful leader in a given situation. When assessing a candidate's leadership potential, these traits are typically compared to other candidates. Academics are relying on the trait hypothesis in their search for leadership traits (Novikova, 2013). Psychological characteristics such as self-confidence in one's abilities are also considered when evaluating a candidate's suitability for the position.

3. Contingency Theory

According to the Contingency Theory, contextual considerations are crucial for determining the most appropriate leadership style for a given situation. The truth is that there isn't a single leadership style that is effective in every situation. They believe that the optimum leadership style strikes the best possible balance between behaviors, needs, and the context they operate. Hodgson and White have developed a model of the optimal leadership style (Donaldson, 2006). Good leaders are also capable of recognizing both the present and future demands of their followers and the needs of their immediate environment and surroundings. According to contingency theory, an effective leadership strategy requires a mix of several different factors.

4. Situational Theory

Like the Contingency Theory, it holds that no one leadership style is superior to the others in a given situation. According to the Theory's moniker, leadership is influenced by the context in which it is applied. Before adopting their leadership style, leaders need to analyze several elements, such as work type, kind of follower, and more. As put out by U.S. academic Paul Hersey and leadership expert Ken Blanchard, the situational Theory combines the leadership style with the maturity level of the followers. Hersey and Blanchard defined four levels of maturity (Kim, Shen & Morgan, 2011)

M1 - There is a lack of drive and tactical skills among the team members.

Those in the M2 team have a strong will to succeed, but they lack the requisite skills.

M3-Team members can do tasks but are unwilling to accept responsibility for their actions.

M4 - The team members have a strong work ethic and a desire to see initiatives through to completion.

5. Behavioural Theory

Instead of focusing on the general characteristics of leaders, behavioural Theory emphasizes the individual acts and behaviors they exhibit. According to this view, to lead effectively, numerous abilities must be acquired. To be a good leader, one must possess three key skills: technical, personal, and intellectual (Rudin-Brown& Jamson, 2013). A leader needs to have technical and human skills and conceptual talents, which allow them to come up with new ideas for operating a business or society successfully.

· Assess exemplar and anti-exemplar leadership examples for effectively leading present-day organizations

leaders use the following techniques to inspire and lead by example (Porrovecchio, M. J. (2006)

1 Focus on your teammates.

Some leaders are so focused on giving orders and leading their team that they lose sight of other leaders' and even their own followers' perspectives. Even the most junior members of a company's workforce may teach a good leader something new. If you're a manager, you must learn to interact and listen to all of your employees, regardless of their position in the organization. There may be times when management needs the help of an accountant or marketer, for example, if the manager is an expert in the field of investment.

2 Keep in mind the hierarchy of command.

A company's organizational structure helps everyone know whom they should go to if they have an issue in one of its departments. By not following these rules, the firm will become chaotic, and its employees will get discouraged. Dissatisfaction among the workforce is another repercussion of a supervisor that doesn't respect the chain of command since employees will find it difficult to speak with their superiors.

3. Get your hands a bit splatter-inducing.

If you want to be a leader, you need to know what you're doing and be actively involved in your work. You may lead by example if you take the initiative to join the marketing team on a field trip to promote the company's products, for instance. The company's overall morale will be boosted if the CEO pitches clients the same way as the marketing staff. Additionally, they will be able to develop new skills and knowledge and acquire the trust of their coworkers. Participation in the actual trade gives a leader a personal look at the challenges faced by marketing, which helps them come up with ideas to make their tasks easier.

4 Make good on the promises you've made.

To be effective, leaders must be able to deliver on their promises rather than merely repeating them over and over again. In the future, they need to focus more on obtaining actual results and less on past successes that they haven't been able to repeat thus far. This may be accomplished by mastering the art of delegation, which enables leaders to break down large work into smaller, more manageable tasks assigned to one or more employees. They might undertake a follow-up investigation to verify that the job was performed in line with ...

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4 Make good on the promises you've made.

5 The sooner conflicts are settled, the better.

It's common to see disagreements between employees, leaders, and employees. Leader-employee relations can be tense at times. Speed of resolution indicates a leader's ability to deal with difficulties swiftly. To prevent internal conflicts from slowing progress, a capable leader should step in and arbitrate any arising disputes. Workers should see that their boss is willing to take risks to keep the firm afloat and prevent bankruptcy.

