due in 4 days
Truths About Leadership [WLO: 2] [CLO: 2]
Prior to beginning work on this discussion forum, read the article,
10 Tough Truths About Leadership (Links to an external site.)
Based on the information in the article, which of the 10 truths do you think are the most important for leaders to understand, and why? Emotional intelligence has become an important topic in leadership. The fifth truth in this Forbes article deals with emotions. What can leaders do to help control emotions? According to the ninth truth in the article, leaders should be relentless in their pursuit of goals. Is it ever appropriate to give up on a goal? Give an example and explain why it is or is not appropriate to give up on achieving a goal. Respond to at least two of your classmates’ posts.
Leadership Trait Questionnaire: Discipline-Specific Skills [WLO: 3] [CLO: 6]
Prior to beginning work on this discussion forum, read Chapter 2 in the course textbook, Leadership: Theory and Practice. In the textbook, you will find the Leadership Trait Questionnaire located at the end of Chapter 2.
Rate yourself on the Leadership Trait Questionnaire in the course textbook. What do you perceive as your greatest strength? Give an example of how your behavior in one situation illustrated this strength. What do you perceive as your greatest weakness? Give an example of how your behavior in one situation illustrated this weakness.
Behavioral and Situational Approaches [WLO: 1] [CLOs: 1, 3, 4]
Prior to beginning work on this discussion forum, read Chapters 4 and 5 in the Leadership: Theory and Practice course textbook.
In your discussion post, distinguish between the behavioral and situational approaches. Begin with a brief explanation of each, and then discuss how they compare and contrast. Include examples of when each may be effective.
Effective Leadership for Followers Scenario [WLO: 2] [CLOs: 4, 5]
Prior to beginning work on this discussion forum, read Chapter 13 in the Leadership: Theory and Practice course textbook.
Explain at least two steps that leadership should take to be effective for their followers, based on your readings from the text this week. Apply these steps to a current situation in which you are a follower. What approaches would be most appropriate for leading you, according to the theories you have explored this week, and why?
Leader-Member Exchange Theory [WLO: 1] [CLOs: 3, 4]
Prior to beginning work on this discussion forum, read Chapter 7 in the Leadership: Theory and Practice course textbook.
Leader-member exchange (LMX) theory examines leadership dynamics in terms of personal relationships between an organizational leader and a follower. However, this personal relationship exists in a professional setting. What is the difference between a dyadic relationship and a friendship? The LMX theory promotes the positive aspects of personal relationships between a leader and a follower. But, are there some leaders and/or followers that cannot have very personal relationships with their coworkers, and is this good, bad, or neither? Why?
Path-Goal Theory [WLO: 2] [CLOs: 3, 4]
Prior to beginning work on this discussion forum, read Chapter 6 in the Leadership: Theory and Practice course textbook.
Identify four leadership styles associated with the path-goal theory. Explain each style and relate it to styles described in other theories. Can leaders exhibit more than one style? Discuss an example of the path-goal style being used by a leader with whom you are familiar, and evaluate this leader’s effectiveness.
Northouse, P. G. (2022).
Leadership theory and practice
(9th ed.). SAGE.
· The full-text version of this ebook is available through the RedShelf platform.
· Adams, S. (2012, October 4).
10 tough truths about leadership (Links to an external site.)
. Forbes. Retrieved from http://www.forbes.com/sites/susanadams/2012/10/04/10-tough-truths-about-leadership/
· Appelbaum, S. H., Audet, L., & Miller, J. C. (2003).
Gender and leadership? Leadership and gender? A journey through the landscape of theories (Links to an external site.)
. Leadership & Organization Development Journal, 24(1/2), 43–51. https://doi.org/10.1108/01437730310457320
· Dooley, R. (2003).
Four cultures, one company: Achieving corporate excellence through working cultural complexity. (Links to an external site.)
Organization Development Journal, 21(2), p.52.
· Downey, L. A., Papageorgiou, V., & Stough, C. (2006).
Examining the relationship between leadership, emotional intelligence and intuition in senior female managers (Links to an external site.)
