20 Feb Using the attached file as a reference: Determine if the transformational leadership style was the best approach to use. Exp
Using the attached file as a reference:
- Determine if the transformational leadership style was the best approach to use.
- Explain what leadership approach you would have used if you were in Salam’s position (i.e., transactional leadership, charismatic leadership, or transformational leadership).
- Explain the advantages and disadvantages with using the transactional leadership approach as compared to the transformational leadership approach.
- If you were Salam, what would you have done differently and why
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Question and writing rules
Module 05: Critical Thinking Assignment
QUESTION:
As we have studied during this week, transformational leaders encourage their employees to share ideas. This type of leader motivates employees and seeks collaboration to achieve goals. They take the time to listen to employees and evaluate ideas. Open communication, cooperation, and risk-taking are characteristics that often describe transformational leaders.
When COVID-19 began, Salam, the general manager of XYZ’s chain restaurant, conducted a meeting with all employees. During the meeting, Salam shared COVID-19 related information and expressed the critical importance of customer safety.
As a transformational leader, Salam wanted to involve all employees in the decision-making process to determine if masks and gloves should be used by employees, the number of customers to be served inside the restaurant at one period of time, how sanitation efforts could be encouraged, and more. Since the transformational leadership approach was used, the process of determining what was best for the organization took countless meetings and over one month to agree upon. While waiting to make a final decision, employees became ill with COVID-19 and the restaurant needed to close for longer than anticipated.
Thinking about the case presented above:
1. Determine if the transformational leadership style was the best approach to use.
2. Explain what leadership approach you would have used if you were in Salam’s position (i.e., transactional leadership, charismatic leadership, or transformational leadership).
3. Explain the advantages and disadvantages with using the transactional leadership approach as compared to the transformational leadership approach.
4. If you were Salam, what would you have done differently and why.
Writing rules
· Be 6 pages in length (double-spaced), which does not include the title and reference pages, which are never a part of the content minimum requirements.
· Use academic writing standards APA 7th edition style guidelines.
· Support your submission with course material concepts, principles, and theories from the textbook and at least three current, scholarly, peer-reviewed journal articles. Current articles are those published in the last five years.
· Demonstrates substantial and extensive knowledge of the materials, with no errors or major omissions.
· Provides strong thought, insight, and analysis of concepts and applications
· Sources go above and beyond required criteria and are well chosen to provide effective substance and perspectives on the issue under examination
· Project is clearly organized, well written, and in proper format as outlined in the assignment. Strong sentence and paragraph structure, contains no errors in grammar, spelling APA 7th edition style, or APA 7th edition citations and references.
· Use a standard essay format for responses to all questions (i.e., an introduction, middle paragraphs, headline (and conclusion).
· Make sure to include all the key points within conclusion section, which is discussed in the assignment. Your way of conclusion should be logical, flows from the body of the paper, and reviews the major points.
· I would like to see more depth for the question
· Responses must be submitted as a MS Word Document only, typed double-spaced, using a standard font (i.e. Times New Roman) and 12 point type size.
· Plagiarism All work must be free of any form of plagiarism.
· Written answers into your own words. Do not simply cut and paste your answers from the Internet and do not copy your answers from the textbook
Title of Your Paper is Needed Here Comment by Vanessa Claus: Restate the title of your paper here, please. Comment by Vanessa Claus: NOTE: This is what an Introduction must include- Academic essays should begin with an introduction, but do not begin your paper with an “Introduction” heading. The introduction will provide readers with the context necessary for understanding your argument and the body of your paper. When composing the introduction, think about what context or background information the reader would benefit from knowing. Once your context is established, transition from that context into your thesis statement. The thesis statement generally comes at the end of your introduction and usually consists of a few sentences that sum up the argument for your paper overall. Thesis statements should also provide a roadmap for the reader so that they can navigate through the ideas present in the rest of your paper.