6 Individuals matter.

This might help establish the bond between the leader and their subordinates by recognizing and appreciating their accomplishments. The leader must communicate and listen well to avoid making any employees feel inferior to the rest of the company. A good leader is also open to listening to the concerns of both the organization's employees and those who work for it and who is not afraid to speak out when necessary. When a leader acknowledges and honor the efforts of their employees, they are better able to interact with those around them.

· Develop a personal style of leadership for influencing transformational change in a contemporary organization

However, more study has been done on the transformational leadership theory than on all of the contingency theories together. In the notion, transformational and transactional leaders are differentiated. Colleagues are led by transformational leaders who link their aims with their employees. In this way, workers of transformational leaders shift their emphasis away from their interests and toward the interests of the organization as a whole. On the other hand, transactional leaders guarantee that their staff exhibit the proper behaviors since they exchange resources for them.

Transformational leadership has a significant impact on both the leader's performance and the pleasure of the employees they manage (Stone, Russell, & Patterson, 2004). As a result, transformational leaders increase their followers' intrinsic motivation, build more effective relationships with their employees, increase their followers' performance and creativity, increase team performance, and increase their organization's commitment to organizational change efforts. Several successful transactional leadership styles favor both leader performance and employee attitudes, apart from passive management by exception.

PART II ADDRESSES THE FOLLOWING COURSE OUTCOMES:

· Apply past and present leadership principles related to empowerment, emotional intelligence, and the roles of power and influence for leading others within organizations

· Analyze leadership theories at the individual, group, and organizational levels that inform effective organizational leadership

· Assess exemplar and anti-exemplar leadership examples for effectively leading present-day organizations

· Evaluate a leader's decision making as it relates to producing a transformational change in an organization

A lack of capacity hampers many businesses' quick decisions in complex situations. The decisions taken by leaders and their teams directly influence the organization's short- and long-term viability. Leaders must have effective decision-making procedures if they want their teams to perform at their highest levels. Some situations in which it is difficult to choose the most appropriate course of action. Your decision-making procedures may be keeping you from achieving your goals and objectives if you have ineffective meetings, conflicting priorities, and a lack of clarity in the delegation of decision-making power.

For firms, the higher the stakes, the more critical it is to come to terms with efficient decision-making procedures for their top executives. When it comes to the essential building blocks of every firm, which makes the decisions and how are they implemented? For an organization to succeed, its leaders must make the right decisions swiftly, gracefully, and consistently (often with little information) to keep things moving in the right direction. Consider the possibility that every happy or negative event results from a choice that was made correctly or poorly in the first place.

· Develop a personal style of leadership for influencing transformational change in a contemporary organization

PART I PROMPT

You are a manager in a large company, and you are assigned to a mentor. Your mentor is very excited that you are taking this course and has therefore asked you to develop and share your leadership theory. Your mentor wants to make sure that your personal development is grounded in theory and practice and has asked you first to demonstrate the foundation of your leadership approach. To do this, you will choose three theories—a combination of classic and contemporary—that you have studied in this course, in addition to selecting three leaders who exemplify your chosen theories. You will analyze each Theory for its strengths and weaknesses and evaluate the leaders you have identified concerning those theories. You will also identify and discuss three leaders who are anti-exemplary, as they will be used in the analysis portion of your project.

-You will use the concepts and lessons from this part of the final project to inform the second part, in which you apply the theories to an organization and articulate your leadership philosophy.

Specifically, the following critical elements must be addressed:

I. Introduction

Introduce your three chosen theories and three chosen leaders that you identified, which align with those chosen theories. Be sure to provide a brief explanation of why you have selected these. How do they apply to your leadership style or development?

-Great man theory of leadership by example Mahatma Gandhi

Some people still believe that leadership is an inborn talent, which is one of the earliest leadership theories. According to the Great Man Theory of leadership, leaders in general and great leaders, in particular, are created, not born. According to this view, leadership necessitates a set of personality traits that can't be taught or learned in a classroom, including charisma, persuasion, a strong sense of self-awareness, and a willingness to take risks. Either one has them, or one does not. Leadership traits are passed down from generation to generation. In other words, they're a genetic trait that's passed down from generation to generation or something innate. Mahatma Gandhi, Mao Tse Tung, Kamal Ataturk, Abraham Lincoln, General de Gaulle, and other famous leaders are used as examples of being good leaders. By divine design, they were born natural leaders with inherent leadership characteristics and achieved greatness. People looked to them for inspiration, support, and consolation. For this reason, the great man theory is instrumental in making a personal leadership style as leaders should have the inborn urge and talent to stand in leadership positions.