. Leadership & Organization Development Journal, 27(4), 250–264. https://doi.org/10.1108/01437730610666019
· Jogulu, U. D., & Wood, G. J. (2006).
The role of leadership theory in raising the profile of women in management (Links to an external site.)
. Equal Opportunities International, 25(4), 236–250. https://doi.org/10.1108/02610150610706230
· Weyer, B. (2007).
Twenty years later: Explaining the persistence of the glass ceiling for women leaders (Links to an external site.)
. Women in Management Review, 22(6), 482–496. https://doi.org/10.1108/09649420710778718
· Alahmad, A. (2010).
To be ethical or not to be: An international code of ethics for leadership.
Journal of Diversity Management, 5(1), 31-35. https://doi.org/10.19030/jdm.v5i1.803
· Allio, R. J. (2007).
Bad leaders: How they get that way and what to do about them. (Links to an external site.)
Strategy & Leadership, 35(3), 12-17. https://doi.org/10.1108/10878570710745785
Authenticity and effective leadership: Getting the focus right. (Links to an external site.)
(2006). Strategic Direction, 22(7), 18. http://doi.org/10.1108/02580540610669044
· Browning, B.W. (2007)
. Leadership in desperate times: An analysis of Endurance: Shackleton’s incredible voyage through the lens of leadership theory. (Links to an external site.)
Advances in Developing Human Resources, 9(2), 183-193. https://doi.org/10.1177/1523422306298858
· Ciulla, J. B. (2010).
Being there: Why leaders should not “fiddle” while Rome burns. (Links to an external site.)
Presidential Studies Quarterly, 40(1) 38-56. https://doi.org/10.1111/j.1741-5705.2009.03753.x
· Dulewicz, V., & Higgs, M. (2003).
Leadership at the top: The need for emotional intelligence in organizations (Links to an external site.)
. International Journal of Organizational Analysis, 11(3), 193–210. https://doi.org/10.1108/eb028971
· Hammett, P. (2008).
The paradox of gifted leadership: Developing the generation of leaders (Links to an external site.)
. Industrial and Commercial Training, 40(1), 3–9. https://doi.org/10.1108/00197850810841585
· Hobson, C. J., Strupeck, D., & Szostek, J. (2010).
A behavioral roles approach to assessing and improving the team leadership capabilities of managers. (Links to an external site.)
International Journal of Management, 27(1), 3-15, 200.
· Humphreys, J., Zhao, D., Ingram, K., Gladstone, J., & Basham, L. (2010).
Situational narcissism and charismatic leadership: A conceptual framework (Links to an external site.)
. Journal of Behavioral and Applied Management, 11(2), 118-136.
· Li, C.-K., & Hung, C.-C. (2009).
The influence of transformational leadership on workplace relationships and job performance (Links to an external site.)
. Social Behavior and Personality, 37(8), 1129–1142. https://doi.org/10.2224/sbp.2009.37.8.1129
· Marques, J. F. (2008).
The five steps toward awakened leadership. (Links to an external site.)
Performance Improvement, 47(7), 20-23. https://doi.org/10.1002/pfi.20013
· Sussan, A. P. (2006).
Management by emotion (MBE) (Links to an external site.)
. Competition Forum, 4(2), 433-437.
· Tse, H. H. M., & Mitchell, R. J. (2010).
A theoretical model of transformational leadership and knowledge creation: The role of open-mindedness norms and leader-member exchange. (Links to an external site.)
Journal of Management and Organization, 16(1), 83-99. https://doi.org/10.1017/S1833367200002285
· Whitener, J. K. (2007).
Year of wonders: The wonder of leadership. (Links to an external site.)
Advances in Developing Human Resources, 9(2), 214-235. https://doi.org/10.1177/1523422306298860
· Wickham, K. R., & Walther, J. B. (2007).
Perceived behaviors of emergent and assigned leaders in virtual groups. (Links to an external site.)
International Journal of E-Collaboration, 3(1), 1-17. https://doi.org/10.4018/jec.2007010101