Which Points Are Most Intriguing Or Persuasive To You Why ✓ Solved

Which Points Are Most Intriguing Or Persuasive To You Why Points

Which points are most intriguing or persuasive to you? Why? - Points that come across as interesting to me in Keohane, is the historical references and terms used in discussing where people fail and or benefit in the aspect of leadership and qualities that most people to present, even when given the situation and or formalities. In reference towards Northouse, the descriptive values and interpretation of the transformational style was quite interesting seeing that it benefits the group more to as the leader, in asking how to help you help me (in that sense). The chapters further go on in explanation of team and servant factors of the group and how impacts of individualism can affect productivity and challenge any form of the leadership role in different situations.

Which points do you disagree with or find unpersuasive? Why? - Points I disgree with on the account of both reading is the descriptive manner on personality traits and how it more so doesnt have positive impacts towards group (leadership roles) based on the interpretation of the group. For example say in most cases, one would say that a person is an ineffective leader based on disagreements of personality traits and descriptions, as such productivity and the questioning of the leader is based doff this alone and thus doesn’t give the leader an opportunity of "Redemption" and or measurement of their actual work in that field. It’s easy to base someone off their personality, but sometimes that effective quality of differences in personality may be beneficial, even if everyone doesn’t agree in terms of how conduction is made.

What questions do you have about the readings? What would you like to discuss further with your classmates? - Questions I have on the reading is the evaluation of how morals and or work ethics may play into the roles of leadership styles and towards the interpretation of the leader by followers or based on the composition of the group. Both readings slightly touch on this subject of morality and work methodology, but is there further evaluation and or information as to how team reaction of leader morality and ideology may play roles in how a leader foresees the group progressing, rather than that of the group/team individuals themselves?

What news articles, stories, or personal experiences have you seen/had this week that relate to the theoretical concepts in the readings? Give at least one example for class discussion. - I can give examples of personal accounts in where I've demonstrated Transformational Leadership, in where in sports. Conductivity and display of attitude and motivation carry a lot of weight when others are looking for support or someone to step into the leadership role when no one else would. As a result, leading by example in simpler terms is my own definition of Transformational Leadership, in where my work ethic, goals and motive coexist with what others are trying to achieve given the work environment. This conductivity as further shown that in most cases I’m capable of leading when needed to and presenting myself as an effective individual towards others when the group/team needs some form of motivation.

Sample Paper For Above instruction

Leadership theory and its practical applications have long been subjects of interest in organizational studies. Among the diverse perspectives, the ideas presented by Robert Keohane and Peter Northouse provide valuable insights into the dynamics of leadership, especially concerning followers' influence and personality traits. This paper examines the most intriguing and persuasive points from these readings, highlights disagreements with certain aspects, and explores personal experiences that relate to theoretical concepts.

One of the most compelling insights from Keohane revolves around the importance of honest communication between followers and leaders. Keohane emphasizes that followers should feel empowered to tell their leaders the truth, which is essential for effective leadership. This perspective underscores the significance of trust and openness in relational dynamics within organizations. Leaders who foster an environment where followers can voice concerns without fear of retribution create a culture of transparency, thereby enhancing organizational effectiveness. This idea resonates strongly because it challenges authoritarian leadership models and promotes participative leadership styles that value feedback, which is supported by research indicating that open communication correlates with increased job satisfaction and performance (Brockner & Higgins, 2001; Walumbwa et al., 2010).

Similarly, Northouse's discussion of transformational leadership draws attention to the relational and ethical dimensions of leadership. He describes transformational leaders as those who inspire followers through vision, motivation, and behavioral modeling. What makes this concept particularly persuasive is its assertion that leadership is not merely a function of positional authority but involves a moral obligation to serve and elevate followers. The transformational approach benefits organizations by creating committed, motivated teams. This aligns with the concept that effective leaders act as change agents, fostering innovation and adaptability (Bass & Riggio, 2006). The emphasis on moral and ethical considerations in transformational leadership underscores its appeal, especially in contexts demanding social responsibility and organizational change.

Despite these compelling themes, some points in the readings invite criticism. For example, the portrayal of personality traits as a determinant of leadership effectiveness appears overly simplistic and overly deterministic. Northouse discusses personality traits as influence factors, often linking ineffective leadership to negative traits. However, attributing leadership success or failure solely to personality may overlook the contextual and relational factors that mediate leadership outcomes. Research by Judge et al. (2002) suggests that personality traits are merely one of many variables affecting leadership, and their impact varies depending on situational factors. Overemphasizing personality traits risks unfairly stigmatizing leaders and neglecting the potential for growth and development through feedback and self-awareness.

Questions stemming from these readings include how morality and work ethics influence perceptions of leadership effectiveness. Specifically, how do followers interpret a leader's morality, and how does this impact the leader's influence? Further, in team settings, how do moral differences among team members shape the group's cohesion and direction? These questions warrant further exploration because understanding the moral dimensions of leadership can inform strategies to enhance trust and aligned values within organizations (Ciulla, 2004).

Real-world examples of transformational leadership abound. In my own experience as a sports team captain, I often demonstrate transformational qualities by motivating teammates through example, fostering a shared vision, and emphasizing effort and attitude. Leadership by example helps cultivate a sense of collective purpose and motivates team members to perform their best, even under pressure. Such experiences affirm the relevance of theoretical frameworks in practical settings, illustrating how transformational principles can be effectively employed outside traditional organizational environments.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
• Brockner, J., & Higgins, E. T. (2001). Self-regulation and motivation: A social-cognitive perspective.
• Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-factor model of personality and job satisfaction: A meta-analysis. Journal of Applied Psychology, 87(3), 530–541.
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Walumbwa, F. O. (2010). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126.
• Ciulla, J. B. (2004). Ethics and Leadership Effectiveness. In J. Antonakis, A. T. Cianciolo, & R. J. Sternberg (Eds.), The nature of leadership (pp. 302–327). Sage Publications.