Comparing Leadership Models Purpose Of Assignment

Comparing Leadership Modelspurpose Of Assignmentthe Purpose Of This As

Comparing leadership models: the purpose of this assignment is to provide the student with an opportunity to understand and analyze the Universal Model of Leadership in the text, and compare it to one other model to see the similarities and differences. Create a 10- to 12-slide PowerPoint presentation to compare the Universal Model of Leadership in Mastering Leadership to one other leadership model. Include a graphic to compare and contrast those two models, noting similarities and differences. Develop your conclusions regarding the significance of those models in business and how they might apply. Include detailed speaker notes, supporting citations, and references. Format your assignment consistent with APA guidelines.

Paper For Above instruction

Comparing Leadership Modelspurpose Of Assignmentthe Purpose Of This As

The assignment entails a critical analysis of leadership models, focusing specifically on the Universal Model of Leadership as presented in the text "Mastering Leadership." The core objective is to compare this model with another leadership framework to identify similarities and differences and to evaluate their relevance and application within a business context.

The process begins with an in-depth understanding of the Universal Model of Leadership. This model emphasizes core principles such as self-awareness, integrity, authenticity, and the development of leadership capacity through personal growth and emotional intelligence. It advocates a transformational approach to leadership, where leaders are viewed as catalysts for positive change and motivators for their teams. The model underscores the importance of adaptable leadership styles that respond flexibly to complex organizational challenges.

Next, the student is required to select a second leadership model for comparison. Suitable models might include transformational leadership, transactional leadership, servant leadership, or authentic leadership, among others. Each of these models provides unique perspectives on how leadership functions within organizational settings. For example, transformational leadership emphasizes inspiring followers to achieve extraordinary outcomes, focusing on vision, motivation, and development. Conversely, transactional leadership is more structured, emphasizing exchanges and clear expectations.

The comparison should be presented visually in a graphic—such as a Venn diagram, table, or chart—that highlights the similarities, such as shared values of influence and development, and differences, like underlying philosophies or behavioral emphases. This visual aid helps clarify how these models align or diverge in terms of their assumptions, focus areas, and leadership actions.

Furthermore, the student is tasked with analyzing the significance of these models in a business environment. This involves discussing how each model can influence organizational culture, employee motivation, decision-making processes, and overall effectiveness. For instance, the Universal Model’s emphasis on authenticity can foster trust and psychological safety, which are critical in today’s collaborative workplaces. Transformational leadership’s focus on vision can drive innovation and change management.

Finally, the student should articulate how these models could be practically applied in real-world scenarios. This might include strategies for leadership development, organizational change initiatives, or conflict resolution, demonstrating an understanding of the models’ operational relevance.

The presentation must include detailed speaker notes that elaborate on the visual content, support claims with scholarly citations, and adhere strictly to APA formatting for citations and references. The final deliverable should be a comprehensive PowerPoint presentation that not only compares the models but also offers insights into their strategic importance in the contemporary business landscape.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Lawrence Erlbaum Associates Publishers.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.
• Craig, R. (2018). Servant leadership: A review and synthesis. Journal of Leadership & Organizational Studies, 25(2), 243-255.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126.
• Yukl, G. (2013). Leadership in Organizations. Pearson Education.
• Antonakis, J., & Day, D. V. (2017). The nature of leadership. Sage Publications.
• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
• Rajasekar, S., Philominathan, P., & Chinnathambi, V. (2013). Research methodology. ELSEVIER.