- Trait Theory of Leadership by example; Barrack Obama

The Trait Theory, a variation on the Great Man Theory, contends that leadership skills or characteristics may be learned rather than inherited. They do not necessarily have to be inherited. The trait theory of leadership asserts that there are some distinguishable features or characteristics unique to leaders. People who are effective leaders exhibit these attributes to a significant degree. Some people are born with leadership traits, while others learn them via training and experience. Because more research on leadership characteristics is being conducted, it can be claimed that the trait theory is undergoing further development. Barack Obama was one of the most popular leaders in history who was also referred to as a charismatic leader. He was extremely communicative and established a strong connection with a large number of Americans.

- Transformational Leadership by example Nelson Mandela

Nelson Mandela will go down in the history books as one of the most inspiring and role models of all time, and he deserves to be remembered for that. In the wake of years spent leading South Africa's democratic struggle and 27 years spent imprisoned in deplorable conditions, he was released when the country reached a critical juncture in its battle against oppression. Despite everything that Mandela had been through, he was able to emerge from prison to rule the nation as its next President, publicizing forgiveness and unity throughout the country. This enabled him to transform South Africa into a democratic nation free of the expected bloody battle of racial vengeance that the public feared and expected at the time. Mandela exemplified an inspirational motivation leadership style. He was treated with respect by his supporters and society due to his high ethical and moral principles. His complete lack of personal ego and his excellent self-management demonstrated that his values extended beyond personal gain, and his actions were all perceived as being for the nation's greater good.

II. Analysis of Established Theories

A. Theories Review

1. Summarize the major principles of the chosen theories and the potential impact on empowerment and emotional intelligence. (Amanchukwu, Stanley, & Ololube, 2015)

- Principles of Great Man Theory

(1) leaders are God's gifts to humanity. Many people believe that leaders and their things are imbued with divine power.

ii. Aspiring to be a leader and achieving greatness isn't for everyone.

iii. If you want to be a successful leader, you need to have some inborn leadership skills. (iii)

(iv)Independent factors include leadership abilities and workplace performance. Conditions like the type and requirements of followers, the demands of the work, and the broader socioeconomic context all play a role in determining a leader's emergence and efficacy. According to the view, individuals cannot adopt leadership roles and positions.

(v) It is impossible to learn or gain leadership qualities through formal education or experience.

To put it another way, "The Great Man." It is related to the idea of monarchs having a divine right to rule and reign over their subjects on an eternal hereditary basis to rule and reign over their subjects. According to tradition, the legitimacy of monarchs was considered to come from God. If you think of those who were born with some incomparable skills of a heavenly nature, you'll get the same idea.

- Principles of Trait Theory

Leaders can benefit from the insights provided by trait theory. Everyone can use it, regardless of their position in the organization. Managers can use the Theory's data to identify their position in an organization and to determine how their role can be strengthened in the company. They can gain an in-depth comprehension of their individuality and their impact on others in the company. Using this Theory, a manager can identify their strengths and weaknesses and thus learn how to improve their leadership qualities. Aiming for success: Effort, ambition, energy, and initiative are at an all-time high. Crave to lead others toward shared goals: a strong desire for integrity: dependable, steadfast and open. Have Confidence in oneself, one's ideas, and one's abilities. They are accomplished at making sound decisions, analyzing information, and comprehending concepts. Having a working knowledge of business and other technical subjects Well-adjusted and does not suffer from serious psychological problems.

- Principles of Transformational Leadership

Personalized Attention

Each follower has unique needs, and leaders who practice individualized consideration put their followers' interests first. Every follower receives support and encouragement from this leader, who is sensitive to their situation and background. In addition to being aware of the unique talents each employee brings to the workplace, leaders who demonstrate individualized consideration help their subordinates to develop and demonstrate these key skills and behaviors. As a result, the follower develops a desire to grow and is motivated to do their best work.

The motivation that is both inspiring and motivating

Inspired motivation occurs when an individual's vision for the future is compelling enough to spur others to go above and beyond expected expectations. With inspirational leadership, followers are held up to a high standard of excellence. As a leader, they are confident in the ability of their followers to achieve their goals, and they demonstrate the importance of all duties and responsibilities to their followers. As a result, they can inspire their followers to have a strong sense of purpose, which provides them with the motivation and meaning they need to keep going. A positive outlook on the future and an investment in one's abilities encourages followers to put in more effort.

