You Are A Manager In A Large Company And You Are Assigned To

You Are A Manager In A Large Company And You Are Assigned To a Mentor

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 particular course and has therefore asked you to develop and share your own personal theory of leadership. Your mentor wants to make sure that your personal development is grounded in theory and practice and so has asked you to first 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 in relation to 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 personal leadership philosophy.

Elements addressed :

  • Introduction: Introduce your three chosen theories and three chosen leaders, explaining why you selected these and how they relate to your personal leadership style or development.
  • Analysis of Established Theories:
  • Review: Summarize major principles of each theory and their influence on empowerment and emotional intelligence, considering perspectives of power and influence within organizations.
  • Critique: Analyze strengths and potential positive impacts of the theories on individuals, groups, and organizations.
  • Critique: Analyze weaknesses and potential negative impacts of the theories on individuals, groups, and organizations.
  • Application: Evaluate how the exemplary leaders embody your selected theories, highlighting the alignment with their leadership styles.
  • Application: Evaluate how the anti-exemplary leaders exemplify leadership styles that do not align with your selected theories.
  • Application: Apply the chosen leadership theories to your current or past organizational context, considering their influence across individual, group, and organizational levels.
  • Conclusion: Summarize how these theories can influence organizational decision-making related to power and influence, especially in the context of your personal leadership style.

Submission: APA style, approximately 4 pages, with appropriate sources.

Paper For Above instruction

Introduction

Developing a coherent personal leadership theory requires understanding foundational leadership theories that are applicable across diverse organizational contexts. For this purpose, I have selected three leadership theories: Transformational Leadership, Servant Leadership, and Authentic Leadership. These theories collectively encapsulate a range of approaches—from inspiring change and empowering followers, to prioritizing service and integrity. Accompanying these theories are three exemplary leaders: Nelson Mandela, a paradigm of Transformational and Servant Leadership; Indra Nooyi, exemplifying Authentic Leadership; and Elon Musk, embodying innovative aspects of transformational leadership. Conversely, I have identified leaders whose leadership styles demonstrate traits antithetical to these theories: for instance, Steve Job’s leadership, often criticized for coerciveness, as an anti-exemplar of transformational leadership, and Elizabeth Holmes, as an example of unethical leadership inconsistent with authentic principles. These selections were made based on their prominence in leadership literature and their relevance to my personal development goals. They serve to illustrate how different leadership styles function within organizational and societal contexts, guiding my own style toward integrity, empowerment, and inspiring change.

Analysis of Established Theories

Review of Theories

Transformational Leadership, proposed by Burns (1978) and later expanded by Bass (1985), emphasizes inspiring followers to exceed expectations through vision, motivation, and individualized consideration. It fosters organizational change by promoting innovation and emotional engagement. Empowerment and emotional intelligence are central, as transformational leaders cultivate trust, inspire commitment, and utilize empathy to motivate followers. Edward de Bono (2009) argues that such leaders effectively influence power dynamics by mobilizing collective efforts towards shared goals.

Servant Leadership, articulated by Greenleaf (1977), centers on serving others first, emphasizing ethical behavior, empathy, and community-building. It fosters responsibility and personal growth at all organizational levels, promoting a culture of trust and shared purpose. Its focus on empowerment aligns with emotional intelligence by encouraging leaders to listen deeply and prioritize followers' needs, thereby reshaping traditional power structures into collaborative networks.

Authentic Leadership, championed by Avolio and Gardner (2005), underscores self-awareness, transparency, and internal moral standards. Authentic leaders build credibility and trust through genuine relationships, which enhances followers' emotional connections and commitment. This approach emphasizes the importance of moral integrity in exercising power, advocating for leadership grounded in core values and openness.

Critique of Theories

Transformational Leadership's strength lies in its ability to motivate and inspire organizational change, fostering innovation and commitment. Its focus on emotional intelligence enhances followers' engagement and morale, vital in dynamic environments. However, it risks idealizing charismatic leaders whose vision may lead to dependency, and its effectiveness depends on the leader's authenticity and emotional capacity. Additionally, excessive emphasis on inspiration may overshadow practical constraints, leading to burnout or disillusionment if expectations are unmet.

