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Essay / Research Paper Abstract
A 15 page paper that begins by discussing the theories of Bennis, Burns and Goleman. Another section discusses and analyzes the work done by Mitleton-Kelly using the principles of complexity theory. Other topics discussed include how theories impact organizations, whether theories can contribute to the performance of an organization and the writer's self-reflection about leadership. Bibliography lists 11 sources.
Page Count:
15 pages (~225 words per page)
File: MM12_PGld908.rtf
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Unformatted sample text from the term paper:
right thing. It was also Bennis who said that leadership is easy to recognize but difficult to define. Like some other theorists, Bennis attempted to actualize McGregors Theory Y but
found that to do so, certain structural frameworks, controls and directions would need to be changed in an organization. He did, however, provide insight regarding the competencies of effective leaders,
which he identified as having the ability to manage attention, which is vision, trust, which is the personal bond between leaders and followers, meaning, which has to do with communicating
that vision and achieving results, and self, which is about continuous learning, knowledge of self, and commitment (Management Centre 2008). Bennis also believed that leaders could be made, they
did not have to be born, in other words, individuals could learn how to be leaders (Management Centre 2008). He based this on his belief that the best leaders are
"ideas people, conceptualists" (Management Centre 2008). One of Bennis beliefs complements Burns subsequent work. Bennis believed that leaders transform organizations, the are the social architect (Management Centre 2008) for the
organization. They can bring about change by creating a culture of positive motivation (Management Centre 2008). James McGregor Burns and Warren Bennis were contemporaries with both offering their theories in
the mid- to late-1960s. Burns identified the difference between transactional and transformational leadership theories. In 1968, Burns explained that transactional leaders recognized the need for an organization to change specific
processes, such as job descriptions, performance appraisal programs, analysis of organizational processes and so on (The Institute for Management Excellence 2008). Transformational leadership focuses more on people than on
specific programs but it does not neglect the programs. Still, the focus of the transformational leader is to empower people. Transformational leaders are change agents, they lead the charge, they
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