Evolving Leadership Models, Research Paper Example

Introduction

Leadership is one of the most controversial topics in the field of management, and there is a lack of consensus amongst the leadership experts regarding what constitute a good leader (Robbins & Judge, 2005). Although there are varieties of theoretical paradigms that explain the leadership concepts, in this paper efforts will be made to highlight transformational leadership and servant leadership model and what implications these models have for management.

Transformational Leadership

The transformational leadership style has been presented by Burns (1985). Accordingly a transformational leader exert high level of influence on his or her follower due to the fact that he or she is in position to motivate them towards the organization’s goals, have sound communication channels, and having an organization’s wide shared vision, while serving as role model within the organization consistently creating and fostering the feelings of trust and confidence that foster loyalty towards the organization (Adler, 2002).

Servant Leadership

The idea behind the servant leadership has been put forward by Robert Greenleaf (2002). Accordingly the success of leadership within an organization essentially depends on the ability of leader to create a feeling of servant hood within organization, consistently showing care for pears and subordinates, empowering individuals through transferring authority at gross–root level, creating and fostering strong vision, presenting himself or herself as role model and strong team building (Robbins & Judge, 2005).

Best Leadership Style

The writer of this paper believe that transformational leadership is the best practice taking into consideration the complex and ever-changing environmental factors in which the success of business organization essentially depends on how best the organization transform the performance or destiny of organizations. Management and leadership should thus work towards using enhanced motivation techniques and works towards empowering them to use the organization’s resources in a creative manner; however, the model looks more like a fade and essentially lacks solid empirical evidence (Robbins & Judge, 2005).

References

Adler, N. (2002). International Dimension of Organizational Behavior (4th Edition). USA: Southe Wester Colleg Publishing.

Bass, B. (1985). Leadership and Performance beyond Expectations. USA : Free Press.

Greenleaf, R. (2002). Servant Leadership. USA: McGrawHill Publishers.

Robbins, & Judge. (2005). Organizational Behavior. USA: Pearson.