Theories Of Successful Leader Samples †MyAssignmenthelp.com

Question: Discuss about the Theories Of Successful Leader. Answer: Introduction The essay describes about being a successful leader in any business or a start-up in terms of Leadership theories including the followers,Change management and Organization culture. It is true that the difference between failure and success across the industries starts with leadership area, and this has good presence to be a strong leader. According to Mitchell (2013), it is well documented that the organization performs better when all the employees work effectively across the managerial lines. The leaders that are great at listening to the diverse opinions could facilitate the teams in moving a solution ahead (Steers, Sanchez-Runde and Nardon, 2012). This may also create a positive working environment that can remove the obstacles, and provide tools for the employees with the need to perform the jobs efficiently (Azanza, Moriano and Molero, 2013). However, it is important that effective leaders help the people to understand how contributions work for them with a broader vision. Main Body For a successful leader, according to Antonakis and House (2013), it is always important for the individual to be honest in their workplace and personal life. The team being considered would be a reflection of the values to uphold the area been considered. It is been observed that many leaders tries to develop the core values and benefits, which they could strive to delegate their teams. However, as opined by Burnes and By (2012), leading with a positive attitude would also go in a long way to keep the team motivated, and this helps to transform the frustration in case of a proactive approach. The author also leads to his comment that attitude can also prevent the team from becoming overwhelmed. Leadership Theories with followers In order to be grateful for the impact of Leader-follower theory in the workplace, one should broadly understand the meaning it has. This is very important because it has meaningful aspects that lay the foundation to build upon. According to Colbert et al. (2012), the impact in its effect could also be an identified process and would start from the steam of its foundation. At the very least, the author above describes leadership as the process on which the person influences others to accomplish towards an objective. The theory also makes a contrast to the functional area of a workplace where things can prove better with the aim to seek out with the goal it may have (Dorfman et al. 2012). The followers here are mainly the loyalists, opportunists, realists, and spectators. As opined by Day et al. (2014), the objective of loyalists and opportunists for the organization could be tasked on completing the benefits. This mainly comes with an overall picture when provided with a mission/visi on by the principle creator or owner. If there is an organization or a company, there is going to be employees who have involuntarily taken a position with the said groups. By definition, leadership presumes the realists and spectators to lead to an instance, and if there were certain followers to lead, it would create a necessity for the actual leader. As argued by Kapferer (2012), the company here would require the leader to lead the follows in order to accomplish the objective and the mission nominally. Here, both the follower and the leader are easy to recognize in the given scenario. It is also important that the leader-follower relationship must be one that ensures resistance to be nominal. However, this would mean that the potential leader should have the willingness to follow and lead effectively (Latham, 2014). Thus, a situation is projected where the leader tries to lead with the situation and follows a major part in the leader-follower relation. Another theory chosen is the Contingency theory where Liden et al. (2014) has embarked on the evidence found from the leaders in situations that are effective. According to Lorenzi and Riley (2013), no such psychological profile or set of enduring traits could be linked directly to define effective leadership for loyalists and opportunists. For spectators and realists followers, the interaction between individual traits and prevailing conditions can prove better to create leadership. In other ways, the Contingency theory also resides on the fact to be a successful leader that works with recognition independent with the loyalists mostly (Mitchell, 2013). As such, the theory also helps to predict the practices where effective leaders i.e. opportunists can be analyzed with the personal traits to match the situation rather closely. From this theory, the relevant aspects of the situation to be successful as a leader is also analyzed with the quality of the leadership theories and the way formal authority works with the structured tasks. In response to the behavioral theory by Morley (2014), early criticisms of the trait approach is been analyzed with set of behaviors. This is however been evaluated to analyze what the followers i.e. loyalist and opportunists have done and developed a taxonomy of actions. The theory also has identified broad patterns that are indicated with the diverse leadership styles, which taken into account of the effect of punishment and reward with the changing behavior (Muenjohn and Armstrong, 2015). For realists and critics follower, an example for this theory