In this section, you need to introduce your readers to details about your paper. As you have read, in the Critical Thinking Assignment directions, Salam utilized the transformational leadership approach to make decisions regarding Organization XYZ’s COVID-19 protocol. Therefore, for this introductory paragraph/section, you should provide information about the transformational leadership approach and how this approach guided Salam’s decision making. You should also introduce your readers to the content discussed in your paper (specifically focusing on the four assignment requirements). For example, you could write, “Throughout this paper, the following topics will be explored: _______.” Use in-text citations to support your points, please. Additionally, please ensure that you include a well-written and well-developed thesis statement.
Use of the Transformational Leadership Approach Comment by Vanessa Claus: Note: Headers are useful for organizing your paper. Level 1 headers are used with broad or general topics in your paper. Depending on the topic, length, and genre of your assignment, you might use only Level 1 headers. Level 1 headers should be bolded and centered. The longer and more complex your argument is, the more you might benefit from using Level 2 and Level 3 headers. Level 2 headers should be bolded and aligned with the left margin. Level 3 headers should be bolded, italicized, and aligned with the left margin. Level 4 and Level 5 headers exist, but they should only be used in manuscripts with many topics and subtopics. If you choose to use headers in your paper, you should have at least two sections for each level of header. For more information on how to use headings in your paper, see the APA Style website.
In this section, you need to provide details about the scenario. Specifically, you need to explain if you believe that the transformational leadership approach was the best approach to use based upon the information in the scenario. Consider the benefits and drawbacks of using this approach in situations in which a rapid decision needs to be made. Explain if you agree or disagree with the approach taken and utilize research to justify your rationale. Note: We are not debating COVID-19 protocol decisions, but instead are determining if the appropriate leadership style was used. The bulk of this paragraph should be focused on Salam’s leadership approach and its applicability.
Use of Another Approach?
In this section, you need to explain what leadership style you would use if you were in Salam’s position. Specifically, you should provide details about why the transactional, transformational, or charismatic leadership approach would be best to use. Ensure you include in-text citations to justify your rationale.
Example of wording:
Based upon the scenario presented, I believe that Salam used the wrong approach. As noted by Author (Year), the transformational leadership approach is beneficial in _______ types of situations. Author (Year) stated that the ______ approach is beneficial in ______ types of situations. Given the information in the scenario, I would have used the ____ approach because _______ (CITE).
Transactional Versus Transformational Leadership Approach
In this section, you need to provide details about the benefits and drawbacks of using the transactional leadership approach versus the transformational leadership approach. Specifically, ensure that you include various in-text citations to justify the advantages/disadvantages of each of the approaches. There is a plethora of literature about both approaches, so you need to include scholarly sources to justify your rationale.
What I Would Do Differently
In this paragraph, please explain what tactics, approaches, strategies, etc. you would utilize. Explain what you believe Salam did well/poorly and how you would do things differently. Ensure you use in-text citations to justify your rationale.
Conclusion Comment by Vanessa Claus: Note: The last section or paragraph of your paper should be the conclusion. If you are using headers in your paper, use a “Conclusion” heading. A conclusion should reiterate the major points of your argument. To do this, think about developing your thesis by adding more detail or by retracing the steps of your argument. You can recap major sections for the reader. You can also summarize the primary supporting points or evidence you discussed in the paper. The conclusion should not introduce any new information in order to avoid confusing the reader. To end the paper, think about what you want your reader to do with all the information you just presented. Explain what logical next steps might be taken in order to learn more about this topic. Use the conclusion to establish the significance and importance of your work, motivate others to build on what you have done in this paper, and encourage the reader to explore new ideas or reach other conclusions.
In your conclusion paragraph, you should summarize what was explored throughout your paper. This conclusion paragraph should offer a recap of the major sections/headings explored in your paper. For more information about how to create a strong conclusion paragraph, please click on the Track Change comment (to your right)..
References (APA 7th edition style)
Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). SAGE Publications Inc.
Transformational Leadership
MGT560: Leadership Development
Leadership Development – Module 2
G200006406
Rawan Ali AlRabiah
Xx of February 2022
Transformational Leadership
References
Northouse, P. (2022). Leadership Theory and Practise (9th ed.). SAGE Publication Inc.