Aspirational Power

As a result of their high ethical standards, transformational leaders who exhibit Idealized Influence serve as role models for their subordinates. These leaders inspire admiration and a desire to follow in their footsteps. In general, these leaders have high moral and ethical standards and can be considered doing the right thing. They are respected by their followers, who place a high degree of confidence in them. They give their followers a clear picture of what they want to accomplish.

Stimulation of the mind

The extent to which transformational leaders challenge their assumptions, take risks and solicit their followers' ideas is considered Intellectual Stimulation. They can tell who their fans are by the way they stimulate, innovate, and adapt. The leader encourages and collaborates with their subordinates to experiment with new ideas and approaches to organizational problems. For followers to become self-sufficient, the leader encourages them to think things through for themselves.

2. Explain how these major principles look through the lenses of those in the roles of power and influence in an organization.

B. Theories Critique

Great man Theory Critique

A leader's ability to lead does not come naturally to them, nor is it a gift from above. There are no such things as real-life leaders. Because of the complexity and rapidity of today's world, so-called "born leaders" are often outcasts. A few freaks of nature are the only ones who can fulfil society's expanding need for competent leadership in all areas of activity; their availability and reliability are minimal and unreliable. Leaders are people just like you and me who have specific traits and abilities that help them influence others. Anyone may develop their leadership abilities with the right kind of education, training, and experience (Mouton, N. (2019). Leadership abilities and characteristics are not enough to bring about success on their own. As well as their inherent abilities, circumstances play an important role in the emergence and performance of leaders. To put it another way, there isn't a scientific, verifiable, or predictable explanation for how and why leaders emerge and become effective, the critical qualities required to achieve greatness in leadership, or why one leader succeeds. At the same time, the other fails when two leaders have similar qualities.

Trait Theory Critique

No study or systematic development of concepts and principles is used to support this claim. It's more of a hypothetical idea that doesn't hold up when put to the test. It's merely a hypothesis as to why certain people end up in positions of authority. No explanatory or prognosticative power. That be a leader, you need more than just a few personality qualities. Several examples back up the idea that you need more than just a few personality traits to be a leader. The absence of the so-called qualities also does not exclude individuals from rising to the top and demonstrating their leadership abilities and value (O'Brien, 2012). The trait hypothesis does not attempt to link specific attributes to leaders' performance or behavior efficacy. Certain characteristics tend to cancel one other out. Pragmatism and an ethical sense of right and wrong, for example, don't necessarily go hand in hand. Maintaining leadership requires a different set of skills than attaining leadership. The sum amount of an individual's qualities does not disclose all of their beliefs, values, goals, and behaviors. The characteristic hypothesis focuses solely on the leader, ignoring the group of followers and the context, both of which are crucial to the efficacy of a leader. Leaders can't be counted on to exhibit certain attributes that can be consistently defined and measured. It's also not feasible to order the characteristics according to importance.

Transformational Theory of leadership Critique

-As a result of impression management, transformational leadership lends itself to leaders engaging in amoral self-promotion.

-Because transformational leadership is a blend of many different leadership theories, it is extremely difficult to train or teach (Tourish, 2013).

-Followers may be influenced by their leaders, and there is a possibility that they will lose more than they gain as a result.

1. Analyze the strengths of the three theories and their potential impacts on the individuals, groups, and organizational levels.

Great man Theory Critique strength

The idea helps to call attention to leadership and its components.
The hypothesis was widely rejected in the 1800s, which fueled the discussion on leadership.

Trait Theory Critique strength

It's a logically compelling hypothesis.
Many studies have confirmed the validity of the Theory's fundamentals and underlying assumptions.
An individual's ability to lead can be judged by how well they measure up to this standard.
It provides an in-depth look at the role of the leader in the overall leadership process.

Transformational Theory of leadership strength

The capacity to swiftly assess a company's existing state and develop a righteous vision for its reform and growth distinguishes transformational executives.
The leader's vision is communicated to her team via passion and influence.
Work is regarded as a worthwhile and pleasurable adventure, and hence employees are more likely to perform what they are expected to do.
Bringing on a transformative leader should positively impact the organization's bottom line. As long as everyone is focused on the same goal, increasing productivity when everyone is on the same page is much simpler.

