Notions about Leadership

Week 1- Notions about Leadership

The psychological aspects of leadership are difficult to understand because of the inability to create the line of disparity between leaders and managers, where a leader initiates changes while a manager gives the platform for the implementation of thoughts. The basic ground for the leadership fraternity is that it forms the ground of analysis of self decision-making process during the times when a change initiation process should happen. This gives the platform for analysis of a project through the mirror of possibilities against constraints, while the change initiation process, which is fundamentally aided by the leadership roles gives a better correlation between management skills based on the influences of past decision-making procedures and present constraints, which could lead to better decision making processes. This gives the best thought about leadership as one with the ability to effectively take a company through discretion based on self-ability that forms through experience with the environment.

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Week 2- Overview of Leadership Theory

The theory of leadership gives the line of divide between the different types of leadership roles, where the dyadic system of leadership gives the leaders perception of working with followers, where we can no longer look at leadership as a dyadic, unidirectional concept since it leads to sidelining of the influence of group decision making.  The aspect of leadership roles as followers is influential in instigating the basic ignorance to other factors of leadership theorem like lateral and upward leadership roles, which jeopardize the effectiveness of leaders. This calls for research into the fundamental concepts of leadership roles through the articulation of the best theorem of leadership to come up with a three-dimensional consideration of external influence. The external influences are determinants of the follower leaders, whose judgmental aspects could be swayed by the desire to ignore other constraints to leadership roles. The consideration of determinants of leadership roles is also a basis for the creation of the definition between a follower and a leader where the latter aids through the process of the change, while the former follows through the process of change.

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Week 3-Leadership and Complexity

The contention part of this paper comes about as a result of Wheatley’s notion of lack of objective reality. This is from the fact that in finding the solutions to the objective answers, one is constrained to the ability and probability of the outcome, which is defined as reality. The idea of lack of object reality comes about as a result of the objective answers based on deviations from the normal especially in the consideration of scientific laws. This is also applicable in the health science field, where the answers to objective questions are found depending on the reality. Moreover, the essence of objectivity in terms of data collection in the related health practice does not give room for independent consideration of all the possibilities, which affects eh resultant outcomes. Lack of objective reality is also due to the scarcity in the sample space for consideration as the basis for the formation of possible outcomes.

Week 4- Human Relationships and Conflict

Peace is the ability to make a consensus out of a conflicting situation. This shows that an accord is reached between two parties. This is a symbol of an existence of peace, where the leader serving under the context of mediation processes is known as a peacemaker. Peace is relevant to the leadership roles since it gives participant parties a platform for evaluation of the separate views without a chance for discriminatory influences. The other basic word for use that is synonymous with peace is harmony, which signifies a situation with zero probability of occurrence of conflict. Moreover, the words concord and reconciliation are vital for defining peace as a human relation management practice that comes about as a result of signing an accord that ends the war and gives rise to amity. The higher the ability to gain consensus, the lower is the vulnerability to conflict, where one may be constrained to work in response to some factors affecting their past ways of life.

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Week 5- Leadership and Communication

Communication that is based on good listening skills is evidently the most effective form of relaying information from the source. The major importance of listening lies in understanding what the conveyer portrays as opposed to understanding the intentions of the conveyer. In leadership, listening is important in guiding through the judgment process since it forms a platform for evaluation of the best forms of actions through the articulation of varied views. The variability in views could be the limiting factor for the process of decision making were it not for the ability to articulate the listening process, which forms the characteristics of a good leader. Moreover, listening is a vital tool for solutions to conflicts where the final concord is based on the views raised by the conflicting parties, which enhances harmony. In practical fields like the health fraternity, listening is the first experimental form of data collection, where the entire communication process could be influential in the prescription of the best cure.

Week 6- Studying Leaders

Successful leadership is also known as effective leadership, where the possible variables that define effective leadership may include acting in good faith and self-motivation. A motivating element is one with the capability to endure the current incongruence based on past experiences. This is fundamental in the leadership fraternity in that it helps leaders to bear the characteristics of perseverance during hard times of organizational management for instance the capability of restricting one’s emotions within the professional ethics of the working environment. Conversely, ineffective leadership variables include action in haste, where there is a lack of proper engagement of all possible avenues of approach. This often results in situations of conflict where the views of the conflicting parties are not articulated into the best avenues of approach. Moreover, lack of participatory ability through self-reliance in terms of groundwork forms a variable of ineffective management.