,
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LEADERSHIP
Ninth Edition
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DEDICATION To Madison, Isla, Sullivan, and Edison
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LEADERSHIP
Theory and Practice
Ninth Edition
Peter G. Northouse
Western Michigan University
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stored in a database or retrieval system, without permission in writing from the publisher.
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Printed in Canada
Library of Congress Cataloging-in-Publication Data
Names: Northouse, Peter Guy, author.
Title: Leadership : theory and practice / Peter G. Northouse, Western Michigan University.
Description: Ninth Edition. | Thousand Oaks : SAGE Publishing, 2021. | Revised edition of the author’s Leadership, [2019] | Includes bibliographical references and index.
Identifiers: LCCN 2020045038 | ISBN 9781544397566 (paperback) | ISBN 9781071836149 | 9781071834466 (epub) | ISBN 9781071834473 (epub) | ISBN
9781071834480 (pdf)
Subjects: LCSH: Leadership. | Leadership—Case studies.
Classification: LCC HM1261 .N67 2021 | DDC 303.3/4—dc23 LC record available at https://lccn.loc.gov/2020045038
This book is printed on acid-free paper.
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Acquisitions Editor: Maggie Stanley
Content Development Editor: Lauren Gobell
Editorial Assistant: Sarah Wilson
Production Editor: Tracy Buyan
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
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Proofreader: Jennifer Grubba
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Cover Designer: Gail Buschman
Marketing Manager: Jennifer Jones
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BRIEF CONTENTS
Preface Acknowledgments About the Author About the Contributors Chapter 1 Introduction Chapter 2 Trait Approach Chapter 3 Skills Approach Chapter 4 Behavioral Approach Chapter 5 Situational Approach Chapter 6 Path–Goal Theory Chapter 7 Leader–Member Exchange Theory Chapter 8 Transformational Leadership Chapter 9 Authentic Leadership Chapter 10 Servant Leadership Chapter 11 Adaptive Leadership Chapter 12 Inclusive Leadership Chapter 13 Followership Chapter 14 Gender and Leadership Chapter 15 Leadership Ethics Chapter 16 Team Leadership References Author Index Subject Index
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DETAILED CONTENTS
Preface Acknowledgments About the Author About the Contributors Chapter 1 Introduction
Leadership Defined Ways of Conceptualizing Leadership Definition and Components
Leadership Described Trait Versus Process Leadership Assigned Versus Emergent Leadership Leadership and Power Leadership and Coercion Leadership and Morality
Leadership Is a Neutral Process Leadership Is a Moral Process
Leadership and Management Plan of the Book Case Study Case 1.1 Open Mouth . . . Leadership Instrument Conceptualizing Leadership Questionnaire Summary
Chapter 2 Trait Approach Description
Intelligence Self-Confidence Determination Integrity Sociability Five-Factor Personality Model and Leadership Strengths and Leadership Emotional Intelligence
How Does the Trait Approach Work? Strengths
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Criticisms Application Case Studies
Case 2.1 Choosing a New Director of Research Case 2.2 Recruiting for the Bank Case 2.3 Elon Musk
Leadership Instrument Leadership Trait Questionnaire (LTQ)
Summary Chapter 3 Skills Approach
Description Three-Skill Approach
Technical Skills Human Skills Conceptual Skills Summary of the Three-Skill Approach
Skills Model Individual Attributes Competencies Influences on Skills Development Leadership Outcomes Summary of the Skills Model
How Does the Skills Approach Work? Strengths Criticisms Application Case Studies
Case 3.1 A Strained Research Team Case 3.2 Andy’s Recipe Case 3.3 2019 Global Teacher of the Year: Peter Tabichi
Leadership Instrument Skills Inventory
Summary Chapter 4 Behavioral Approach
Description Task and Relationship Behaviors Task Orientation
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Relationship Orientation Historical Background of the Behavioral Approach