2. Analyze the weaknesses of the three theories and their potential impacts on the individuals, groups, and organizational levels.

C. Theories Application

1. Evaluate the effectiveness of the leadership styles of the leaders who exemplify your selected theories. For instance, what aspects of their leadership styles align with your identified leadership theories?

-Great man theory of leadership by example Mahatma Gandhi

Some of the first leadership studies looked at leaders who had already achieved success. This group of persons frequently comprised aristocratic rulers who had risen to their positions through birthright privileges. Because persons from lower socioeconomic classes had less opportunity to develop and advance in leadership positions, the belief that leadership is a natural skill grew popular. Mahatma Gandhi was a visionary leader who instilled Confidence in his followers. Mahatma Gandhi was an inspiring leader because he enabled all Indians to participate in a salt march to corrupt the British economic system and because he empowered all Indians to oppose the British economic system. He was the founder of Satyagraha, and he motivated all Indians to comprehend and learn resistance via nonviolent civil disobedience due to his pioneering work. Gandhi was a visionary leader who influenced many people. He transformed Indians' spirits, instilling them with a new sense of self-respect and a sense of pride in their civilization; he is far more than a simple politician. He is a brilliant politician with a vision for the future.

- Trait Theory of Leadership by example; Barrack Obama

As a real leader, Barack Obama was always amazing. Before serving as the 44th president of the United States, Obama was a well-known political figure in his native state of Illinois and Chicago, where he was elected to the United States Senate. Involving himself in the community and doing good deeds made him a public figure and a politician renowned across the United States. He had many characteristics that support the philosophy of leadership based on traits. Conviction and Persistence; Obama's 2008 campaign slogan was "Change we can believe in" when he became President for the first time. Let's focus on his conviction and belief and what he was trying to transmit to the broader audience before moving on to the topic of change. Obama used the first-person plural "we" instead of "I" when delivering speeches. While it may initially appear to be a nuisance, it's a brilliant and creative technique to get the audience's attention.

It's not simply pure politics, as some of you would think, but rather a unique technique to get people engaged in a dialogue and then make them feel like they've made a constructive contribution to a cause. You must be an excellent communicator to get to the top as a leader. It's not only a matter of becoming a good public speaker. Developing strong communication skills necessitates the ability to communicate effectively in writing and the ability to listen attentively and comprehend what is being said. President Obama is an exceptional leader because he knows how to communicate with everybody, regardless of age, ethnicity or gender. Moreover, he gets all the credit for being an ideal person who has mastered the art of communication.

- Transformational Leadership by example Nelson Mandela

Nelson Mandela is the epitome of a transformative leader who places the needs of others ahead of his own. He called on the rest of the world to "combat racism, wherever it appears and whatever garb it adopts" in his 1993 Nobel Peace Prize acceptance address (Nelson Mandela-Nobel Lecture). Many of Mandela's contemporaries and international rivals admire him as the country's first black President, and his achievement has served as a model for future leaders, including Barack Obama.

2. Evaluate the effectiveness of the leadership styles of the leaders who are the anti-exemplary of your selected theories. For instance, what aspects of their leadership style(s) do not support your identified leadership theories?

Qin Shi Huang

China was united under the rule of Qin Shi Huangdi in 221 B.C., the first ruler of the Qin dynasty. Those who disagreed with his views may expect him to order the execution of intellectuals and the burning of "critical" writings. During his rule, a massive mausoleum with over 6,000 life-size Terra-cotta Soldiers was ordered to be constructed (roughly speaking, the forerunner to the contemporary Great Wall of China). For the sake of maintaining the mausoleum's secret, numerous conscripts and others involved in construction were killed. According to a Hong Kong University lecturer, "every time he stole someone from another country, he sterilized them in attempt to identify them and make them slaves.

Gaius Julius Caesar Augustus Germanicus (aka Caligula)

At initially, the populace was well-liked by Caligula due to his release of political prisoners and the repeal of an onerous sales tax. Until then, he was a different man. Eliminated opponents and crowned himself a deity by making the execution of their parents public. Caligula had intercourse with his sisters, offered their skills to other men, raped and murdered people, and appointed his horse a priest, per the Roman historian Suetonius. He was finally stabbed 30 times by a gang of guardsmen when they assaulted him.