analyzed is the leader or the manager that motivates the desired behavior by scolding the employees that mainly arrive in meeting to show appreciation when they are early on time. One more theory based on leadership with effective followers is the Full-Range theory, which is a component of the transformational leadership. According to Odumeru and Ogbonna (2013), this theory helps to enhance the morale and the motivation by connecting employees sense of identity for a project based on the collective individuality of the organization. As opined by Parris and Peachey (2013), the theory analyzes four essential qualities for a good leader that includes the individual consideration for loyalist where the degree for the leader would be to attend to the followers concerns and the need to act as a coach or a mentor. Another instance is the intellectual stimulation for opportunists where the degree on which the leader challenges his/her assumptions by taking risks and following necessary ideas (Steers, Sanchez-Rund eand Nardon, 2012). For a good follower in leadership advent, Van Wart (2013) acknowledges that the truth in effective leadership roles could work effectively with the social circles, families, religions and other settings. The author also acknowledges that most leaders should be aware of the audiences like the board members, public, customers, co-workers and colleagues. As a leader, one should be very aware of what brings to them alone (Wang et al. 2014). According to Azanza, Moriano and Molero (2013), they also get to learn on the differences while ignoring it, and at the same time, the leader cannot be too oblivious on the attitudes around him. Change management According to Antonakis and House (2013), a successful change resides one of the major problems, which modernized the pace of organization presently. In the changing world, the strategic imperatives are considered a change, and it is often clear while doing things differently. On doing things differently, the company could be unlikely to continue doing anything at all. Colbert et al. (2012) opines that changemanagement has demonstrated with time that few of the organizational change initiative fail more than they would succeed despite resources been put into the creation of changemanagement process. In order to be successful for effective change, communicating effectively would be a major choice (Dorfman et al. 2012). This is where the unsuccessful leaders focus on what is left behind the change. The successful leaders also communicate on what and why the leaders insist for the purpose of change been connected with the organization values. Collaborating is another instance where bringing people together on planning and executing the change prove to be critical. This is where the successful leaders work across the boundaries for encouraging the employees to break out the silos and tolerate good competition. According to Kapferer (2012), this also includes employees to make the early decisions on strengthening their commitment to successful change. While the unsuccessful leaders here might fail in order to engage employees during the change procedure. Commitment is another area where the successful leaders make sure that the behaviors and beliefs are supported by the change (Mitchell, 2013). According to Morley (2014), most organizations enviably suffer who have failed initiatives that hit the major setbacks. Internally, the organizations for a change do include low morale, low productivity and low trust in leadership. Externally, the failures erode with the trust factor in management that drives the stock price down. Lorenzi and Riley (2013) argue that failed leaders can be redeployed, removed and then reassigned from a company. Conversely, the leaders can reshape their organization and leverage their change that navigates with a winning sport. The resilience here could be judged with the initiatives, which most leaders spend at time during listening to third parties (Liden et al. 2014). Instead, playing the politics on change also matters well because very change has losers and winners. In the field of agenda, the change leaders need to understand how to manage the politics by reducing brokering deals, checking own egos and making a sincere effort to feel respected. According to Nichols and Erakovich (2013), knowing the organizational priorities matter well with the trust and alignment needed to implement the change because transformational change spans with organizational boundaries. Organization culture Organization culture as per Odumeru and Ogbonna (2013) is the set of standards and rules that leads to behavior of the member through interpersonal relations and gestures. The idea that most successful leaders have can give the followers a high-level of meaning to the strategic management area. According to Parris and Peachey (2013), every organization has the company culture, which is elemental for an organization success. In the business sphere, successful leaders take the dictatorial decision-making area in order to improve the speed of a direction and plethora of research. While it is obvious that companies having poor culture experience symptoms from the high employee churn to the talent acquisition with low engagement levels. Thus, it is observed that every organization has a company culture whether it is elemental for the ongoing success and ensure the operational alignment to support