introduction to leadership and management essay

Leadership Essay

27 August, 2020

12 minutes read

Author:  Richard Pircher

As a college student, you must write essays on a regular basis since the latter is one of the most common types of home assignments. All this means is that in order to get good grades and be successful with writing the papers, you need to have a sound understanding of the structure. Additionally, what you should never neglect is the variety of essay types. Indeed, your essay will significantly differ from one type to another: description essay will most likely have a structure that is slightly different from an argumentative one.

What you may have already encountered in your academic life is the work on a leadership essay. Although it sounds pretty complicated and vague, it is mostly possible to master an essay on leadership. Below is a guide for you to get an insight into this particular essay type.

What is a good leadership essay?

A good leadership essay is the one in which the essay writer has fully covered the topic of leadership and understood its core ideas. More specifically, to end up with a flawless leadership essay, you will need to indicate what makes a person a good leader. For achieving the latter, you will most likely need to conduct research and trace how a particular person reaches his or her goals. In other words, the task is to discover which actions the person undertakes, what their followers say about him or her, and how the person organizes the work. So, a leadership essay implies providing real-life success examples and further revealing them.

Above all, a good leadership essay is the one that follows a precise, clear, comprehensive structure. Structuring your essay about leadership in the most coherent way leads to a win-win situation: you have fewer troubles and barriers to writing a brilliant essay, and your teacher is able to comprehend the essay easily. This guide is what you will need to refer to to get an insight into how the flawless structure for a leadership essay looks like and how it will let you take a benefit.

How to write a Leadership essay?

To write a leadership essay that stands out, you first need to brainstorm all the ideas that you have and come up with a topic for your essay. If you are struggling with this step, you may think of some of the most influential people, read about them, and find out what makes them unique. Or, you can pick any topic which is mentioned at the end of this article. After you have chosen an issue, it is time to structure your essay appropriately.

As you already know, an essay constitutes three essential sections: introduction, main body, and conclusion. Below is the more detailed description of each of the parts.

Introduction

Of course, your leadership essay introduction will always vary depending on the topic of the essay. However, you can always begin by stating your vision of leadership regardless of the topic. Additionally, to motivate the reader and instantly catch his or her attention, you may use a quote of a famous leader, or simply a quote which you find relevant to the topic. Be aware that you should avoid outlining the essence and the role of the leadership in your introduction; leave it for the body paragraphs.

What you may also do in your leadership essay is ask a question, which will most likely intrigue the leader. Or it will at least give your reader an overview of what you will dwell on  in your essay.

Body Paragraphs

You will need to divide the main body into 3-5 paragraphs to make the structure more comprehensive. What you have to do at this point  is  give your reader a sound understanding of your ideas. Therefore, try to fit each idea in a single body paragraph so that you do not confuse your reader. Do not hesitate to indicate your examples to strengthen your arguments. For instance, you may explain a fact that makes a particular person you are writing about a real leader.

Also, always stick to your thesis statement and don’t forget that the body paragraphs should reveal the parts of your thesis statement.

As you may already know, you need to restate your opinion and briefly summarize all the points from the main body in conclusion. For instance, if you wrote your essay on qualities of an effective leader, state the most fundamental qualities and indicate why they matter the most. Besides, try not to copy what you have already written in the body – it is better to restate your opinion using different words. And, of course, beware adding any new and extra information; indicate only those points that you have already outlined in the text. Finally, keep in mind that it is always favorable to keep your concluding remarks short.

Leadership Essay Examples

Writing a leadership essay requires some research and time. In case you feel the necessity to go through an essay example, below is a leadership essay sample you can refer to.

Is leadership an inborn or an acquired feature?

Is everyone capable of becoming a leader, or is this ability innate? A lot of researchers have been struggling to answer this question. One assumption about leadership implies that the leader is the person who possesses particular characteristics. Another assumption claims that leaders are capable of acquiring specific features over their life span. As the evidence shows, leaders own many features that distinguish them among others and make more and more people become their followers. These might be cognitive abilities, psychological traits, professional qualities, and a lot more, and all of them will be either acquired or innate. Based on the importance of leadership qualities, such as commitment, stress resistance, and the ability to make quality decisions, it is reasonable to claim that leaders are made, not born. 

One can deem commitment as one of the top fundamental qualities of the leader. In essence, such a feature indicates that a person is passionate about the common goal, strives to be a team player, and makes every effort to reach a shared goal. As the history shows, none of the successful companies was uncoordinated by an influential, committed leader: Apple, Amazon, Microsoft – all of these companies are examples of dominant teams led by a dedicated leader. A committed leader also inspires his or her team to achieve common goals and put more effort into the shared activity. Besides, commitment is unlikely to be an innate feature; it instead comes with experience. This is so, since commitment implies dedicating oneself to the shared task, and one can reach it only via learning and continuous self-improvement.

