Leadership Styles

Analysis of leadership in business, as well as other settings, has led to the establishment of several different approaches. One of such approaches is the Situational Leadership theory. It claims a leader should focus on specific tasks at hand and consider the employees’ maturity as well as the leader’s own experiences, but receives criticism for the lack of specific recommendations.

The cornerstone of situational leadership is the notion that the leader should focus on the specific conditions of the task rather than nurture a special kind of relationship between the leader and his following. As McCleskey (2014) puts it, the necessary prerequisite of effective leadership is “a rational understanding of the situation and an appropriate response, rather than a charismatic leader with a large group of dedicated followers” (p. 118). In this approach, the relationship between the leader and the followers is not at the center, but only constitutes one of the components of successful guidance. By shifting its focus from the idea of an influential leader to the task-oriented approach, situational leadership theory suggests that different circumstances require adopting different styles of leadership. As a consequence, situational leadership theory stresses specifically that every distinct situation requires solutions of its own rather than the application of a pre-existing universal pattern (McCleskey, 2014). Therefore, a fundamental idea of situational leadership is that modifying and changing leadership styles based on the task at hand is pivotal for success.

However, it would be wrong to assume that situational leadership only concentrates on a given task and omits the relationship between the leader and the followers. Rather than ignore this relationship and behavioral aspects of leadership, this theory aims to balance attention to the specific task and the specific people who are to complete it (McCleskey, 2014). According to the situational leadership theory, “task-oriented and relation-oriented behaviors are dependent, rather than mutually exclusive” (McCleskey, 2014, p. 118). Hence, instead of excluding the leader-follower relationship from the larger scheme of things or putting it in the center, situational leadership theory views it as one of the factors defining a necessary leadership style. It stresses specifically that adequate guidance is “contingent on follower maturity,” and different degrees of personal and job maturation demonstrated by the followers are among the factors to take into account (McCleskey, 2014, p. 118). Thus, situational leadership theory pays attention to the leader-follower relationship as well, although it does not portray it as the single most important factor.

Situational leadership theory has received its fair share of criticism, mostly for the lack of specific recommendations. Since situational leadership only proclaims general principles rather than gives recipes, it mainly relies on “abstract leadership types that [are] difficult to identify” (McCleskey, 2014, p. 118). In other words, situational leadership theory maintains that leadership style should adapt to a particular situation, but it rarely, if ever, explains, which style would correspond to which case precisely.

To summarize, situational leadership theory is one of the approaches to leadership. Its main point is that success requires a task-oriented approach rather than pure charisma and dedication. This focus on the particular task at hand does not remove the leader-follower relationship form the larger scheme of things but demotes it to one of the factors rather than the core constituent. However, situational leadership theory is prone to general principles rather than specific recommendations, which is a widely criticized downside.

Reference

McCleskey, J.A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly 5(4), 117-130.

For people to be successful leaders, different traits should manifest, such as charisma, effective communication skills, and a high innovativeness level. With such characteristics, it is possible for one to lead, control, and manage others. Effective leaders may regularly communicate with their teams and discuss issues before making significant decisions to improve the success of the organization (Northouse, 2018). Successful leaders should maintain constancy in behavior. They should treat all the people below them fairly and uniformly regardless of the positions they hold in the organization. Moreover, they should have excellent planning skills and initiatives over and above the regular setting of realizable and challenging goals for their projects. Successful leaders should effectively manage organizational operations while concurrently making innovations for new projects.

Charismatic leaders do not appreciate the efforts of their followers as they are not given any reward for their contributions. On the contrary, transformational leaders work with their teams to discover the required changes, generate a vision to direct modifications, inspire their subjects, and implement policies together with dedicated members of the group. In transactional leadership, leaders encourage compliance by their followers through punishments and rewards, which keep them actuated for the short-term. In charismatic leadership, leaders are strongly motivated and have high self-assurance. Actions of charismatic leaders inspire other people and motivate them to follow their ideas (Yahaya & Ebrahim, 2016). Such leaders generate curiosity and interest in their followers, who then desire to have a bigger picture of different circumstances and standpoints. They bring the organizational vision into existence and encourage their followers to works towards its realization. If leaders leave the company or group, followers lose motivation, which makes it impossible for them to achieve the set target or vision of the organization. Examples of charismatic leaders include Bill Clinton and Mother Theresa.