Servant Leadership excels in cultivating ethical work environments and empowering employees, improving organizational culture and social responsibility. Nonetheless, its potential weakness relates to leader fatigue and challenges in balancing service with decisiveness. Its emphasis on consensus may slow decision-making, and in hierarchical organizations, implementing servant leadership principles can conflict with traditional authority structures.

Authentic Leadership contributes to sustainable leadership by emphasizing integrity and consistency, reducing the risk of misconduct. Yet, overemphasis on self-awareness might lead to rigidity or self-doubt, impeding adaptability. Additionally, authentic leadership requires ongoing self-reflection, which can be resource-intensive, and if misapplied, may be exploited by unethical individuals to mask detrimental behaviors.

Application of Theories

Nelson Mandela exemplified Transformational and Servant Leadership, inspiring liberation and fostering reconciliation through empathy, vision, and moral integrity. His leadership aligns closely with transformational principles, motivating collective change while serving the needs of his followers and nation. His ability to maintain hope, demonstrate resilience, and promote unity reflects his mastery of these theories, which I aspire to emulate.

Indra Nooyi demonstrates Authentic Leadership by embodying transparency, integrity, and self-awareness. Her emphasis on authentic communication, ethical decision-making, and nurturing talent has contributed to her success at PepsiCo. Her leadership underscores the importance of aligning actions with moral values, reinforcing trust and organizational loyalty, values I prioritize in my development.

Elon Musk exemplifies innovative transformational leadership focused on disrupting industries with visionary ideas. His ability to challenge conventions and inspire followers to pursue ambitious goals reflects transformational principles, although critics argue his leadership style sometimes lacks emotional empathy and ethical sensitivity. These gaps highlight the importance of integrating ethical considerations into visionary leadership, an area I want to develop further.

Conversely, Steve Jobs’ leadership, characterized by a coercive and often abrasive style, conflicted with the principles of transformational and authentic leadership. His tendency to demand absolute loyalty and exhibit egocentric tendencies undermined trust and morale, illustrating how depriving followers of empowerment and authenticity can lead to organizational dysfunction.

Elizabeth Holmes’ leadership was marked by deception and unethical practices, starkly contrasting with authentic and servant leadership principles. Her failure highlights the critical importance of moral integrity and transparency in leadership, reinforcing my commitment to uphold these values.

Applying these theories to my current organizational context involves fostering a leadership style rooted in authenticity and empowerment. I aim to create a culture where ethical behavior underpins decision-making, followers' development is prioritized, and change initiatives are driven by clear vision and genuine inspiration. Recognizing that effective leadership influences individual motivation, group cohesion, and organizational adaptability, I plan to utilize transformational and servant leadership principles to navigate complex organizational challenges, ensuring decisions align with core values and foster a positive environment.

Conclusion

The integration of transformational, servant, and authentic leadership theories offers a comprehensive framework that can significantly influence organizational decision-making processes. These theories emphasize the importance of emotional intelligence, ethical behavior, and empowerment—elements that are crucial in exercising power responsibly and fostering a sustainable organizational environment. By aligning my personal leadership approach with these principles, I intend to promote a culture of integrity, innovation, and shared purpose. Such alignment not only enhances individual and organizational performance but also ensures that power and influence are exercised transparently and ethically, ultimately driving lasting organizational success and societal impact.

References

  • 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.
  • Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
  • de Bono, E. (2009). Six thinking hats. Little, Brown, and Company.
  • Greenleaf, R. K. (1977). The servant as leader. Greenleaf Center for Servant Leadership.
  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Avolio, B. J., & Walumbwa, F. O. (2014). Authentic leadership theory, development, and measurement. Authentic Leadership Theory and Practice: Origins, Effects and Development, 3-27.
  • Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
  • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and research agenda. The Leadership Quarterly, 22(6), 1120-1145.
  • Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaimonic well-being: A study of leader and follower perspectives. Journal of Applied Psychology, 90(6), 1164–1175.
  • Goffee, R., & Jones, G. (2000). What holds the modern company together? Harvard Business Review, 78(6), 133-144.

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