Autocratic and Transformation Leadership Essay

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Dead Poets Society (Autocratic and Transformation Leadership)



The transformational and autocratic leadership approaches as a novel quality standard impact organizational process and role development. An organizational leader is required to apply the leadership process to make sure long-run corporate targets are achieved, particularly in the current competitive, unstable business climate. Normative principles and policies, methodical management and strict discipline mark Mr. Nolan's leadership. Follower obedience is grounded in both set agreements and realistic regulations and standards. Followers are restricted by the limits and duties fixed for them. Hierarchical systems pre-establish and rank worker compensation. They explicitly delineate coercive procedures and apply them under particular predetermined conditions. Meanwhile, Mr. Keating espouses devotion, valor and insight. Based on their individual faith in him and his aims, his followers enthusiastically accept his vision, mission and personality. They regard him as a prophet, a futurist, or a gallant warrior (Nikezic, Puric, & Puric, 2012).



The transactional style of leadership addresses fundamental directive, organizational, short-run planning and administrative functions. This approach is founded on the premise that the workforce of an organization will be driven to work by a quality system penalties and rewards for individual behaviors. Such leaders concentrate on principles, rules and guidelines. Their focus is rather limited and fail to promote inventiveness and novel ideas. This approach is most ideal in tackling straightforward, well-defined corporate issues (Nikezic, Puric, & Puric, 2012).



A transformational leader accomplishes superior personnel performance by creating workforce awareness and approval of corporate missions and objectives and catering to the workforce's interests. This in turn causes personnel to begin giving importance to group (i.e., organizational) interests over personal interests. Transformational leaders will only be able to attain the aforementioned outcomes if they display charisma and motivate their followers, or if they are able to effectively fulfill subordinates' intellectual and psychological needs (Nikezic, Puric, & Puric, 2012).

Office Space -- Working tomorrow (Coercive Power)



Mr. Lumberg employs the power (influence) leadership model and, in specific, the coercive power approach. He exerts this when demanding that Peter work even during the weekend.



An individual's capability of influencing the behavior of other individuals by means of a perceived threat to punish or via actual punishment is termed as coercive power. Workers, for instance, might follow their superior's command owing to an actual threat or an innate dread of being punished. The common punishments meted out in companies include disagreeable work assignments, rebukes, suppression of important information, suspension, relegation to a lower post, or firing.

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Owing to the adverse effects of coercive power (e.g., development of feelings of hostility towards the individual exerting such authority), this leadership approach ought to be employed cautiously. Coercive control availability is different for different leaders and companies. A majority of contemporary companies have instituted explicit personnel treatment policies. Explicitly outlined guidelines and processes regulating coercive power exertion will curb managers' utilization of their legal formal authority subjectively and wrongly (Lunenburg, 2012).

Remember the Titans (Transformational Leadership)



The team coach in the 'Remember the Titans' video clip is shown describing the historic 1863 battle of Gettysburg before his team members in order to make them attain what he desires them to. This is a fine example of transformational leadership. Such leaders motivate their subordinates to give their best to accomplish their company's long-term vision. They effectively shape the basic beliefs and outlooks of their team, cultivating within them a shared mind-set to accomplish organizational objectives. This approach to leadership often produces more superior performance as compared to transactional leadership. Transformational leaders ought to handle firms understanding them as a knowledge-based system wherein external knowledge (absorptive capacity), fundamental implicit and overt knowledge, or extant knowledge (slack and utilized) is disseminated. Such dissemination generates an information movement which, via numerous transformational procedures (organizational learning), yields novel new knowledge that produces key organizational competences when utilized (innovation) (Garcia-Morales, Llorens-Motens, & Verdu-Jover, 2007).



Team leaders have a pivotal part to play in the determination of team performance. A PMI (Project Management Institute)-commissioned study revealed that project managers' leadership approach constitutes a major team performance success aspect. Transformational leaders influence team performance via trust and value congruence. Performance represents the distal result variable of faith in one's leader. Under a transformational leader, team members' cognitive confidence and joint efficiency might develop in the phase of team development, functioning as two process variables which account for distal team performance (Chou, Lin, & Chang, 2013).

The Princess Bride (Contingency -- Fiedler Model)



The approach to leadership apparent in the given clip from "The Princess Bride" was the contingency model proposed by Fiedler. This theory claims that leadership efficacy is contingent on the circumstance. The theorist posits that group climate ought to be evaluated….....

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References

Chou, H.-W., Lin, Y.-H., & Chang, H.-H. (2013). Transformational Leadership and Team Performance. SAGE Journals.

Garcia-Morales, V., Llorens-Motens, F., & Verdu-Jover, A. (2007). The Effects of Transformational Leadership on Organizational Performance through Knowledge and Innovation. British Journal of Management.

House, R. (1975). PATH-GOAL THEORY OF LEADERSHIP. Office of Naval Research.

(2013). Leadership - Trait Approach. SAGE publications.

Lunenburg, F. C. (2012). Power and Leadership: An Influence Process. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION.

Michaelsen, L. (1973). Leader Orientation, Leader Behavior, Group Effectiveness and Situational Favorability: An Empirical Extension of the Contingency Model. Organizational Behaviour and Human Performance, 226 - 245.

Nikezic, S., Puric, S., & Puric, J. (2012). TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP: DEVELOPMENT THROUGH CHANGES. International Journal for Quality research, 285 - 296.

Peretomode, O. (2012). Situational and Contingency Theories of Leadership: Are They the same? IOSR Journal of Business and Management (IOSR-JBM), 13 - 17.

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