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In this 5 page paper, the author discusses and comments on: transformational leadership, charismatic leadership, management versus leadership, servant leadership, formal and informal authority, ethical decision making and a personal theory of leadership. Bibliography lists 11 sources.
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5 pages (~225 words per page)
File: MM12_PGldsdf.RTF
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that the transformational leader "must be able to inspire and organize an effective pursuit of the vision and maintain it even when sacrifices are required" (Hooker, 2000). Transformational leaders are
often described as change agents, they take more risks than others and they inspire their followers (Kanungo, 2001). One caveat with this theory is that followers must buy into the
vision the leader is espousing (Kanungo, 2001). Another caveat is that followers must make a commitment to organizational goals (Kanungo, 2001). Research has shown a positive correlation between organizational effectiveness
and transformational leadership (Walumbwa et al, 2004). The "charismatic leader has been defined as someone who could rebuild morale and offer a positive vision for the future" (DRC, 2006). The
characteristics associated with charismatic leadership have been described as: being a strong role model, having a dominant personality, having high expectations of self and others and having the ability to
communicate "ideological goals" (DRC, 2006). There are far mores strengths associated with transformational leadership than with charismatic leadership. For one thing, the influence of the charismatic leader is often
short-term while the transformational leaders influence and effectiveness are long-lasting. Further, charismatic leaders often move from one company to another relatively quickly (DRC, 2006). While there are differences between
managers and leaders, which are sometimes hard to discern, one thing that is certain is that leaders manage and mangers lead. Each affects the performance and productivity of employees. The
base of organizational behavior is dependent upon "managements philosophy, values, vision and goals" (Clark, 2000). This drives the corporate culture, which, in turn, "determines the type of leadership, communication, and
group dynamics within the organization" (Clark, 2000). Colvard (2003) suggested a number of differences between leaders and managers, some of which are: * A manager takes care of where you
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