Hi, this essay is about leadership observation and analysis, please follow the instructions in A1 Guide. The theories of week 5 are attached for using relevant theories/models, also please use Harvard Western SYD for the reference style. Let me know if you have any questions. Have a good day
Purpose The purpose of this assignment is to engage you in a thoughtful analysis (and reflection) of a leader and/or leadership in your own organization to increase your awareness of leaders and how leadership is being practiced in the context of an organisation. Process: You will select and analyse a leader in your current or a previous organisational context. The selected leader does not have to be in a formal position of authority. Please retain notes of your analysis of both your individual and the leader to compile and present in an appendix to this essay ( appendix not included in the word count). POV: You are working in an import organization (From Thailand to Australia) All applicable approaches to leadership should be identified. The essay should be 1000 words (excluding references or appendices), and address: 4-5 references required – How I understand my individual and the leader versus the approaches to leadership studied up to week 5 using relevant theories/models and; – What recommendations do I have for my own leadership development, the leader and the organisation? All essays should maintain individual anonymity of the leader being observed. It is strongly recommended that as various leadership approaches are considered in class, you need to develop a list of the behaviours/factors to be analysed with a brief definition and a space to record notes about the analysis, your reflection based on analysis of your own leadership review, and your recommendations for yourself, your leader and the organisation. Assignment 1: Leadership Observation & Analysis Essay QM QM QM FINAL GRADE 23/25 Assignment 1: Leadership Observation & Analysis Essay GRADEMARK REPORT GENERAL COMMENTS Instructor A voice comment was left for this paper. PAGE 1 PAGE 2 Comment 1 You might like to take a look at trust and distrust they have different drivers? Why? Why? Where is this argued in the document that such a conclusion can be made? Additional Comment If this relates to the current crisis then feel free to link this? PAGE 3 Comment 2 Any elements of the theory more relevant than others? LMX theory link? Is this explained through LMX dyad analysis?? PAGE 4 Comment 3 See authenticity behavioural consistency issues ^ QM QM QM QM QM QM Insert word: LMX on interaction analysis perhaps? Does LMX have anything to offer here also Comment 4 Does this lead tout groups I wonder? LMX theory link? Is this explained through LMX dyad analysis?? Word? Word not correct Citation Needed Cite Source: Please use the link below to find links to information regarding specific citation styles: http://www.plagiarism.org/plag_article_citation_styles.html Transformational leadership link Link to transformational leadership? Power of leader linkage? Link this to the power of the leader/s? Comment 5 Does this relate to the increased number of direct reports I wonder- see observations PAGE 5 PAGE 6 PAGE 7 PAGE 8 PAGE 9 PAGE 10 PAGE 11 PAGE 12 PAGE 13 PAGE 14 PAGE 15 PAGE 16 PAGE 17 PAGE 18 PAGE 19 PAGE 20 PAGE 21 PAGE 22 PAGE 23 PAGE 24 PAGE 25 PAGE 26 PAGE 27 PAGE 28 RUBRIC: 200833 REPORT 1 CONTEXTUALIS (10%) HIGH DISTINCTION (85) DISTINCTION (75) CREDIT (65) PASS (50) UNSATISFACTORY (40) CRIT THINK (40%) HIGH DISTINCTION (85) DISTINCTION (75) CREDIT (65) PASS (50) UNSATISFACTORY (40) ARGUMENTATION (30%) HIGH DISTINCTION (85) DISTINCTION (75) CREDIT (65) PASS (50) 79 / 85 85 / 85 Does the Introduction give an adequate contextualisation of what follows? Excellent grasp of issues involved in the contextualisation; shows high level of intellectual sophistication. Good grasp of issues involved in the contextualisation; shows significant level of intellectual sophistication. Sound grasp of issues involved in the contextualisation; shows acceptable level of intellectual sophistication. Acceptable grasp of issues involved in the contextualisation; shows a level of intellectual sophistication. Grasp of issues involved in the contextualisation absent; shows no level of intellectual sophistication. 75 / 85 Demonstrated critical thinking and analysis skills. Demonstrated critical thinking and analysis skills. Well developed critical thinking and analytical skills. Some evidence of critical thinking and analytical skills, but a dominant tendency to describe. Merely described the issue under examination. Merely regurgitated information. 85 / 85 Logical argumentation. A sustained coherent and logical line of argument. A coherent line of argument but not thoroughly sustained. Relatively coherent line of argument but still difficult to understand in some sections. Argument poorly constructed with some coherence. UNSATISFACTORY (40) RESEARCH (10%) HIGH DISTINCTION (85) DISTINCTION (75) CREDIT (65) PASS (50) UNSATISFACTORY (40) REFERENCING (10%) HIGH DISTINCTION (85) DISTINCTION (75) CREDIT (65) PASS (50) UNSATISFACTORY (40) Disjointed, poorly structured. Disconnected paragraphs. 75 / 85 Extensive valid research of scholarly literature, even beyond the requirements. Overall, good amount of valid research/ analysis of scholarly literature. Relatively good amount of valid research/ analysis of scholarly literature. Limited amount of valid research/ analysis of scholarly literature. Very little or no evidence of research in the work. 75 / 85 Identified and referenced accurately all sources used. Identified and referenced most of the sources used. Identified and referenced many of the sources used. Not consistently referenced. Very little or no referencing; incorrect referencing. No Slide Title 1 Transformational Leadership Chapter 8 2 Northouse, Leadership 8e. © SAGE Publications, 2019. 