If transactional leaders leave the group, the effective operation of followers will be negatively affected since they form the habit of following the leader’s direction. Unlike in charismatic and transactional leadership approaches, in transformational leadership, followers will carry on with the work and realize the set goals even after leaders leave the organization or group. This may progress for a long time without causing leadership problems. This may lead to the conclusion that transformational leadership is the best when compared to transactional and charismatic leadership practices. An excellent example of a leader who employed transformational leadership is Sam Walton, who founded Wal-Mart.

In transformational leadership, leaders motivate employees to think beyond their anticipations. Under transactional leadership, followers are supposed to adhere to the guidance provided by their leaders (Northouse, 2018). Although transactional leaders offer rewards to employees for their hard work and realization of organizational goals, they also have the right to punish employees who do not satisfy their expectations. Most high-level military leaders, Chief Executive Officers of large multinational corporations, and National Football League coaches employ transactional leadership. The best examples of transactional leaders are Bill Gates and Steve Jobs. The two leaders tended to regularly visit their teams, provide guidance, and pose challenging questions up to the moment they were satisfied that everything was proceeding well and in line with organizational goals.

For one to be a successful leader, different characteristics should be apparent, such as appeal, practical communication skills, and a high rate of innovativeness. Effective leaders can successfully manage organizational practices while concomitantly making innovations for new plans. Transformational leadership might be the best when compared to transactional and charismatic leadership approaches since employees are highly involved in organizational decisions and can proceed successfully even after the leader leaves the group.

References

Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Thousand Oaks, CA: SAGE Publications, Inc.

Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: Literature review. Journal of Management Development, 35(2), 190-216. Web.

Introduction

According to research, many scientists agree that participative and consultative management methods are the most efficient (Chartered Management Institute 2013). The scholars hold that the era of authoritarian leadership and management styles is long gone. Chartered Management Institute (2013) argues that the success of leadership or management approach depends on individual characteristics and circumstances.

Hence, no exceptional leadership or management approach can be considered to be the most ideal. This article will analyse the advantages and disadvantages of one leadership model. Additionally, it will discuss the effects of good and bad leadership skills on subordinates. Finally, the article will give recommendations on how leaders can apply leadership skills to generate real results.

The Similarities and Differences Between Management and Leadership

Leadership and Management Theories

Numerous theories elaborate on the leadership and management approaches that different individuals adopt. The contingency theory of the leadership holds that ‘managers make a decision based on the situation at hand rather than a “one size fits all” method’ (Derue et al. 2011, p. 21). A manager has to analyse a situation before making a decision. Conversely, the participative leadership theory posits that a good leader encourages his/her followers to participate in decision-making. The theory maintains that a leader should make members feel valued.

Leadership Model

Scholars have come up with various leadership models, such as transformational leadership. The model refers to a style of leadership where a leader works with subordinates to identify needed changes, creating a vision to guide the change through inspiration, and executing the move in tandem with committed members of a group’ (Van Buren 2008, p. 637). The primary strength of this model is the capacity of a leader to formulate a vision that can boost organisational growth. Conversely, the model has a tendency to depend on zeal and emotions such that it ignores reality.

Management and Leadership

Many times, people use the terms management and leadership interchangeably. Nonetheless, the two words are not synonymous. Agho (2009, p. 49) claims, ‘Leadership is the main component of change that provides vision and dedication necessary for its realisation’. Individuals acquire leadership skills through interaction, education, practice, and experience. Conversely, management refers to the art of setting and realising institutional goals through coordination, organisation, monitoring, evaluation and training. Management deals with the administrative features of an organisation. Agho (2009) holds that leadership is a constituent of the management.

The Most Effective Approach to Managing the Work of Subordinates

Transformational leadership is the best approach in dealing with subordinates. Derue et al. (2011) argue that transformational leaders can influence their subordinates. The leaders encourage followers to shelf their interests for the sake of the organisation. Transformational leaders are creative. They help their assistants to establish organisational goals and work towards their realisation. In most cases, transformational leaders are fervent about transforming the organisation.

As a result, they inspire their followers. A good example of a transformational leader is Steve Jobs, the former chief executive officer of Apple. Jobs inspired his subordinates, leading to remarkable innovation in Apple Company. Another example of a transformational leader is Richard Branson. He has used his inspirational and charismatic qualities to build one of the most renowned business empires.