The Ohio State Studies The University of Michigan Studies Blake and Mouton’s Managerial (Leadership) Grid Paternalism/Maternalism Opportunism
Recent Studies How Does the Behavioral Approach Work? Strengths Criticisms Application Case Studies
Case 4.1 A Drill Sergeant at First Case 4.2 We Are Family Case 4.3 Cheer Coach Monica Aldama
Leadership Instrument Leadership Behavior Questionnaire
Summary Chapter 5 Situational Approach
Description Leadership Style Development Level
How Does SLII® Work? Strengths Criticisms Application Case Studies
Case 5.1 Marathon Runners at Different Levels Case 5.2 Getting the Message Across Case 5.3 Philosophies of Chinese Leadership
Leadership Instrument SLII® Questionnaire: Sample Items
Summary Chapter 6 Path–Goal Theory
Description Leader Behaviors
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Directive Leadership Supportive Leadership Participative Leadership Achievement-Oriented Leadership
Follower Characteristics Task Characteristics
How Does Path–Goal Theory Work? Strengths Criticisms Application Case Studies
Case 6.1 Three Shifts, Three Supervisors Case 6.2 Playing in the Orchestra Case 6.3 Row the Boat
Leadership Instrument Path–Goal Leadership Questionnaire
Summary Chapter 7 Leader–Member Exchange Theory
Description Early Studies Later Studies Leadership Development
Emotions and LMX Development How Does LMX Theory Work? Strengths Criticisms Application Case Studies
Case 7.1 His Team Gets the Best Assignments Case 7.2 Working Hard at Being Fair Case 7.3 Pixar: Creating Space for Success
Leadership Instrument LMX-7 Questionnaire
Summary Chapter 8 Transformational Leadership
Description Transformational Leadership Defined
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Transformational Leadership and Charisma A Model of Transformational Leadership
Transformational Leadership Factors Transactional Leadership Factors Nonleadership Factor Transformational Leadership Measurements
Other Transformational Perspectives Bennis and Nanus Kouzes and Posner
How Does the Transformational Leadership Approach Work? Strengths Criticisms Application Case Studies
Case 8.1 The Vision Failed Case 8.2 An Exploration in Leadership Case 8.3 Grandmothers and Benches
Leadership Instrument Transformational Leadership Inventory
Summary Chapter 9 Authentic Leadership
Description Authentic Leadership Defined Approaches to Authentic Leadership
Practical Approach Theoretical Approach
How Does Authentic Leadership Work? Strengths Criticisms Application Case Studies
Case 9.1 Am I Really a Leader? Case 9.2 Kassie’s Story Case 9.3 The Arena of Authenticity
Leadership Instrument Authentic Leadership Self-Assessment Questionnaire
Summary
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Chapter 10 Servant Leadership Description
Servant Leadership Defined Historical Basis of Servant Leadership Ten Characteristics of a Servant Leader Building a Theory About Servant Leadership
Model of Servant Leadership Antecedent Conditions Servant Leader Behaviors Outcomes Summary of the Model of Servant Leadership
How Does Servant Leadership Work? Strengths Criticisms Application Case Studies
Case 10.1 Global Health Care Case 10.2 Servant Leadership Takes Flight Case 10.3 Energy to Inspire the World
Leadership Instrument Servant Leadership Questionnaire
Summary Chapter 11 Adaptive Leadership
Description Adaptive Leadership Defined
A Model of Adaptive Leadership Situational Challenges
Technical Challenges Technical and Adaptive Challenges Adaptive Challenges
Leader Behaviors Adaptive Work
How Does Adaptive Leadership Work? Strengths Criticisms Application Case Studies
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Case 11.1 Silence, Stigma, and Mental Illness Case 11.2 Taming Bacchus Case 11.3 Agonizing Options for Marlboro College
Leadership Instrument Adaptive Leadership Questionnaire
Summary Chapter 12 Inclusive Leadership
Description Inclusion Defined
A Model of Inclusive Leadership Antecedent Conditions
Leader Characteristics Group Diversity Cognitions Organizational Policies and Practices
Inclusive Leadership Behaviors Outcomes