Stress resistance is another incredibly important feature that every good leader should possess. This is because only a stress-resistant leader has sufficient capabilities to overcome any complexity and not let the anxiety and stress prevent him or her from making proper decisions. Besides, such a leader will most likely have a positive influence on the team, as long as leading by example will motivate the team members to attain the same emotional stability. What is so far familiar about stress resistance as an effective leader’s feature is that it can be either innate or attained. However, although some researchers admit that emotional stability is something one is born with, it is not entirely true; many people still put a great effort into self-improvement, changing the attitude to unfortunate situations, and so on. Therefore, being resistant to stress can be mostly attributed to a personality.

An ability to make high-quality decisions most likely determines the chances for an enterprise’s success. In particular, such quality is incredibly fundamental for a company of any size and professional orientation. Additionally, it is one of the top tasks of a good leader to make final decisions. What he or she should do implies brainstorming, discussing various opinions in the group, making forecasts, analyzing all the pros and cons. However, the leader is the one to make a final decision. Thereby, he is in charge of researching the market, discovering all the hidden truths, and analyzing the organization’s potential and capabilities to result in the most effective decision. As it flows logically from the latter, an ability to make sound quality decisions is purely a professional quality. This leads to the conclusion that one has to work hard to become a genuine leader and master the skill of making effective decisions. 

Overall, the leader may possess a multitude of different skills and master them perfectly. However, what has so far become transparent is that any leader, regardless of which team he leads, must possess three essential qualities. These qualities are commitment to the common goal, ability to handle and resist stress, and, finally, an ability to make effective decisions. All of the three qualities are most likely to be acquired over a lifetime. The statement below leads to the conclusion that even though some qualities can be innate, most are not the ones that leaders are born with. Hence, this answers an essential question: leadership feature is acquired, and not necessarily inborn.  

20 leadership essay topics

When coming up with your next leadership essay topic, it is imperative to brainstorm ideas and think of what leadership might be related to. If you are struggling with a topic of the importance of leadership essay or any relevant type of essay, you may quickly take a look at some of the possible topics we prepared for you:

• What are the main qualities of the leader?
• Successful Time Management as a feature of an effective leader
• The role that rhetoric plays in leadership
• The most exceptional leader in the history of the 20-th century
• The role of female leadership
• What are the challenges of the leader of the 21-st century?
• How college helps students develop leadership skills?
• Qualities of the leader that motivate people to follow them 
• Top things to avoid doing to become a team leader
• Examples of effective and ineffective leadership in the history
• Top techniques for developing leadership skills
• The interconnection of creativity and leadership 
• Is a university’s role fundamental in developing leadership skills?
• Dictatorship as an anti-example of leadership
• Liberal vs Authoritative leadership: which one works better?
• The influence of the leader’s role model on the followers’ mindset
• Main difficulties that the new leader may face in a new team
• Leadership of today vs leadership of the past: what has changed?
• Reasons why I want to become a member if the leadership program
• The role of cognitive abilities for the leader 

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Leadership and Management – An Introduction

Sammy Collins

Well Leadership and Management, Leaders and Managers are the terms which are often misunderstood and used interchangeably.  So, to bring more clarity with the usage of these terminologies we present you with meaning and differences between the two.

Leadership and Leader

Leadership can be defined as one’s ability to influence and motivate others to bring the best out in them. It focuses on encouraging individuals to add more to the overall effectiveness of an organization.

Leadership is often defined as a process wherein an individual, influences and encourages others to achieve the organizational objectives and directs the organization so that it becomes more coherent and cohesive to work.

Moreover, a person who can bring out the change is the one who possesses the ability to be a leader. A good leader is the one who always looks out after others before himself and is proactive. Proactive refers to a leader’s tendency of being three steps ahead of others, thinking of all the possibilities of a scenario.

Leadership is all about developing people, in turn helping them to reach their maximum potential. In the simplest of terms, Leadership is an art of motivating the people to help achieve a common goal.

Talking of few Leadership qualities an effective leader should possess are: –

Commitment towards the tasks and duties allocated , Ability to communicate well , taking the ownership of the tasks ; Honesty and Integrity , Ability to take the right decisions and that too at the right time; Creativity and Innovatio n and lastly but the most important one the ability to inspire others .