Excellent leadership skills promote innovation amid the subordinates and enhance their performance. Bill Gates is one of the leaders who exude good leadership competencies in the technological industry. Through his leadership, Microsoft became a leader in software development. Conversely, Blackberry is a good example of how bad leadership may impact the performance of the subordinates. The company dominated the smartphone industry for a long time. Nevertheless, bad leadership has made it hard for the aides to keep pace with the changes in the technological industry. Presently, Blackberry has lost the smartphone business to Samsung.

I concur with the point of view that the Chartered Management Institute (2013) suggests. There is no single way of managing an organisation. Organisational leaders ought to alter their management styles based on circumstances. The situational approach to management supports the position of the Chartered Management Institute (2013). A leader has to change his/her leadership style according to the development level of the subordinates. Further, changes in circumstances influence the needs of various stakeholders within an organisation. Hence, a leader has to change his/her leadership style to satisfy the needs that arise.

As a member of a team, I would like to be led by a leader who dedicates his/her time to imparting knowledge on subordinates. I prefer to work with a leader who serves as a role model to subordinates and helps them to achieve their full potential. Two examples of such leaders are Steve Jobs and Richard Branson. The two leaders promote employee empowerment as a way to assist subordinates in nurturing their talents.

Recommendations

Managers can use leadership skills in different ways to enhance employee performance. The managers should identify the differences amid employees and ensure that they consider those differences when setting goals for the workers. Additionally, managers should use leadership skills to educate employees in the subtleties of professionalism in the organisation.

Reference List

Agho, A 2009, ‘Perspectives of senior-level executives on effective followership and leadership’, Leadership & Organisational Studies, vol. 7, no. 3, pp. 47-63.

Chartered Management Institute 2013, Understanding Management Styles. 2016. Web.

Derue, S, Nahrgang, J, Wellman, N & Humphrey, S 2011, ‘Trait and behavioral theories of leadership: an integration and meta-analytic test of their relative validity’, Personnel Psychology, vol. 64, no. 1, pp. 7-52.

Van Buren, H 2008, ‘Fairness and the main management theories of the twentieth century: A historical review, 1900-1965’, Journal of Business Ethics, vol. 82, no. 3, pp. 633-644.

Steve Jobs was an unconventional leader whose great leadership was evident from the success he achieved at Apple Inc. His leadership style was different from the leadership styles of many leaders. Jobs was an unconventional leader because of his management style, which brought distinction and success to Apple Inc. Employees were required to embrace excellence, creativity, and innovation.

The main striking feature of his management style was an innovation. Jobs was very innovative and always delivered constructive criticism to employees as a way of promoting excellence and challenging the status quo. He was able to motivate employees through his grand visions.

As a great leader, Jobs used lessons learned from failure to develop unconventional organizational strategies. He was a visionary, and always sought to create products that were different and better than those available in the market. At Apple Inc, Jobs created a working environment that discouraged mediocrity and encouraged excellence. The main motivation was to develop outstanding products that satisfied the needs of customers.

Jobs was never satisfied with average results because he always wanted the best for the company. Another trait that made him an unconventional leader was his ability to strategize and predict the future. During his reign at the helm of Apple Inc, Jobs maintained an upward growth trend because he was a strategist. The strategies that characterized his management style were predictions of the future needs of customers in terms of technology. He always went against conventional business wisdom and followed his intuition. Jobs ensured that excellence was the goal of his company. This endeared Apple to many customers because they were confident that the company would provide products that would fulfill their needs.

Good leaders possess certain qualities that help them to achieve their goals and objectives. These qualities include vision, charisma, persistence, creativity, and attention. I need to work towards the improvement of these qualities in order to achieve my goals. Charisma is important because it enables leaders to motivate employees towards the achievement of goals. Charismatic leaders are reliable, trustworthy, and they embrace integrity as part of their character.

In leadership, failure is inevitable because some strategies succeed while others fail. Persistence is important because it gives leaders the drive to go on despite encountering setbacks. I need to work on my persistence because failure discourages me and sometimes I give up before attaining my goals Good leaders never give up. Finally, I need to work on my creativity. Creativity is an important trait in a leader because it sets him/her apart from other leaders. In order to attain exceptional success, it is important to be different. Being different involves embracing risk and exploring areas that many people are afraid of exploring.

