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Definition of leadership 2

leader

The word leadership is derived from the word Leader. Over the years, and among the writers and publishers  of leadership books have had serious contention how to fully define an acceptable definition and interpretation of who a leader is. Some argued that leaders are born, while some said no, that leaders are made. Those in favor of made leaders gave some points ranging from characteristics of different types leaders. How ever, those in favor of in born leaders said that from age 10  an individual starts manifesting some traits that groups such person into the categories of leader he or she would eventually be.

The extent of this article is not argue whether a leader is an inborn thing or not, but emphasize on different types of leader and how to know when you see one.

Before we proceed, let us refresh our memories about what Lao Tzu who wrote the classic Tao Te Ching. Lao enumerated some traits of leaders through attention of the warlords in some part of china to help them improve to be a better leaders. Below are some the leaders traits by Lao:

*Some leaders accomplish a great deal and are loved and praised by followers

*Leaser leaders use threat and fear to get result

*The worst leaders use force and lie; They are despised

* But of the best leaders, when the work is done and the goal attained, the people say ‘We did it ourselves.

The 3 Basic influences, pattern and categories of leaders.

  1. Charismatic Leaders: Obedience through identification, in expectation of becoming powerful like the leader. Although some writer emphasized mostly on independent achievers under leader-followership patterns at the second stage of power need development with managers at the third stage of development, however, the vulnerable (that is the dependers) who are at the first stage of development of the power need is crucial to giving a holistic approach to analyzing charismatic leadership. Read more

 

 

  1. Transactional Leadership:  Compliance in expectation of reward(or to avoid punishment) When you perform task(s) assigned to you, automatically,  you get reward for it. On the other hand, you get punished for refusal to perform a job. You may either not paid or get fired from your job. Transactional Leaders are also known to be managers. They manage very well as a result of the skill they posed. The secret behind their success is the strong  clear task responsibilities and expectations to followers. Read more

 

  1. Transformational Leadership: Internalization of shared values that guide action. The maximizing internal share value approach is based on ones’ demand on shared values and moral (belief) in the cause of action. It is simply an assumption with strong held views that serves as guides to doing what is right and correct occasioned by particular gain. For instance, if I lend my car to you  for an occasion or event, curtsey demands that you wash it, especially if stained during your use. Read more

Batavia’s Grave yard

grave

‘ In 1628, the Batavia, owned by the Dutch East India Company, sailed for java with more than 300 people on board ship operations were under Captain Jocobsz, a skilled officer but also and alcoholic whose  womanizing  could cross the line into rape. The ship’s operations were directed by Francisco Pelsaert, a competent merchant who was also a thief, stealing from his employer.

As happened in those times, the Batavia went off-course and washed up on a reef off the west coast of Australia. There were some barren islands close enough for the crew and passengers to reach. The islands had neither food nor water. Read more

THE PATTERNS OF LEADER-FOLLOWER RELATIONSHIP:

LEADERSHIP TYPE CHARISMATIC TRANSACTIONAL TRANSFORMATIONAL
TYPE LEADERSHIP LEADERSHIP LEADERSHIP
LEADERSHIP OUTCOME OBEDIENCE ATTAINED THROUGH IDENTIFICATION WITH THE LEADER PERFORMANCE ACHIEVED THROUGH REWARD AND/OR PUNISHMENT INDEPENDENT ACTION GUIDED BY INTERNALIZED SHARED VALUES
LEADERS’ MOTIVE CONTROL OVER OTHERS CONTROL WITH OTHERS EMPOWERED LEADERS AND FOLLOWERS ARE GUIDED BY A SHARED VISION
FOLLOWERS’ POWER MOTIVE DEPENDENT FOLLOWERS INDEPENDENT ACHIEVERS INDEPENDENT EMPOWERED FOLLOWERS-AS-PARTNERS


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