Option #1: Analysis of Leadership Definitions and Biographical Leadership (attached, example paper-do not copy) There are three parts to this week's Critical Thinking Assignment paper. - Needs to have

Running head: MODULE 1-OPTION 1: LEADERSHIP DEFINITIONS 0

Module 1 – Option 1: Leadership Definitions and Biographical Leadership

Xxxxxxxx Xxxxxxx

Colorado State University – Global Campus

ORG561

January 19, 2019

Module 1 – Option 1: Leadership Definitions and Biographical Leadership

Part III – Analytic Essay

Leadership is a notion that extends far beyond the business world, and the definition of the term is dependent on a multitude of variables. The term is difficult to define because it can mean so many different things to many different individuals. It can be based upon a title bestowed by an organization, by standing in a community, by elevated rank within an educational setting, by the ability to motivate people, and so on. Several decades ago Stogdill appropriately stated: “there are almost as many different definitions of leadership as there are persons who have attempted to define the concept” (Stogdill, 1974). Studies have long attempted to define what a leader is, what makes one a good leader, and how to perfect a particular skillset. The biographical definition of a leader would be an individual with self-awareness who uses critical thinking skills and balanced decision-making techniques in order to guide their followers down a predetermined path. The most effective leaders always try to keep the needs of the followers in mind while working towards organizational objectives, and place these needs above their own personal goals.

Early Leadership Theories – Inherent Traits

Early leadership theories were based on the inheritance of traits that made one a great leader. The Great Man theory originated pre-1900s makes the assumption that the characteristics that make great leaders are intrinsic. This antiquated leadership theory believed that leaders were destined at birth for greatness. The Great Man theory is very familiar to the later established Trait Theory from the 1930s era. While this theory was flawed it did trigger the beginning of studying leadership from an academic and behavioral standpoint. The 1950s brought the Behavioral Theories; which were less focused on characteristics but their interactions as defining them as great leaders. This was the beginning of the thinking that leaders were not born, but could be conditioned to greatness. At this point the conversation can more appropriately turn towards what makes one an effective leader, and how to continually refine the needed skillset to become even a potentially great leader.

These early leadership theories focused on the characteristics that made leaders distinct from their followers. “Leaders tend to be higher in things such as extroversion, self-confidence, and height, while the differences tend to be small. If the leader is extroverted, that individual is outgoing, straight- forward, and usually has a huge ego. If he or she is introverted, they are usually timid, have terrible social skills and usually lack the ability to lead followers” (Oakleaf, n.d.). Both the Great Man and Trait theories emphasized on the leader and their influence, study of what qualities provided the ability to influence. These theories were widely accepted until researches (such as Stogdill) concluded that focusing on personality and character traits was inadequate in the prediction of leadership success.

Current Leadership Theories – Competencies and Development

More modern leadership theories are focused on leadership development and on the improvement of what are still considered to be traits and general competencies of leaders. Studies of exceptional leaders tend to include personality traits such as: resolved, charisma, imaginative, strategic, etc. As important as character traits are to the success of a leader, more modern leadership theories focus on how to improve and what components should be placed as more prominent. “As the notion of exemplary leadership is advanced, the challenge is to find ways to teach people how to become prestigious, creative leaders in today's challenging business society” (Landis, 2014).

Transformational leadership theory is centered on leaders having the authority to persuade their followers to surpass their own self-interests in working towards organizational goals. The core of this theory is based on how leaders can inspire and motivate their teams to reach beyond what they typically do, and to over-perform for the good of the organization. “This is accomplished by setting an example at the executive level through a strong sense of corporate culture, employee ownership and independence in the workplace” (White, 2018).

Transactional leadership theory is in frequent use still today. This theory is based on the basic management interactions of organization, control, and planning. Then the contingency based rewards that come from successful implementation. Leaders link the goals to the rewards by ensuring understanding of expectations, provision of resources, and detailing the rewards to their followers. “The transactional style of leadership is viewed as somewhat insufficient in developing the maximum leadership potential. It forms as the basis for more mature interactions but care should be taken by leaders not to practice it exclusively” (Juneja, 2015).

System leadership is a cooperative theory, in use when like-minded leaders apply a comparable set of strategies and experiences to tackle complex and sizeable issues. “Systems leadership is a set of skills and capacities that any individual or organization can use to catalyze, enable and support the process of systems-level change. It combines collaborative leadership, coalition-building and systems insight to mobilize innovation and action across a large, decentralized network” (Dreier, 2019).