In the words of Mary Parker Follet “Leadership is not defined by the exercise of power but by the capacity to increase the sense of power among those led,”

Management and Manager

According to Mary Parker Follet “Management is defined as the art of getting things done through people.”

Management can be defined as a social process which includes the effective and appropriate planning for different operations in an organization for the fulfillment of organizational objectives.

A manager is an individual who is held in charge of a certain group of tasks or a particular subset within an organization wherein the targets are to be achieved within a stipulated timeframe.

Management Functions

The different functions of management in an organization are

• Controlling

All the aforesaid management functions help an organization achieve its objectives. These five functions form a part of a body of practices and theories which help an individual to be a successful manager.

The three levels of management which commonly exist in an organization are low-level, middle-level and top-level.

Top-level managers are responsible for controlling and overseeing the entire organisation whereas middle-level managers emphasize on the execution of the various organizational plans and lastly the low-level managers aim at controlling and directing. The middle-level managers act as an intermediary between the low-level and top-level managers.

In the simplest of terms Management is the manner in which a task is handled, and it comprises of the different supervising skills.

For instance: Management could be about how an individual, deals with his/her personal finances.

Understanding the difference between Leadership and Management

Management and leadership skills are quite often regarded as one and the same to many businesses. The two activities are not synonymous with each other.

Highlighting the difference between the two terms Leaders have people follow them whereas Managers have people work for them.

A manager emphasizes on planning and coordinating the different tasks to be performed with an organization whereas Leader focuses on inspiring and motivating people.

Management process can potentially aim at providing Leadership whereas the different leadership activities contribute at managing. There exists a profound difference between management and leadership and both play a vital role in an organization.

Concluding Paragraph

Well, Management is all about “ME” whereas Leadership is all about “YOU” . When I talk of the Management styles it simply refers to the inclusion of people to help in achieving the objectives of an organization. This means to involve people in accomplishing the objectives.

On the other hand, Leadership styles are all about the application of the different methods to help you achieve your objective.

Therefore, a successful organization is the one which requires the adequate and appropriate combination of both Management and Leadership. Thus a successful business owner needs to be both a strong leader and manager to help their teamwork towards the vision of an organization.

We aim at updating you with the most useful, appropriate and informative content.  This, in turn, emphasizes on making the toughest and complex of concepts comprehensive for you. Keep following us for the most recent updates and topics.

Happy Learning! Happy Growing!

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Chapter 1: Introduction to Leadership and Management

What is a leader? What is a manager? Are the two subjects separate or do they follow the same thread? Most textbooks give a succinct description of the similarities and differences between leaders and managers.  Ours, however, will place it in the context of the learning organization, which in turn leads to the question: What is a learning organization? Generally, a learning organization continually adds knowledge, which is similar to an educational organization: a group of individuals located in a specific place to impart knowledge [1] .

In this chapter, we will discuss leadership and management by describing the learning organization in greater depth.  Self-awareness in leadership and management, an outsider’s view of leadership and management, and the use of metaphors to understand organizational complexity will also be addressed. The world of leadership and management is an ever growing, ever expansive idea that changes with time.  Here is an introduction to that world.

The learning outcomes for this chapter are:

• Define the classical definition of leadership and management.
• Define what an organization is and how it functions.
• Develop an understanding of self-awareness and how it is used by leaders and managers.
• Contextualize the different descriptions of leadership and management.
• Use of metaphors to understand leadership, management, and organizational complexity.

Chapter Tips:

• Attempt to develop your own understanding of leadership and management.
• Engage with the Johari Window exercise to develop a sense of your own self-awareness.
• Create some of your own metaphors to understand leadership.

Leadership in the Workplace Copyright © by Clayton Smith; Carson Babich; and Mark Lubrick is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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What is leadership?

All leaders, to a certain degree, do the same thing. Whether you’re talking about an executive, manager, sports coach, or schoolteacher, leadership is about guiding and impacting outcomes, enabling groups of people to work together to accomplish what they couldn’t do working individually. In this sense, leadership is something you do, not something you are. Some people in formal leadership positions are poor leaders, and many people exercising leadership have no formal authority. It is their actions, not their words, that inspire trust and energy.

Get to know and directly engage with senior McKinsey experts on leadership

Aaron De Smet is a senior partner in McKinsey’s New Jersey office, Carolyn Dewar is a senior partner in the Bay Area office, Scott Keller is a senior partner in the Southern California office, and Vik Malhotra and Ramesh Srinivasan are senior partners in the New York office.