Adolf Hitler

At the end of 1941, Hitler's German Third Reich empire (and the Axis) encompassed almost every country in Europe, along with a significant portion of North Africa. Aside from the elimination of Jews, Slavs, gipsies and political opponents, Hitler also conceived a plan to produce his idealized "master race" by forcing people into internment camps, where they were tormented and worked to death. Around 11 million individuals were allegedly slaughtered on purpose by the Nazis during Hitler's reign. As Soviet troops closed in on Germany, Hitler and his spouse took their lives in the Führerbunker.

3. Apply the selected leadership theories to your past or present organizational context. This is where you think about the interplay of the selected leadership theories and the individual, group, and organizational levels of your past or present organizational context.

Great man Theory

Those who believe in the great man theory of leadership believe that certain individuals are born with the required characteristics that distinguish them from others. These characteristics have led to their obtaining positions of power and influence. A leader is a hero who achieves objectives for his people in the face of overwhelming circumstances. An individual should analyze the natural leadership that come out to assist in their daily routines. For groups and organizations, the management needs to look out for those outstanding employees among them and put into good use the leadership skills that do not need training or resources for them to be effective.

Trait Theory

Using the traits of many successful and failed leaders, the trait theory of leadership may be used to forecast organizational effectiveness. The features that emerge are then contrasted to those of other prospective leaders to determine whether or not they will be successful. Successful leaders have interests, talents, and personality qualities distinct from those of less successful leaders. Leaders may benefit from the insights provided by trait theory. It may be used by everyone, regardless of their position in the company. Managers may use the Theory's information to analyze their position in an organization and to determine how their position might be strengthened in the company. They may get an in-depth awareness of their personality and their impact on others in the company. Using this approach, a manager can identify their strengths and limitations and learn how to improve their leadership skills.

Transformational Theory

As a "system based on knowledge," the transformational leader should oversee an organization that is understood to be an information and basic understanding (explicit and implicit) system through which knowledge acquired from outside (absorptive capacity) or knowledge already present in the organization can be circulated. This flow of information provides new knowledge that, when put to use (innovation), leads to the development of crucial competencies for the company. This flow of information may be transformed in numerous ways (organizational learning). It is not the participants' knowledge that is crucial, but the organization's ability to integrate, distribute, and apply this information in a new and creative way that matters most.

III. Conclusion: Summarize how the theories can alter organizational decision-making concerning roles of power and influence, especially in relation to your leadership style.

Those under the direction of a leader who practices transformational leadership should expect to see beneficial changes in their behavior. Most transformational leaders have upbeat personalities. All of these leaders care about the group's success as a whole, including the success of the individual members. A score for transformational leadership was then calculated based on traits such as offering intellectual stimulation, rewarding excellent performance, leading by example, and making workers feel they were contributing to the group's objectives. Transformational leadership as my leadership style should cover both great man and trait theories of leadership.

PART II PROMPT

You are a manager in a large company, and you are assigned to a mentor. Your mentor is very excited to take this course and has asked you to develop and share your personal leadership theory. This person wants you to be very detailed in this process and submit a report for review.

For Part II, you will use your theoretical review and critique from Part I to develop your leadership theory. Additionally, you will articulate how you will apply your leadership theory in your current or future workplace.

Specifically, the following critical elements must be addressed:

I. Personal Theory of Leadership

A. Introduction: Briefly summarize the theories you analyzed in Part I, focusing on an overview of the key aspects from that analysis that will inform the discussion of your personal leadership style and its application.

The great man theory mainly emphasizes that a leader is born. That a leader does not need to be trained to be one. The trait leader is an improvisation of the great man theory. The Theory says that a leader is more of the qualities and the values that hold. Transformational leadership, on the other hand, is my personal leadership style that I champion. It encompasses inborn leaders, sharpened by training and living for others instead of their selfish interests. Transformational leadership can be applied across all sectors of life, whether the social, economic, political and spiritual life.

B. Identify aspects of the leadership theories discussed earlier that you would like to incorporate into your Theory of leadership. Be sure to include the potential impact on transformational change

I would like to incorporate the aspect that leaders are born. This is because it is possible to distinguish between a leader and a follower at a very young age. The potential impact is that there will be more leaders and followers, which is not exactly true in reality.

C. Determine how Theory and practice intersect in your personal leadership theory. How do the exemplary leaders inform your personal Theory of leadership?

Exemplary leaders champion change and prosperity. In transformational leadership, leaders will be more driven towards making a difference that will impact their society and the world at large. Leaders will have a track record that is clean and speaks for itself.