Conclusion

“I know of no single formula for success, but over the years I have observed that some attributes of leadership are universal, and are often about finding ways of encouraging people to combine their efforts, their talents, their insights, their enthusiasm and their inspiration, to work together” (Queen Elizabeth II, 2010). No single theory will ever encompass every situation or every bit of wisdom a leader needs to be effective in their role. Individual characteristics, authentic behaviors, and relevant approaches all combine into the right information at the right time. Bringing a collaborative approach with a team while encouraging energy driven towards organizational goals, and successfully navigating all of the sometimes-difficult situations a team can go through.

Leadership theories have been studied for decades, while scholars have tried to piece together the ultimate key to defining a successful leader. Finding ones own perfect combination of skills and attributes is also likely to evolve with time. Providing one is able to self-reflect and learn from mistakes, successes, and experiences overall. Watching others thrive or fail, making sure to incorporate positive and eliminate negative events into ones own personal resources to utilize in different situations.

References

Ackerman, M., Malloch, K., Wade, D., Porter-Ogrady, T., Weberg, D., Zurmehly, J., & Raderstorf, T. (2019). The Master in Healthcare Innovation: A New Paradigm in Healthcare Leadership Development. Nurse Leader, 17(1), 49–53. doi: 10.1016/j.mnl.2018.09.010

Cohens, I., Harrison, B., (n.d.), Organization and Administration in Recreation, Sport and Leisure Management. Retrieved from https://oer.missouriwestern.edu/rsm424/chapter/trait-theory-of-leadership/

Derue, D.S., Nahrgang, J.D., Wellman, N., & Humphrey, S.E., (2011), Trait and Behavioral Theories of Leadership: An Integration and Meta-Analytic Test of Their Relative Validity. Personnel Psychology, 64(1), 7–52. https://doi.org/10.1111/j.1744-6570.2010.01201.x

Dreier, L., (2019), Systems Leadership can Change the World - But What Exactly is it? Retrieved from https://www.weforum.org/agenda/2019/09/systems-leadership-can-change-the-world-but-what-does-it-mean/

Early, G., (n.d.), A Short History Of Leadership Theories, Retrieved from https://leadersquest.org/content/documents/A_short_history_of_leadership_theories.pdf

Juneja, P., (2015), Transactional Leadership Theory, Retrieved from https://managementstudyguide.com/transactional-leadership.htm

Landis, E. A., Hill, D., & Harvey, M. R. (2014). A Synthesis of Leadership Theories and Styles. Journal of Management Policy & Practice, 15(2), 97–100. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=100404843&site=ehost-live

Oakleaf, L., (n.d.), Organization and Administration in Recreation, Sport and Leisure Management. Retrieved from https://oer.missouriwestern.edu/rsm424/chapter/trait-theory-of-leadership/

Queen Elizabeth II (2010), Queen Elizabeth II Hails UN’s Leadership in Ever-Changing World, Retrieved from https://news.un.org/en/story/2010/07/344062-queen-elizabeth-ii-hails-uns-leadership-ever-changing-world

Stogdill, R.M. (1974). Handbook of leadership: A survey of theory and research. New York: The Free Press.

Western, S., (2013), Leadership: A Critical Text (2nd ed.). Thousand Oaks, CA: SAGE Publications Ltd.

White, S.K., (2018), What is Transformational Leadership? A Model for Motivating Innovation, Retrieved from https://www.cio.com/article/3257184/what-is-transformational-leadership-a-model-for-motivating-innovation.html

Appendix A

Part I: Biographical Leadership Definition

“Leadership is created in our minds (individually and collectively), converted into social roles and positions, and internalized into identities… Leadership is an idea we are constantly at work with, and play with” (Western 2013). There is no single theory that can ever be entirely all encompassing in defining leadership. There will always be several truths to be found in several places. In situations where an individual is recognized to be a potential leader and is given the proper education on how to ensure that the interactions that take place are appropriate, and an understanding of the organizational dynamic, the potential is great for success. After all of the personal education is complete, however, the individual must be self-aware enough to find his or her own style. Being authentic in whatever type of leader one intends to be is possibly the most successful bit of leadership advice there is.

Healthcare leadership has multiple levels of complexity to contend with: insurance and legal regulatory issues, physician and nursing shortages, continuing advances in care delivery technology, balancing business needs with clinical imperatives, quality improvement initiatives, the list is seemingly endless. Having the soft skills needed to be effective in day-to-day operations should be akin to muscle-memory, decision-making should be routine, and self-reflection should be continual. “The nature of complex health systems, and the collective and collaborative behavior that is necessary to sustain them, creates new rules influencing relevant leadership behaviors. These behaviors increasingly depend on equitable relationships, empowerment, dialogue, negotiation, and team-based processes along with a growing dependence on point-of-service decision-making” (Ackerman, et al., 2019).

Appendix B

Part II: Timeline & Definitions