Innovativeness is a characteristic trait of creative leaders. It involves looking at things from different perspectives, making new combinations, and thinking differently. Being different eliminates the possibility of embracing mediocrity, and encourages leaders to challenge the status quo. In order to attain organizational goals and objectives, it is important for a leader to go beyond conventional wisdom and leadership practices. I believe that being different is important because it is the building block of unconventional leadership. Jobs was an unconventional leader because he was different from other leaders in terms of management style and leadership. Being different motivates leaders to develop new ways of doing things.

Transactional Leadership

The essential component of this leadership style is reciprocity between the two parties, as the name of the theory suggests. Incentives, such as rewards for good work and punishment for not completing the task is the main idea of this approach. The primary strength of this approach is a clear goal and understanding of achievements that people work towards, defined by the leader. Additionally, this approach implies a clear structure of responsibilities, meaning that each employee is aware of his role. Besides, this approach emphasises productivity since an individual receives a reward if a particular benchmark is reached, which is beneficial for an organisation.

The main weakness of this theory is the fact that a leader has to monitor followers’ behaviour in order to impose incentives for their work. Moreover, another weakness is that leaders must provide precise instructions for each task to ensure success, which is time-consuming and mitigates the ability to work on other organisational issues. Finally, transactional leadership can affect a worker’s creativity negatively, since each task and responsibility are outlines precisely. This can be critical for some organisations, which focus on growth and development.

Transformational Leadership

The main concepts of this approach suggest that the process or the interactions between a leader and their followers is essential, as it affects the outcomes of work. Thought this approach, one can affect the values and behaviour of individuals, which will help them accomplish tasks that they would not complete without influence from a transactional leader. Therefore, emotions of followers have an essential role in the success of a transformational leader.

The main strengths is a high moral and ethical standard that these leaders promote, which is beneficial for employee motivation and emphasises the needs of the followers. Next, the shared vision that the leader creates is another strength that helps people work towards a mutual goal, creating an intuitive appeal. Finally, followers working with these leaders can grow and develop professionally, which enables effectiveness.

The first weakness is the possibility of a leader engaging in a pseudo-transformational work, where the interests of followers are overlooked. This means that a leader uses the same techniques to encourage or motivate employees, such as a bonus or a promotion. However, the personal interests of a leader and not the followers guide these actions. Secondly, this leadership theory has several overlaps with transformational leadership, making it confusing. Finally, this approach is based on the leader’s traits, mitigating the possibility of training leaders to use this approach.

Authentic Leadership

The focus of this approach is genuine leadership or the relationship between a person’s self-concept and their actions. In general, such leaders base their approach on their life experience, which makes their strategy unique, since they do not copy from other organisations. The feeling of purpose, values and relationships with others are essential for these leaders. The major strengths of this approach are the ability to provide guidance to people and fulfil the role of a leader where necessary. Additionally, these leaders emphasise values, either collective or personal. Finally, this leadership style can be adopted by anyone if a person can learn to act authentically.

There are weaknesses that define authentic leadership, including the fact that this approach is relatively new and requires more research and a clear definition of concepts. Narcissism may be mistaken for authentic leadership, where an individual considers his actions as beneficial for others. Additionally, the distinction between authentic and honest leaders is unclear.

Introduction

Change is an avoidable aspect that constantly occurs in an organization. The issues that Mullins (2010) tries to clarify are that change depends on one’s personality with regards to the change management plan. Nevertheless, it is a bit challenging to accept change and work accordingly. It is impossible for an individual to manage change. However, a person can just be ahead of the change. In the current context of corporate cultures, fostering change has become a norm because of the frequently changing business environments. It is important to note that change comes with risks and decisions that seem uncomfortable to people (Mindtools.com 2014).

Therefore, dealing with change with and managing its core aspects calls for hard work. Several research works are still underway to determine why some people resist change while others accept it. In this context, an individual’s attitude plays a major role.

Mullins: “It Is All Down to the Personality of the Individual and There Is Little Management Can Do About Resistance to Change”

The successful implementation of change depends on the people within the organization. They are the ones involved in the change processes, which will affect their daily activities. In terms of personal change, certain individuals might be resistant while others can accept the change. The response towards change varies from one individual to another. Because people are the most important resource in an organization, initiating change management process is necessary.

The inability of the management to predict the reaction of people to change could lead to undesired challenges with direct effects on performance (Mullins 2010). Although challenges and risks are expected, any initiated change should engage all stakeholders. It is because change will have both positive and negative effects on people, and that is the foundation of the change acceptance and resistance.