How Does Inclusive Leadership Work? Strengths Criticisms Application
Assessment Challenge Support
Case Studies Case 12.1 Difficult Decision Case 12.2 The Extraversion Advantage Case 12.3 Inclusive Leadership During a Crisis
Leadership Instrument Inclusive Leadership Reflection Instrument
Summary Chapter 13 Followership
Description Followership Defined Role-Based and Relational-Based Perspectives Typologies of Followership
The Zaleznik Typology The Kelley Typology
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The Chaleff Typology The Kellerman Typology
Theoretical Approaches to Followership Reversing the Lens The Leadership Co-Created Process New Perspectives on Followership
Perspective 1: Followers Get the Job Done Perspective 2: Followers Work in the Best Interest of the Organization’s Mission Perspective 3: Followers Challenge Leaders Perspective 4: Followers Support the Leader Perspective 5: Followers Learn From Leaders
Followership and Destructive Leaders 1. Our Need for Reassuring Authority Figures 2. Our Need for Security and Certainty 3. Our Need to Feel Chosen or Special 4. Our Need for Membership in the Human Community 5. Our Fear of Ostracism, Isolation, and Social Death 6. Our Fear of Powerlessness to Challenge a Bad Leader
How Does Followership Work? Strengths Criticisms Application Case Studies
Case 13.1 Bluebird Care Case 13.2 Olympic Rowers Case 13.3 Penn State Sexual Abuse Scandal
Leadership Instrument Followership Questionnaire
Summary Chapter 14 Gender and Leadership
Description The Glass Ceiling Turned Labyrinth
Evidence of the Leadership Labyrinth Understanding the Labyrinth
Gender Differences in Leadership Styles and Effectiveness
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Navigating the Labyrinth Strengths Criticisms Application Case Studies
Case 14.1 The “Glass Ceiling” Case 14.2 Pregnancy as a Barrier to Job Status Case 14.3 Jacinda Ardern, Prime Minister of New Zealand
Leadership Instrument Gender-Leader Bias Questionnaire
Summary Chapter 15 Leadership Ethics
Description Ethics Defined
Level 1. Preconventional Morality Level 2. Conventional Morality Level 3. Postconventional Morality
Ethical Theories Centrality of Ethics to Leadership Heifetz’s Perspective on Ethical Leadership Burns’s Perspective on Ethical Leadership The Dark Side of Leadership Principles of Ethical Leadership
Ethical Leaders Respect Others Ethical Leaders Serve Others Ethical Leaders Are Just Ethical Leaders Are Honest Ethical Leaders Build Community
Strengths Criticisms Application Case Studies
Case 15.1 Choosing a Research Assistant Case 15.2 Reexamining a Proposal Case 15.3 Ship Shape
Leadership Instrument Ethical Leadership Style Questionnaire (Short Form)
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Summary Chapter 16 Team Leadership
Description Team Leadership Model
Team Effectiveness Leadership Decisions Leadership Actions
How Does the Team Leadership Model Work? Strengths Criticisms Application Case Studies
Case 16.1 Team Crisis Within the Gates Case 16.2 Starts With a Bang, Ends With a Whimper Case 16.3 1980 U.S. Olympic Hockey Team
Leadership Instrument Team Excellence and Collaborative Team Leader Questionnaire
Summary References Author Index Subject Index
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PREFACE As this ninth edition of Leadership: Theory and Practice goes to press, the number of confirmed deaths worldwide from the COVID-19 pandemic is over 1 million. The horrific nature of this pandemic has challenged societies on a global scale and highlights for all of us the importance of understanding how leadership works and the value of leadership in times of crisis. To that end, this edition is written with the objective of bridging the gap between the often-simplistic popular approaches to leadership and the more abstract theoretical approaches. Like the previous editions, this edition reviews and analyzes a selected number of leadership theories, giving special attention to how each theoretical approach can be applied in real- world organizations. In essence, my purpose is to explore how leadership theory can inform and direct the way leadership is practiced.