D. Differentiate which aspects of your Theory are essential to you and which aspects are more flexible and therefore less essential. Be sure to address the potential impact on internal and external stakeholders.

The most important aspect to me is that the Theory incorporates almost all the other theories components. However, it is very difficult to identify a less essential aspect since coming up with the Theory has comprehensive parts that are all essential to form a strong, relevant theory that touches all weaknesses of the component theories.

E. Differentiate which aspects of your Theory seem the most challenging and the most comfortable to you and why. What are the intersections between these aspects and those you identified as essential and flexible?

The flexible part of the transformational Theory is that the traits needed to form a role in an organization are not fixed. The management can feel free to change the person's traits in question depending on the leadership role they hold. An accountant needs to be accurate in their work but not necessarily a loud person or an influencer.

II. Application of Personal Theory of Leadership

As stated above, this personal Theory can be applied across all walks of life. Citizens of the country can use it to gauge political aspirants before the voting process. An interview board can also use the transformational Theory of leadership to gauge leadership skills exhibited by the candidate. The application is broad. The general role is when it involves a vetting process. If the candidate meets the majority of the principles of the Theory, then they are eligible.

A. Briefly describe a scenario that occurred in your past or present workplace. What was the impact on internal and external stakeholders?

Recently. The board of directors was concerned about a director of the human resources department. The head was all grumpy and rude to the juniors. This resulted in a high rate of turnover in the company. Upon investigation, it was found that the working environment made many employees quit work despite the compensation packages being fair.

B. Describe how your personal leadership theory can be applied to this scenario. Be sure to address your Theory's influence at the individual, group, and organizational levels.

Transformational Theory can solve this matter by replacing the officer in question. Most probably, they have problems outside work and need someone who will listen and understand and offer a solution to the problem. The director of the human resources department was not a perfect candidate for the job. They were not evaluated against the required traits for the position. They should be reassigned to another department that best suits their character.

C. Explain how your personal Theory of leadership influenced your decision making in this scenario. How did your decisions impact transformational change in your workplace?

The solutions suggested providing a win-win situation if they are implemented. The problem will be sorted out, the employees will be under a better boss, and the boss causing the problem will be assigned to a position where they will not have to experience such problems.

D. Evaluate the effectiveness of your personal Theory of leadership in this application. Be sure to include potential issues or weaknesses of your personal Theory related to transformational change.

The Theory is highly functional. I implemented then the quality of leadership given will be relatively high compared to the existing theories. A potential problem is the complexity of the Theory. The Theory has a lot of parts since it combines aspects of the existing theories.

E. Determine what tool might be valuable for evaluating your personal Theory of leadership as it relates to transformational change. Be sure to include key features of the evaluative tool that supports the continuous improvement of your personal Theory of leadership.

Transformational leaders only question the existing quo; they also inspire their followers to think beyond the box. The leader's role is to inspire subordinates to seek new methods of doing things and new avenues for learning.

Transformational leadership is also about providing personalized support and encouragement to those who follow you. By maintaining open communication channels, transformational leaders develop supportive connections by allowing followers the freedom of expression and being recognized for their unique contributions.

Transformational leaders can communicate their vision to their followers in a way that inspires them. Additionally, great leaders can inspire their followers with the same enthusiasm and drive to achieve their objectives.

For followers, the transformative leader serves as a model. Because they have faith in and respect the leader, others who follow them do the same.

III. CONCLUSION

A. Summarize your personal Theory of leadership. Be sure to make connections to the identified leadership theories, exemplary and ant exemplary leaders, and your past or present organizational context.

Identifying leaders who exemplify these ideals and can guide a workforce toward reaching these objectives via focused learning and development is the first step in the process (of developing an exceptional management team). A special frame of mind is necessary for the development of a transformative leader. A leader's ability to learn and grow is a continuous process for the most effective transformational leaders.

B. Describe how your personal leadership theory can be taught to others. Be sure to include how your personal leadership theory would influence transformational change in a contemporary organization.

Transformational change can only or easily come about by transformational leadership. When leaders understand all the aspects of their leadership, things become easier to run. Transformational leadership can be taught to others by first teaching what self-awareness is. When people are aware of their strengths and weaknesses, it is just a matter of analyzing the intensity they need to acquire what they need to let go of. Transformational leadership also includes teaching the value of selflessness. When people live for others, transforming the world will be the most satisfying thing leaders will do.

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