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Discussion 4-2 Leadership

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Discussion 4-2 Leadership

Charismatic Leadership being a type of Leadership whereby individuals believe in the behaviors of their leaders, its component is based on how the leader carries himself or herself around. The elements of charismatic Leadership include;

  1. Communication; is the ability of a leader to communicate effectively. They are always good listeners while conversing. Their body languages encourage their followers to communicate with them. They create a favorable environment for communication, and they pay a lot of attention during communication.
  2. Maturity; The leader uses the knowledge and wisdom they acquired throughout their life experiences, which enables them to plan effectively and to respond to any matters arising boldly.
  3. Self-monitoring; The leaders mind their footsteps keenly. They tent to humble themselves, and they are more concerned about the followers. They are confident, and they come up with ways of improving themselves mentally, physically, and socially (Cicero & Pierro, 2007).
  4. Compassion; a charismatic leader should be empathetic. He or she should always try to put themselves in the shoes of their stakeholders to treat them effectively and providing them with a conducive environment for work. Substance; The leader should be the role model all-round starting from the word he or she speaks in alignment with the action. The leader should not be the person of empty words but should work accordingly. He or she should not be the person who sets rules and never follows them (Sy, Horton & Riggio, 2018).

The behavior and culture of an individual go hand in hand in one way or another and charismatic Leadership being a type of Leadership that relays heavily on the behaviors of an individual there are ways in which the culture limits its development. There will always be individual, societal interference; for example, there are cultures that support teamwork. In contrast, other values individualism, so depending on where the leader comes from, will always tend to follow their norms, and this affects the way he or she leads others. There are also some cultures that do not allow a female to be leaders or do not allow women to talk while men talk or look them in the eyes. In that case, the culture limits a female leader to communicate with the male followers effectively.

In both Leadership, self-awareness is required for effective Leadership. Leaders aim at achieving the organizational objectives, and values are the core drive whereby the leader carries his or herself in a posture that serves as an example to others. The leaders must have enough experience in their field of work to lead effectively. While the value-based Leadership and positive Leadership focuses on the empowering the followers, authentic Leadership concentrates on self-betterment to serve as an example to others. Value-based Leadership and positive Leadership is more of teamwork, while authentic Leadership is more of individualism. The positive Leadership and value-based Leadership, the leader, is interested in the development of the followers. In contrast, in authentic Leadership, the leader is concerned in his or her development so that she or he can serve as the role model (Sy, Horton & Riggio, 2018) l.

The approaches have so much appeal because the positive Leadership brings people with the same views and goals together, motivates them to shine and lead them in a such away to create values for all involved and those who embrace positive Leadership is the people who are aware of their values and also act accordingly.

References.

Bishop, W. (2013). Defining authenticity in athentic Leadership. The Authentic Value-Based       Leadership, 6(1).

Cicero, L., & Pierro, A. (2007). Charismatic Leadership and organizational outcomes: The mediating role of employees’ workgroup identification. International Journal Of Psychology, 42(5), 297-      306. doi: 10.1080/00207590701248495

Sy, T., Horton, C., & Riggio, R. (2018). Charismatic Leadership: Eliciting and channelling follower         emotions. The Leadership           Quarterly, 29(1), 58-69. doi: 10.1016/j.leaqua.2017.12.008

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