successive business process. Even, the actual relation with culture and leadership is a contentious issue because the school of thought is defined on own merits (Parris and Peachey, 2013). This could also be assumed if the leader has positive impact on the organization, they would be within the frame of existing culture of the company. According to Wang et al. (2014), viewing culture as the outcome of leaders behaviors and values draw heavily with the social learning theory. In a healthy culture, it is often intended that solicit feedback working with the internal practices of an organization has certain tools and policies in promoting the desired behaviors. This practice need to be regularly enforced by a leader to ensure adaptability and high performance to the new conditions in a working environment (Nixon, Harrington and Parker, 2012). While embracing differences also remain dominant due to the continued growth in an organization. Thus, for a successful leader in an organization culture encourages them to take initiatives and be constructive and engaged (Muenjohn and Armstrong, 2015). Conclusion The Project paper concludes on the study to be a successful leader with the use of leadership theories based on followers. This justifies the true difference with the theories been intended for leadership guide based on followers it can have. Besides, the study also analyzes Organization culture and the change management area that works effectively with the managerial lines. However, to be successful as a leader, collaboration among the partners would work heavily to define the teams and understand theme what best practices can be intended for the organization. Thus, leading with a change in an organization also drives the transition of the individual to be successful as a leader. References Antonakis, J. and House, R.J., 2013. The full-range leadership theory: The way forward. InTransformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition(pp. 3-33). Emerald Group Publishing Limited. Azanza, G., Moriano, J.A. and Molero, F., 2013. Authentic leadership and organizational culture as drivers of employees job satisfaction.Revista de Psicologa del Trabajo y de las Organizaciones,29(2), pp.45-50. Burnes, B. and By, R.T., 2012. Leadership and change: The case for greater ethical clarity.Journal of business ethics,108(2), pp.239-252. Colbert, A.E., Judge, T.A., Choi, D. and Wang, G., 2012. Assessing the trait theory of leadership using self and observer ratings of personality: The mediating role of contributions to group success.The Leadership Quarterly,23(4), pp.670-685. Day, D.V., Fleenor, J.W., Atwater, L.E., Sturm, R.E. and McKee, R.A., 2014. Advances in leader and leadership development: A review of 25years of research and theory.The Leadership Quarterly,25(1), pp.63-82. Dorfman, P., Javidan, M., Hanges, P., Dastmalchian, A. and House, R., 2012. GLOBE: A twenty year journey into the intriguing world of culture and leadership.Journal of World Business,47(4), pp.504-518. Kapferer, J.N., 2012.The new strategic brand management: Advanced insights and strategic thinking. Kogan page publishers. Latham, J.R., 2014. Leadership for quality and innovation: Challenges, theories, and a framework for future research.Quality Management Journal, 21 (1),5. Liden, R.C., Wayne, S.J., Liao, C. and Meuser, J.D., 2014. Servant leadership and serving culture: Influence on individual and unit performance.Academy of Management Journal,57(5), pp.1434-1452. Lorenzi, N.M. and Riley, R.T., 2013.Organizational aspects of health informatics: managing technological change. Springer Science Business Media. Mitchell, G., 2013. Selecting the best theory to implement planned change: Improving the workplace requires staff to be involved and innovations to be maintained. Gary Mitchell discusses the theories that can help achieve this.Nursing Management,20(1), pp.32-37. Morley, L., 2014. Lost leaders: Women in the global academy.Higher Education Research Development,33(1), pp.114-128. Muenjohn, N. and Armstrong, A., 2015. Transformational leadership: The influence of culture on the leadership behaviours of expatriate managers.international Journal of Business and information,2(2). Nichols, T.W. and Erakovich, R., 2013. Authentic leadership and implicit theory: a normative form of leadership?.Leadership Organization Development Journal,34(2), pp.182-195. Nixon, P., Harrington, M. and Parker, D., 2012. Leadership performance is significant to project success or failure: a critical analysis.International Journal of productivity and performance management,61(2), pp.204-216. Odumeru, J.A. and Ogbonna, I.G., 2013. Transformational vs. transactional leadership theories: Evidence in literature.International Review of Management and Business Research,2(2), p.355. Parris, D.L. and Peachey, J.W., 2013. A systematic literature review of servant leadership theory in organizational contexts.Journal of business ethics,113(3), pp.377-393. Steers, R.M., Sanchez-Runde, C. and Nardon, L., 2012. Leadership in a global context: New directions in research and theory development.Journal of World Business,47(4), pp.479-482. Van Wart, M., 2013. Lessons from leadership theory and the contemporary challenges of leaders.Public Administration Review,73(4), pp.553-565. Wang, H., Sui, Y., Luthans, F., Wang, D. and Wu, Y., 2014. Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes.Journal of Organizational Behavior,35(1), pp.5-21