Therefore, Change Management is a necessary element in an organization. It refers to a structured model that provides transitional guidelines for individuals and groups to move from the current situation to the desired state. It involves an organizational process established to help employees in developing positive understanding, commitment, and acceptance of the proposed changes. Efficient management of change in an organization is necessary.

It is important to note that change is constant because the business environment and technology demands take a new shape every time. It should be kept in mind that change is the main driving force that can lead an organization to success (Mindtools.com 2014). Leaders should initiate the Change management processes by considering it as an opportunity to enhance productivity and growth.

The Role of Managers in Avoiding and Overcoming Resistance to Change

To achieve positive outcomes, managers can choose and adopt an appropriate change management model in their organizations. For instance, Lewin’s Change Management Model could be suitable for an organization that needs a smooth transition from the current to the desired state (Mullins 2010). The model was developed based on the concept of Unfreezing, Change, and Refreezing in which the organization uses a change as a tool for development.

The idea developed above can be understood using the example of a large cube of ice developed by Mindtools.com (2014). When one needs a cone of ice but what is available is a large ice cube, the person will melt the cube so that it can be amenable to change. The process is called unfreezing. The person will then mould the melted cube into the desired cone shape. The process is known as refreezing or changing something to the desired state.

Resistance to change is based on an individual’s perception and desires. However, management can do much to change people’s perception. The application of a Change Management model does not relieve managers from their duties. The management team should continue to pay attention to all employees in terms of their attitudes and reactions. The move would be essential in developing a care management strategy for the change processes.

The management should act as the team leader by developing confidence and embracing change. They should engage the team in solving critical issues. They should develop and convey a vision aligned with the activities proposed (Mullins, 2010). In this context, clarity of leadership plays a major role. As a leader, one should develop clear goals that would give the team a direction. The leader should be accountable and ensure that those goals are achieved.

For instance, the electronics industry is one of the sectors that are highly susceptible to change. What works today as a modern technology might be obsolete in the near future. Apple Inc. has been investing heavily in innovation and creativity to continue making new changes in its products. Although some employees might have been resisting the change, the company has developed clear goals through its Change Management strategies. As a result, the company has been producing some of the best smartphones and tablets, such as the iPhone and iPad models (Heracleous 2013). With better results, even the resisting employees can accept the change.

Conclusion

In conclusion, any organization that needs success must include the Change Management processes as part of its strategies. The management should develop a care plan aimed at preparing the organization for the uncertainty that comes with change. Through an appropriately managed change process, the majority of people, including the most resistant, will be contented with the new ideas.

List of References

Heracleous, L 2013, ‘Quantum Strategy at Apple Inc’, Organizational Dynamics, vol. 42, no. 1, pp. 92-99.

Mindtools.com, 2014, Lewin’s change management model: understanding the three stages of change. Web.

Mullins, L 2010, Management and organisational behaviour, Harlow, Prentice Hall.

One of the common explanations given by many is that leadership is the ability to bring people together to dedicate themselves to a common goal. Leaders or the top managers in an organization are people who get things done. However, it does not mean that all leaders are managers and all managers have leadership qualities. Though the context of leadership has changed considerably over the years still even today the content and fundamentals are universal and timeless (Kouzes and Posner, 2007). Effective leadership is a must in corporate leaders and entrepreneurs, managers and employees, aspiring leaders in retail, manufacturing, government, community, church, and school settings. Leaders are known for their accomplishments.

Over the years, the significance ascribed to the roles, functions, and traits of leaders has led many to ask a common question as to what makes an effective leader and why? Many social and behavioral scientists have tried to offer answers to this question. Leadership, however, is a surprisingly complex and elusive concept that requires in-depth understanding and explanation. This report brings out some of the most important qualities that make the leader effective and also unique from the common man.

Many people have conducted research in the field of leadership. According to the psychological research, some of the positive personality variables associated with strong leadership include tenderness, friendliness, self-confidence, ability to stand up to pressure. These researches have also found that the absence of negative qualities such as arrogance, aggression, boastfulness, egotism, and passivity are correlated with positive leadership (Romney, 1996). Several qualities need to be possessed by leaders and only then they can be effective leaders. For instance, leaders are good listeners. An effective leader listens emphatically. Secondly, they are good decision-makers. An effective leader, who is listening carefully, reliable, daring and emphatic, must also have the proper timing in making and executing decisions. Leaders are good at prioritizing and lead the group at an appropriate speed and they use time as their ally. Time management is an important part of good leadership. A leader should also possess the ability to encourage people and foster growth in them. They are always looking for helping others and increase group efficiency. In other words, they are good at creating a win-win situation. They are the role models, someone who leads by example. Self-knowledge and self-awareness are also essential characteristics.

