Motivation and Leadership

 Motivation and Leadership Essay

COVER PAGE

Course Identity: Organisational Analysis

Subject of Work: Essay on leadership

Student Quantity: 1158585

Submitter date: 30/12/2011

Word Rely: 2, 000

Statement: This kind of work is definitely submitted within the requirements intended for the MSc in information system and management. The effort contained in this assignment is definitely my own, specific and first work and has not been used in whole or perhaps in part for any other evaluation on this or any other level. I have examine and be familiar with university rules on stealing articles.

ABSTRACT

This essay talks about the quote by Dwight D. Eisenhower on command. In this offer, he describes leadership since the art of obtaining someone else to complete something you want carried out because he wants to do it. Firstly, the meaning of the quote is explained by highlighting two unique aspects of this kind of statement, which is that command is the skill of getting people to ‘want to do' and achieving them to ‘actually do' the actual leader desires done. It is inferred from this statement that Eisenhower's idea is that those two processes, though distinct, aren't mutually exclusive. To get a further reason, the article goes on to conceptualize these techniques with their associated distinct leadership-styles and covers the view point that these two concepts need to work both in combination and complementarily to ensure that his point of view on management to be completely agreed upon.

" Command is the skill of getting another person to do something you wish done as they wants to do it” (Dwight D. Eisenhower). What does this quote imply? To what extent do you consent or differ with the offer and for what reason?

Over the years, various researchers, freelance writers and management theorists have got postulated various theories, ideas and perspectives on leadership, most of which can be centred within the exertion of influence by a person upon others to generate them do something or achieve a goal. There is absolutely no one universally accepted meaning of leadership. Yet , to name a few, Maxwell (1998) describes leadership to be nothing even more (or less) than impact. Yukl (1994) also described leadership as " the ability of one person to impact a group of persons toward the achievement of common goals” (p. 14). In the quote by Dwight D. Elsenhower above, management is viewed as the getting people to actually want to do in contrast to getting them just to do, which is a clear big difference between the technique of managing and this of leading (Kouzes & Posner, 1987). This assertion holds true if the leader can properly talk his perspective in such a way that the followers can easily believe and buy into this kind of vision by simply showing all of them how they can always be served by a common goal. This potential of the leader to motivate his supporters and encourage them to identify with his vision enacts their willingness to do something because they actually want to do this. Leaders accomplish this by first of being reputable. They build this trustworthiness by their actions - simply by challenging, impressive, enabling, modeling and encouraging (Kouzes & Posner, 1987). When a leader is definitely credible, he's better able to solicit the support and determination of his followers. They are really more ready to provide time, intelligence and energy to aid the cause championed by the leader (Kouzes et al, 2010), because they trust and identify with his visions and goals and they are confident in his ability to deliver. In essence, for the leader to get people to do things mainly because they actually want to, he or she must be believable. His level of honesty, travel and passion as a result go a long way in building up this kind of believable figure. This quote also features the fact that leadership entails ‘delegating' a job that the leader himself ‘wants done'. Hence, the leader must take complete responsibility to get the task completed by the subordinate and give him credit wherever appropriate. This can be further supported by another quotation by G. Eisenhower mentioned in Puryear Jr. (1991) who says: " …Leadership includes...

References: 1 ) Barbuto, J. E. (2005). Motivation and transactional, charismatic, and transformational leadership: A test of antecedents. Diary of Command & Company Studies, Vol. 11, Number 4, 26-40.

2 . Bass, B. Meters. (1990). Coming from transactional to transformational management: Learning to reveal the eye-sight. Organizational Mechanics, (Winter): Vol. 18, No . 3, 19-31

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four. Dwight Deb. Eisenhower, while quoted in Nineteen StarsВ: a Study in Military Figure and Leadership (1971) simply by Edgar N. Puryear Jr.

5. Fleur Kappen (2010), Bachelor Thesis on Leadership and Motivation: How leadership-styles contribute to employees' intrinsic and extrinsic motivation, p. several – 20.

6. Goleman, D. (2000). Leadership that gets effects. Harvard organization review: the magazine of thoughtful business people, Vol. 78, No . a couple of, 1-15.

eight. Judge, T. A., & Piccolo, Ur. F. (2004). Transformational and transactional management: A meta-analytic test of their relative validity. Journal of Applied Mindset, Vol. 89, No . a few, 755-768.

12. Kouzes, J. and Posner, B. (1987) The leadership Challenge: How To Get Extraordinary Issues Done In Organisations, San Francisco: Jossey-Bass, p. twenty seven.

11. Kouzes, J. and Posner, W. (2011) Inescapable fact regarding Leadership, San Fransisco: Jossey Bass, g. 12-13.

13. Rowold, M., & Heinitz, K. (2007). Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity in the MLQ and the CKS. The Leadership Quarterly, Vol. 18, 121-133.

16. Yukl, G. (1994). Management in businesses. New Jersey: Prentice Hall.

15. Yukl, G. (1999). An assessment of conceptual weaknesses in transformational and charismatic leadership theories. Management Quarterly, Volume. 10, No . 2, 285-305.

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