Assignment:
Transformational Leadership Debate
Prior to beginning work on this discussion forum, read the Leadership: Theory and Practice course textbook.
Identify and explain four of Bass's factors associated with transformational leadership. Give examples from your own experiences or observations that illustrate the use of two of these factors. Debate the expectations of transactional and transformational leaders. Take a transactional or transformational leader's stance and how they would address a given situation differently using your examples.
Team Leadership Scenario
Prior to beginning work on this discussion forum, read the Leadership: Theory and Practice course textbook.
Describe the role of leadership within teams. What is the primary reason why teams fail? What can be done to ensure team success? Give a personal scenario from your own experience for team success.
Glass Ceiling Case Study
Prior to beginning work on this discussion forum, read the course textbook, Leadership: Theory and Practice, along with the following articles: Gender and Leadership? Leadership and Gender? A Journey Through the Landscape of Theories,
Examining the Relationship Between Leadership, Emotional Intelligence and Intuition in Senior Female Managers,
The Role of Leadership Theory in Raising the Profile of Women in Management, and Twenty Years Later:
Explaining the Persistence of the Glass Ceiling for Women Leaders
Define and describe the glass ceiling. Summarize the reports and/or research results of the glass ceiling's impact on women. Have you faced barriers similar to those described or observed others' experiences with any of these barriers? Give an example to illustrate.
Navigating the Labyrinth Debate
Prior to beginning work on this discussion forum, read the course textbook, Leadership: Theory and Practice, along with the following articles: Gender and Leadership? Leadership and Gender? A Journey Through the Landscape of Theories
Examining the Relationship Between Leadership, Emotional Intelligence and Intuition in Senior Female Managers , The Role of Leadership Theory in Raising the Profile of Women in Management , and Twenty Years Later:
Explaining the Persistence of the Glass Ceiling for Women Leaders.
As the course textbook indicates, the glass ceiling has become more of a leadership labyrinth. Debate some of the best practices, both organizationally and individually, that can help women leaders navigate this labyrinth and attain more leadership positions within organizations. Does the burden of making changes in the representation of female leadership fall upon businesses and organizations, or on the individuals? Why?
Culture
Prior to beginning work on this discussion forum, read the course textbook, Leadership: Theory and Practice.
Define the terms culture, ethnocentrism, and prejudice, and describe their relationship to one another. Then, select one case study from Leadership: Theory and Practice, based on its relevance to your professional or personal interests, and briefly discuss how you see these concepts in action in the case. How would you coach leadership of the organization in the case to be more effective and supportive of diverse people?
Ethical Leadership
Prior to beginning work on this discussion forum, read the course textbook, Leadership: Theory and Practice.
Define and describe the principles of ethical leadership. Which two of the five principles covered do you think are the most important, and why? Discuss this in the context of a specific example, either from your own professional experience, or from one of the case studies of the course textbook.
Text
Northouse, P. G. (2022). Leadership theory and practice (9th ed.). SAGE.
• The full-text version of this ebook is available through the RedShelf platform.
Articles
• Adams, S. (2012, October 4). 10 tough truths about leadership. Forbes.
• Appelbaum, S. H., Audet, L., & Miller, J. C. (2003). Gender and leadership? Leadership and gender? A journey through the landscape of theories. Leadership & Organization Development Journal, 24(1/2), 43-51.
• Dooley, R. (2003). Four cultures, one company: Achieving corporate excellence through working cultural complexity. Organization Development Journal, 21(2), p.52.
• Downey, L. A., Papageorgiou, V., &Stough, C. (2006). Examining the relationship between leadership, emotional intelligence and intuition in senior female managers. Leadership & Organization Development Journal, 27(4), 250-264.
• Jogulu, U. D., & Wood, G. J. (2006). The role of leadership theory in raising the profile of women in management. Equal Opportunities International, 25(4), 236-250.
• Weyer, B. (2007). Twenty years later: Explaining the persistence of the glass ceiling for women leaders. Women in Management Review, 22(6), 482-496.
Articles
• Alahmad, A. (2010). To be ethical or not to be: An international code of ethics for leadership. Journal of Diversity Management, 5(1), 31-35.
• Allio, R. J. (2007). Bad leaders: How they get that way and what to do about them. Strategy & Leadership, 35(3), 12-17.
• Authenticity and effective leadership: Getting the focus right. (2006). Strategic Direction, 22(7), 18.
• Browning, B.W. (2007). Leadership in desperate times: An analysis of Endurance: Shackleton's incredible voyage through the lens of leadership theory. Advances in Developing Human Resources, 9(2), 183-193.
• Ciulla, J. B. (2010). Being there: Why leaders should not "fiddle" while Rome burns. Presidential Studies Quarterly, 40(1) 38-56.
• Dulewicz, V., & Higgs, M. (2003). Leadership at the top: The need for emotional intelligence in organizations . International Journal of Organizational Analysis, 11(3), 193-210.
• Hammett, P. (2008). The paradox of gifted leadership: Developing the generation of leaders . Industrial and Commercial Training, 40(1), 3-9.
• Hobson, C. J., Strupeck, D., &Szostek, J. (2010). A behavioral roles approach to assessing and improving the team leadership capabilities of managers. International Journal of Management, 27(1), 3-15, 200.
• Humphreys, J., Zhao, D., Ingram, K., Gladstone, J., & Basham, L. (2010). Situational narcissism and charismatic leadership: A conceptual framework . Journal of Behavioral and Applied Management, 11(2), 118-136.
• Li, C.-K., & Hung, C.-C. (2009). The influence of transformational leadership on workplace relationships and job performance . Social Behavior and Personality, 37(8), 1129-1142.
• Marques, J. F. (2008). The five steps toward awakened leadership. Performance Improvement, 47(7), 20-23.
• Sussan, A. P. (2006). Management by emotion (MBE) . Competition Forum, 4(2), 433-437.
• Tse, H. H. M., & Mitchell, R. J. (2010). A theoretical model of transformational leadership and knowledge creation: The role of open-mindedness norms and leader-member exchange. Journal of Management and Organization, 16(1), 83-99.
• Whitener, J. K. (2007). Year of wonders: The wonder of leadership. Advances in Developing Human Resources, 9(2), 214-235.
• Wickham, K. R., & Walther, J. B. (2007). Perceived behaviors of emergent and assigned leaders in virtual groups. International Journal of E-Collaboration, 3(1), 1-17.