My Philosophies on Leadership and Management Essay -- Leadership and M

Introduction Examples of sound leadership can be found in many places. I very much admire individuals in my life who exhibited extraordinary aptitude in creating influence. From our small-town pastor to my favorite elementary teacher, I have striven to catalyze the same type of positive change I found in these models with others around me looking for a source of leadership. Until the completion of this course, however, I did not have the theoretical knowledge to work proven leadership methods into my projects. The purpose of this overview will be an attempt to overlay leadership research paradigms gleaned through my time in this class onto my personal leadership and managerial philosophies. Perspective of Humankind People deserve to be treated fairly and justly. As a result of this conviction, a strong sense of ethics constitutes a major implication in my overall philosophy of leadership. It is imperative for leaders to involve themselves with followers and aid them in resolving personal issues regarding conflicting values (Burns, 1978). In order to bring a follower to a higher level of functioning, it is the respon ¬sibility of the leader to help followers assess their own ideals of equality, liberty, justice, and others. In my assumption, ethics is the central characteristic of the process of being a leader. Managerial Philosophy As a manager, success is most often measured by the achievement of organizational tasks. However, another element of managerial success that may be more difficult to quantify (but is no less vital) is how the leader attends to the people in the organization who are trying to achieve its goals. Measuring concern for production in tandem with concern for people was the product... ... Sage. Jung, C. G. (1923). Psychological types. New York: Harcourt Brace. Kogler-Hill, S. E. (2007). Team leadership. In P. G. Northouse (Ed.), Leadership: Theory and practice (4th ed., pp. 207–236). Thousand Oaks, CA: Sage. Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of Management Review, 12(4), 648–657. Larson, C. E., & LaFasto, F. M. J. (1989). Teamwork: What must go right/what can go wrong. Newbury Park, CA: Sage. Levi, D. (2011). Group dynamics for teams. Thousand Oaks, CA: Sage. Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Parker, G. M. (1990). Team players and teamwork. San Francisco: Jossey-Bass. Senge, P. M. (1990). The fifth discipline: The art and practice of the learning orga ¬nization. New York: Doubleday. My Philosophies on Leadership and Management Essay -- Leadership and M Introduction Examples of sound leadership can be found in many places. I very much admire individuals in my life who exhibited extraordinary aptitude in creating influence. From our small-town pastor to my favorite elementary teacher, I have striven to catalyze the same type of positive change I found in these models with others around me looking for a source of leadership. Until the completion of this course, however, I did not have the theoretical knowledge to work proven leadership methods into my projects. The purpose of this overview will be an attempt to overlay leadership research paradigms gleaned through my time in this class onto my personal leadership and managerial philosophies. Perspective of Humankind People deserve to be treated fairly and justly. As a result of this conviction, a strong sense of ethics constitutes a major implication in my overall philosophy of leadership. It is imperative for leaders to involve themselves with followers and aid them in resolving personal issues regarding conflicting values (Burns, 1978). In order to bring a follower to a higher level of functioning, it is the respon ¬sibility of the leader to help followers assess their own ideals of equality, liberty, justice, and others. In my assumption, ethics is the central characteristic of the process of being a leader. Managerial Philosophy As a manager, success is most often measured by the achievement of organizational tasks. However, another element of managerial success that may be more difficult to quantify (but is no less vital) is how the leader attends to the people in the organization who are trying to achieve its goals. Measuring concern for production in tandem with concern for people was the product... ... Sage. Jung, C. G. (1923). Psychological types. New York: Harcourt Brace. Kogler-Hill, S. E. (2007). Team leadership. In P. G. Northouse (Ed.), Leadership: Theory and practice (4th ed., pp. 207–236). Thousand Oaks, CA: Sage. Kuhnert, K. W., & Lewis, P. (1987). Transactional and transformational leadership: A constructive/developmental analysis. Academy of Management Review, 12(4), 648–657. Larson, C. E., & LaFasto, F. M. J. (1989). Teamwork: What must go right/what can go wrong. Newbury Park, CA: Sage. Levi, D. (2011). Group dynamics for teams. Thousand Oaks, CA: Sage. Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Parker, G. M. (1990). Team players and teamwork. San Francisco: Jossey-Bass. Senge, P. M. (1990). The fifth discipline: The art and practice of the learning orga ¬nization. New York: Doubleday.