What’s more, leadership is not something people are born with—it is a skill you can learn. At the core are mindsets, which are expressed through observable behaviors , which then lead to measurable outcomes. Is a leader communicating effectively or engaging others by being a good listener? Focusing on behaviors lets us be more objective when assessing leadership effectiveness. The key to unlocking shifts in behavior is focusing on mindsets, becoming more conscious about our thoughts and beliefs, and showing up with integrity as our full authentic selves.

There are many contexts and ways in which leadership is exercised. But, according to McKinsey analysis of academic literature as well as a survey of nearly 200,000 people in 81 organizations all over the world, there are four types of behavior that account for 89 percent of leadership effectiveness :

• being supportive
• operating with a strong results orientation
• seeking different perspectives
• solving problems effectively

Effective leaders know that what works in one situation will not necessarily work every time. Leadership strategies must reflect each organization’s context and stage of evolution. One important lens is organizational health, a holistic set of factors that enable organizations to grow and succeed over time. A situational approach  enables leaders to focus on the behaviors that are most relevant as an organization becomes healthier.

Senior leaders must develop a broad range of skills to guide organizations. Ten timeless topics are important for leading nearly any organization, from attracting and retaining talent  to making culture a competitive advantage. A 2017 McKinsey book, Leading Organizations: Ten Timeless Truths (Bloomsbury, 2017), goes deep on each aspect.

How is leadership evolving?

In the past, leadership was called “management,” with an emphasis on providing technical expertise and direction. The context was the traditional industrial economy command-and-control organization, where leaders focused exclusively on maximizing value for shareholders. In these organizations, leaders had three roles: planners (who develop strategy, then translate that strategy into concrete steps), directors (who assign responsibilities), or controllers (who ensure people do what they’ve been assigned and plans are adhered to).

What are the limits of traditional management styles?

Traditional management was revolutionary in its day and enormously effective in building large-scale global enterprises that have materially improved lives over the past 200 years. However, with the advent of the 21st century, this approach is reaching its limits.

For one thing, this approach doesn’t guarantee happy or loyal managers or workers. Indeed, a large portion of American workers—56 percent— claim their boss is mildly or highly toxic , while 75 percent say dealing with their manager is the most stressful part of their workday.

For 21st-century organizations operating in today’s complex business environment, a fundamentally new and more effective approach to leadership is emerging. Leaders today are beginning to focus on building agile, human-centered, and digitally enabled organizations able to thrive in today’s unprecedented environment and meet the needs of a broader range of stakeholders (customers, employees, suppliers, and communities, in addition to investors).

What is the emerging new approach to leadership?

This new approach to leadership is sometimes described as “ servant leadership .” While there has been some criticism of the nomenclature, the idea itself is simple: rather than being a manager directing and controlling people, a more effective approach is for leaders to be in service of the people they lead. The focus is on how leaders can make the lives of their team members easier—physically, cognitively, and emotionally. Research suggests this mentality can enhance both team performance and satisfaction.

In this new approach, leaders practice empathy, compassion, vulnerability, gratitude, self-awareness, and self-care. They provide appreciation and support, creating psychological safety so their employees are able to collaborate, innovate, and raise issues as appropriate. This includes celebrating achieving the small steps on the way to reaching big goals and enhancing people’s well-being through better human connections. These conditions have been shown to allow for a team’s best performance.

More broadly, developing this new approach to leadership can be expressed as making five key shifts that include, build on, and extend beyond traditional approaches:

• beyond executive to visionary, shaping a clear purpose that resonates with and generates holistic impact for all stakeholders
• beyond planner to architect, reimagining industries and innovating business systems that are able to create new levels of value
• beyond director to catalyst, engaging people to collaborate in open, empowered networks
• beyond controller to coach, enabling the organization to constantly evolve through rapid learning, and enabling colleagues to build new mindsets, knowledge, and skills
• beyond boss to human, showing up as one’s whole, authentic self

Together, these shifts can help a leader expand their repertoire and create a new level of value for an organization’s stakeholders. The last shift is the most important, as it is based on developing a new level of consciousness and awareness of our inner state. Leaders who look inward  and take a journey of genuine self-discovery make profound shifts in themselves and their lives; this means they are better able to benefit their organization. That involves developing “profile awareness” (a combination of a person’s habits of thought, emotions, hopes, and behavior in different circumstances) and “state awareness” (the recognition of what’s driving a person to take action). Combining individual, inward-looking work with outward-facing actions can help create lasting change.

Introducing McKinsey Explainers : Direct answers to complex questions

Leaders must learn to make these five shifts at three levels : transforming and evolving personal mindsets and behaviors; transforming teams to work in new ways; and transforming the broader organization by building new levels of agility, human-centeredness, and value creation into the entire enterprise’s design and culture.