A leader is always pleasant and friendly to all the team members. A leader trusts in the team and motivates them for high performance. A good leader is always generous in praising and recognizing each individual who is a performer and appreciates all contributions, big and small. A leader must project fearlessness in facing challenges. A leader must stand firm even in the presence of criticisms, but still having the courage to admit their mistakes.

The most important attribute for a leader is being principle-centered. All enduring philosophies, religions, and thoughts are based on principles such as integrity, compassion, trust, honesty, accountability, and others at their core. Leadership is all about communicating to people their worth and potential effects. It is the influence on others to help them discover their own voice, to find their own purpose, to make their unique contribution, and to release their potential, that truly defines leadership (Khan, 2005).

It is not difficult to identify a leader among a group of people as a natural leader will stand out. Leaders can be identified by looking at their past history of achievements. A good leader has the capacity to create or catch the vision. They are trendsetters and set an example by walking the talk by themselves. They have the capacity to influence people and motivate people to bring out the best in them. A willingness to take responsibility and accept challenges are important characters of a leader. A potential leader needs mental toughness. Above all, they have a set of values and principles in their life that make them strong in whatever field they are in.

According to Stephen Covey Leadership is not just about management. The basic difference he points out is that leadership focuses on the top line and Management focuses on the bottom line (Covey, 1989). While managers focus on the numbers, leaders focus on people. Management is doing things right whereas leadership is doing the right things. Team building and vision are the foundation of leadership. Leadership is all about building peak-performing teams, teams focused on accomplishing goals. Leaders can effectively communicate and motivate the team to perform the set goals.

At this point in time, another question that arises in the mind is if leaders are born leaders or are these qualities are acquired over the years. This is a question that still puzzles many working on the concepts of leadership. However, there is little or no evidence either way. Researchers have found that in many cases, genetics and early family experiences play a significant role in developing the personality and character needs that motivate the individual to lead. They also contribute to the development of the intellectual and interpersonal skills necessary to lead. But many researchers believe that the origins of leadership go beyond hereditary or genes and family to other sources. Work experiences, hardship, opportunity, education, role models, and mentors all go together to make a leader. An important assumption in this theory is that the raw material essential in people in order to lead is not in short supply. Rather, the lack of needed leaders is a reflection of neglected development rather than a shortage of abilities. Thus, leadership is a complex equation of birth and early childhood factors, shaped by later life experiences and opportunities (Maltby, N.D.).

A real leader attracts followers or in other words, they have a magnetic power that attracts people. Dependability in a leader allows trust to be built and maintained. A leader must have talent or specific skills at some task at hand. They must possess initiative, tied up with a certain degree of charisma that motivates and stirs people to motion. A leader is results-oriented, optimistic, and is of the belief that he has the ability to “make a difference”. They should also possess the ability to encourage people and foster growth in them. Self-knowledge and self-awareness are also essential characteristics. The most important attribute for a leader is being principle-centered. Centering on principles that are universal and timeless provides a foundation and compass to guide every decision and every act. All enduring philosophies, religions, and thoughts are based on principles such as integrity, compassion, trust, honesty, accountability, and others at their core.

In today’s world of competence, organizations face tremendous change and challenges. The increasing complexity of work, managing a diverse workforce, the need for higher levels of productivity, and employee commitment all combine to perform in ways different than in the past. However, the concept of leadership has not changed and people around the world today are seeking to understand the concept and practices of leadership. Though there are several reasons for the popularity of this topic, the main reason is that organizations are faced with changes like never before. The concept of leadership is applicable to any aspect of ensuring effectiveness in organizations and in managing change.

References

Covey, S (1989), The Seven Habits of Highly Effective People. 1st edition. Franklin Covey CO.

Khan, S. (2005) Leadership Development Interview with Stephen Covey, Web.

Kouzes, J.M. and Posner, B.Z. (2007) The Leadership Challenge, 4th Edition, John Wiley & Sons.

Maltby, D.E. (N.D.) Are leaders born, or made? The State of Leadership Theory and Training Today, Web.

Romney, P. (1996) Being a Leader. Web.