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NEW TO THIS EDITION
First and foremost, this edition includes a new chapter on inclusive leadership, which examines the nature of inclusive leadership, its underpinnings, and how it functions. Authored by two scholars in the areas of diversity and inclusion, Donna Chrobot-Mason and Quinetta Roberson, the chapter presents definitions, a model, and the latest research and applications of this emerging approach to leadership. Underscored in the chapter is how inclusion is an integration of two factors: (1) an individual’s connectedness to others and (2) a person’s uniqueness. Finally, this new chapter provides case studies and leadership instruments to explore how to practice inclusive leadership in a variety of contexts.
In addition to the discussion of inclusive leadership in Chapter 12, this edition includes an expanded analysis of leadership and morality—the “Hitler Question.” It discusses the perplexing question of whether the process of leadership is inherently a moral process that is concerned with the common good or whether it is a neutral process that is not dependent on promoting the common good.
Another new feature in this edition is the inclusion of a real-world case study in each chapter. Because it is important to acknowledge and see real leaders exhibiting the behaviors and concepts behind the leadership approaches discussed in the text, the third case study in each chapter profiles a leader that epitomizes the chapter’s concepts. These new real- world case studies include profiles from across the globe including a mental health program utilizing grandmothers in Africa, an Italian energy company, and New Zealand prime minister Jacinda Ardern. In addition, there are profiles of leaders responding to crisis including closing a college and battling COVID-19 on a U.S. aircraft carrier.
This edition retains many special features from previous editions but has been updated to include new research findings, figures and tables, and everyday applications for many leadership topics including leader–member exchange theory, transformational and authentic leadership, team leadership, the labyrinth of women’s leadership, and historical definitions of
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leadership. In addition, it includes an expanded look at the relationship between emotional intelligence and leadership. The format of this edition parallels the format used in earlier editions. As with previous editions, the overall goal of Leadership: Theory and Practice is to advance our understanding of the many different approaches to leadership and ways to practice it more effectively.
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SPECIAL FEATURES
Although this text presents and analyzes a wide range of leadership research, every attempt has been made to present the material in a clear, concise, and interesting manner. Reviewers of the book have consistently commented that clarity is one of its major strengths. In addition to the writing style, several other features of the book help make it user-friendly.
Each chapter follows the same format: It is structured to include first theory and then practice.
Every chapter contains a discussion of the strengths and criticisms of the approach under consideration, and assists readers in determining the relative merits of each approach.
Each chapter includes an application section that discusses the practical aspects of the approach and how it could be used in today’s organizational settings.
Three case studies are provided in each chapter to illustrate common leadership issues and dilemmas. Thought-provoking questions follow each case study, helping readers to interpret the case.
A questionnaire is provided in each of the chapters to help readers apply the approach to their own leadership style or setting.
Figures and tables illustrate the content of the theory and make the ideas more meaningful.
Through these special features, every effort has been made to make this text substantive, understandable, and practical.
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AUDIENCE
This book provides both an in-depth presentation of leadership theory and a discussion of how it applies to real-life situations. Thus, it is intended for undergraduate and graduate classes in management, leadership studies, business, educational leadership, public administration, nursing and allied health, social work, criminal justice, industrial and organizational psychology, communication, religion, agricultural education, political and military science, and training and development. It can also be utilized outside of academia by small and large companies, as well as federal government agencies, to aid in developing the learner’s leadership skills. It is particularly well suited as a supplementary text for core organizational behavior courses or as an overview text within MBA curricula. This book would also be useful as a text in student activities, continuing education, in- service training, and other leadership-development programs.
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TEACHING RESOURCES
This text includes an array of instructor teaching materials designed to save you time and to help you keep students engaged. To learn more, visit sagepub.com or contact your SAGE representative at sagepub.com/findmyrep.
In the electronic edition of the book you have purchased, there are several icons that reference links (videos, journal articles) to additional content. Though the electronic edition links are not live, all content referenced may be accessed at . This URL is referenced at several points throughout your electronic edition.
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