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The paper is about leaadership. Is leadership born or can be learnt? The paper looks at various situations and scenerios.
|language || ||english
|wordcount || ||3607 (cca 10 pages)
|contextual quality || ||N/A
|language level || ||N/A
|price || ||free
|sources || ||14
Table of contents
A. LIST OF TABLES, GRAPHS & ILLUSTRATIONS page 3
B. Glossary page 4
1. INTRODUCTION page 5
2. Trait Theories page 5
2.1 Traits and do they matter? page 5
2.2 Are traits born or developed? page 5
2.3 The driving force of the driver page 6
2.4 Morality, personality and ability page 6
3. Power page 7
3.1 Power and Influence page 7
3.2 Wrong to be birthright? page8
3.3 Referent power and a leader with humble background page 8
4. Style-Counselling page 9
4.1 Leading in style page 9
5. Context-fitting page 9
5.1 One style doesn’t fit all page 9
5.2 Finding the fit page10
6. CONCLUSION page13
7. REFERENCE page14
Preview of the essay: leadership
Based on Freud the two basic drives life and death serve to motivate all thoughts, emotions, and behavior. While sounding primitive, these drives entail survival instinct the drive to stay alive, procreate, and protecting these needs. According to Freud, we are driven to improve ourselves and therefore attract better mates. What drives us is buried in our unconscious where ID1 which dictates our needs and Ego2 which dictates reality consciousness. Ego2 is developed during 0-3 years old, being stronger Ego2 rationalizes and meets the needs of ID1 (1920).
According to Chan and Drasgow there are several antecedents of MTL3; personality constructs, general cognitive ability, socio-cultural values, past experience, self-efficacy (2001, p483) and self-regulatory (in Kark and Van Dijk, 2007, p506). These antecedents ...
... Transactional leaders works with mutual benefits while transformational leaders works with visions and actions. A leader isn’t restricted to one, successful leaders are capable of most or all styles, and there is a third category laissez-faire4 which is the do nothing approach. (in Doherty and Thompson, 2010, p14-35). There are quite a few theories suggesting a leader can diagnose and adapt a context fitting style, which seems to highlight that leaders can be train.
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