Week 7- Understanding Others

Emotional competence is the capability of restricting one’s emotions within the professional ethics of the working environment. Emotional competence gives the discrepancy between the highly emotive principles against the lower counterparts. Through self-evaluation, one bears the ability to use past unbearable situations as the root for the synthesis of contemporary solutions. This is also influential in leadership skills since it determines the progress of the problem-solution process. For instance, swaying emotions determine the process of decision making, where individuals with the capabilities of containing their emotions have the ability to contain emotive situations, which leads to better outcomes. Conversely, Individuals without the ability to the expression of emotional competence do not bear skillful leadership roles since they do not portent the ability of problem-solving, which affects the performance of an organization. This implies that emotional competence is influential in responding to the constraints facing the organization in a timely and competent manner, which gives the best outcome out of the situations.

Week 8- Leadership and Culture

 The culture of my organization lies in the fundamental goals and visions of adoration of professional work, where the hiring strategy is based on the employment of trained employees. A close analysis of this form of practice suggests that it is a costly form of employment criteria, which gives the need for a change of the tradition into a system of selection of talented but untrained employees, whose labor prospects are lower than the existing form of employment. This could help in minimizing the production costs, where the process of formation would be to use the existing professional employees to train talented but untrained employees. This could give rise to apprenticeship forms of employment, whose economic ventures are lower than the professional system of employment. Consequently, the process of apprenticeship as a form of on-job reflective learning addresses its roots in self-reflection. This is from the fact that the talented but untrained employees get acquainted with the working environment through learning from the job, which is critical in the preservation of culture.

Week 9- Role of Leadership in Building Leadership Capabilities

Worrying about the errors of leadership is the cause for the feeling of defeat especially in situations of common interest, where past approaches have failed. This leaves the contender with the general feeling of incapability, where one would have failed to deliberate on the best course of action. This forms the negative part of the process of self-reflection in leadership where failed roles could not be useful in deliberating to the best contemporary solutions. This requires a proactive measure where a leader must come up with the best research methods to motivate the crew of leadership into the conversion of errors into opportunities. This implies that the reflection of past injustices should not be the constraint for current problem solutions especially if the past approaches have failed. This also defines a good leader as one with the capabilities to turn past failures into successes.

Week 10-Transforamtional Coaching

According to Herrero, “A good leader is mainly a broker who can put things and people together, ‘glue’ ideas, balance collaboration, and competition destroy roadblocks, facilitate encounters and be the catalyst for innovation, sometimes with very little visibility”. The essence of a good leader in this respect is one with the capability to synthesize emotional competence, where the best approach would be to respond to constraints ethically while relying on the limitations of problem solutions like time and group decision-making instincts. This is vital in making the most sensible decision-making procedures, where one articulates facts from past experiences into the prospects of the organization. The aspect of brokerage of the decision-making deals lies in the courage of the contender. 

Week 11-Team Leadership

Leadership teams were conventionally elements of overseeing the implementation of the basic goals of the organization. However, Zaccaro and Marks gave a clear functional approach to teams as being made up of a liaison tributary, a direction setter, and an operational coordinator. This gives the team the capability to synthesize the best out of common participation, where leaders of teams articulate emotional competence as the factor underpinning the performance of these teams.

Week 12-Courage to Do What Is Right

 Covey’s thoughts are related to Kotter's point of leadership in that the notion of principle-centered leadership is gained under the mandate of long-lived acquaintance to the environmental factors that influence the forms of leadership. For instance, acquisition of the virtues of leadership like competence is based on daily practice, whose time of full acquaintance depends on the foundational basis of the leader. Moreover, the virtues of decision making, which depend on emotional competence, require elaborate systems of acquaintance through observational and constant practice, which eliminates the ideology of coining anyone willing to rise to the levels of leadership as an overnight practice.

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