2 Overview Transformational Leadership (TL) Perspective A Model of Transformational Leadership Transformational Leadership Factors Full Range of Leadership Model The Additive Effects of TL Other Transformational Leadership Perspectives How Does the Transformational Approach Work? 3 Northouse, Leadership 8e. © SAGE Publications, 2019. 3 Transformational Leadership Description Process--TL is a process that changes and transforms individuals, both leaders and followers. Influence--TL involves an exceptional form of influence that moves followers to accomplish more than what is usually expected. Core elements--TL is concerned with emotions, values, ethics, standards, and long-term goals. Encompassing approach--TL describes a wide range of leadership influence where followers and leaders are bound together in the transformation process. 4 Northouse, Leadership 8e. © SAGE Publications, 2019. 4 Types of Leadership Defined (Burns, 1978) 5 TRANSACTIONAL Focuses on the exchanges that occur between leaders and their followers TRANSFORMATIONAL Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower Focuses on the leader’s own interests rather than the interests of his or her followers PSEUDO-TRANSFORMATIONAL Northouse, Leadership 8e. © SAGE Publications, 2019. 5 Types of Leadership Defined (Burns, 1978) 6 TRANSACTIONAL Focuses on the exchanges that occur between leaders and their followers No new taxes = votes Turn in assignments = grade Surpass goals = promotion The exchange dimension is so common that you can observe it at all walks of life. Northouse, Leadership 8e. © SAGE Publications, 2019. 6 Types of Leadership Defined (Burns, 1978) 7 Leaders who are transforming but in a negative way self-consumed, exploitive; power-oriented, with warped moral values Includes leaders like Adolph Hitler Saddam Hussein PSEUDOTRANSFORMATIONAL Focuses on the leader’s own interests rather than the interests of his or her followers Northouse, Leadership 8e. © SAGE Publications, 2019. 7 Pseudotransformational (Christie, Barling, & Turner, 2011) Four experimental studies => model of pseudotransformational leadership Self-serving Unwilling to encourage independent thought in followers Exhibits little general caring for others Uses inspiration and appeal to manipulate followers for his or her own ends 8 Northouse, Leadership 8e. © SAGE Publications, 2019. Types of Leadership Defined Burns (1978) 9 TRANSFORMATIONAL Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential. Mohandas Gandhi raised the hopes and demands of millions of his people and in the process was changed himself. Ryan White raised people’s awareness about AIDS. Northouse, Leadership 8e. © SAGE Publications, 2019. 9 Transformational Leadership and Charisma Definition Charisma--A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader (Weber, 1947). 10 Charismatic Leadership Theory (House, 1976) Charismatic leaders act in unique ways that have specific charismatic effects on their followers. Northouse, Leadership 8e. © SAGE Publications, 2019. 10 Theory of Charismatic Leadership 11 (House, 1976) Northouse, Leadership 8e. © SAGE Publications, 2019. 11 Table 8.1: Personality Characteristics, Behaviors, and Effects on Followers of Charismatic Leadership Theory of Charismatic Leadership (Shamir, House, & Arthur, 1993) Later Studies Charismatic Leadership: Transforms follower’s self-concepts; tries to link identity of followers to collective identity of the organization Forge this link by emphasizing intrinsic rewards and de-emphasizing extrinsic rewards Throughout process, leaders express high expectations for followers help followers gain sense of self-confidence and self-efficacy 12 Northouse, Leadership 8e. © SAGE Publications, 2019. 12 Model of Transformational Leadership (Bass, 1985) Expanded and refined version of work done by Burns and House. It included More attention to followers’ rather than leader’s needs Suggested TL could apply to outcomes that were not positive Described transactional and transformational leadership as a continuum Extended House’s work by Giving more attention to emotional elements and origins of charisma Suggested charisma is a necessary but not sufficient condition for TL 13 Northouse, Leadership 8e. © SAGE Publications, 2019. 13 Model of Transformational Leadership TL motivates followers beyond the expected by raising consciousness about the value and importance of specific and idealized goals transcending self-interest for the good of the team or organization addressing higher level needs 14 Northouse, Leadership 8e. © SAGE Publications, 2019. 14 Figure 8.1: Leadership Continuum From Transformational to Laissez-Faire Leadership Transformational Leadership Factors 15 Northouse, Leadership 8e. © SAGE Publications, 2019. 15 Table 8.2: Leadership Factors Full Range of Leadership Model 16 Northouse, Leadership 8e. © SAGE Publications, 2019. 16 Figure 8.2: Full Range of Leadership Model with Legend Transformational Leadership Factors: The 4 Is Idealized Influence Acting as strong role models High standards of moral and ethical conduct Making others want to follow the leader’s vision Inspirational Motivation Communicating high expectations Inspiring followers to commitment and engagement in shared vision Using symbols and emotional appeals to focus group members to achieve more than self-interest 17 Northouse, Leadership 8e. © SAGE Publications, 2019. Transformational Leadership Factors: The 4 Is Intellectual Stimulation Stimulating followers to be creative and innovative Challenging their own beliefs and valuing those of leader and organization Supporting followers to Try new approaches Develop innovative ways of dealing with organization issues Individualized Consideration Listening carefully to the needs of followers Acting as coaches to assist followers in becoming fully actualized Helping followers grow through personal challenges For example, showing optimism helps employees become more engaged in their work