An example from the COVID-19 era offers a useful illustration of this new approach to leadership. In pursuit of a vaccine breakthrough, at the start of the pandemic Moderna CEO Stéphane Bancel increased the frequency of executive meetings  from once a month to twice a week. The company implemented a decentralized model enabling teams to work independently and deliver on the bold goal of providing 100 million doses of vaccines in 12 months. “The pace was unprecedented,” Bancel said.

What is the impact of this new approach to leadership?

This new approach to leadership is far more effective. While the dynamics are complex, countless studies show empirical links among effective leadership, employee satisfaction, customer loyalty, and profitability.

How can leaders empower employees?

Empowering employees , surprisingly enough, might mean taking a more hands-on leadership approach. Organizations whose leaders successfully empower others through coaching are nearly four times more likely to make swift, good decisions and outperform other companies . But this type of coaching isn’t always natural for those with a more controlling or autocratic style.

Here are five tips to get started  if you’re a leader looking to empower others:

• Provide clear rules, for example, by providing guardrails for what success looks like and communicating who makes which decisions. Clarity and boundary structures like role remits and responsibilities help to contain any anxiety associated with work and help teams stay focused on their primary tasks.
• Establish clear roles, say, by assigning one person the authority to make certain decisions.
• Avoid being a complicit manager—for instance, if you’ve delegated a decision to a team, don’t step in and solve the problem for them.
• Address culture and skills, for instance, by helping employees learn how to have difficult conversations.
• Begin soliciting personal feedback from others, at all levels of your organization, on how you are experienced as a leader.

How can leaders communicate effectively?

Good, clear communication is a leadership hallmark. Fundamental tools of effective communication  include:

• defining and pointing to long-term goals
• listening to and understanding stakeholders
• creating openings for dialogue
• communicating proactively

And in times of uncertainty, these things are important for crisis communicators :

• give people what they need, when they need it
• communicate clearly, simply, and frequently
• choose candor over charisma
• revitalize a spirit of resilience
• distill meaning from chaos
• support people, teams, and organizations to build the capability for self-sufficiency

Learn more about our People & Organizational Performance Practice .

Is leadership different in a hybrid workplace?

A leader’s role may look slightly different in remote or hybrid workplace settings . Rather than walking around a physical site, these leaders might instead model what hybrid looks like, or orchestrate work based on tasks, interactions, or purpose. Being communicative and radiating positivity  can go a long way. Leaders need to find other ways to be present and accessible, for example, via virtual drop-in sessions, regular company podcasts, or virtual townhalls. Leaders in these settings may also need to find new ways to get authentic feedback. These tactics can include pulse surveys or learning to ask thoughtful follow-up questions that reveal useful management insights.

Additional considerations, such as making sure that in-person work and togetherness has a purpose, are important. Keeping an eye on inclusivity in hybrid work  is also crucial. Listening to what employees want, with an eye to their lived experience, will be vital to leaders in these settings. And a focus on output, outcomes, results, and impact—rather than arbitrary norms about time spent in offices— may be a necessary adaptation in the hybrid era .

How should CEOs lead in this new world?

Just as for leadership more broadly, today’s environment requires CEOs to lead very differently. Recent research indicates that one-third to one-half of new CEOs fail within 18 months.

What helps top performers thrive today? To find out, McKinsey led a research effort to identify the CEOs who achieved breakaway success. We examined 20 years’ worth of data on 7,800 CEOs—from 3,500 public companies across 70 countries and 24 industries. The result is the McKinsey book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest (Scribner, March 2022). Watch an interview with the authors for more on what separates the best CEOs from the rest .

Getting perspective on leadership from CEOs themselves is enlightening—and illustrates the nuanced ways in which the new approach to leadership described above can be implemented in practice. Here are a few quotes drawn from McKinsey’s interviews with these top-level leaders :

• “I think the fundamental role of a leader is to look for ways to shape the decades ahead, not just react to the present, and to help others accept the discomfort of disruptions to the status quo.” — Indra Nooyi , former chairman and CEO of PepsiCo
• “The single most important thing I have to do as CEO is ensure that our brand continues to be relevant.” — Chris Kempczinski , CEO of McDonald’s
• “Leaders of other enterprises often define themselves as captains of the ship, but I think I’m more the ship’s architect or designer. That’s different from a captain’s role, in which the route is often fixed and the destination defined.” — Zhang Ruimin , CEO of Haier
• “I think my leadership style [can be called] ‘collaborative command.’ You bring different opinions into the room, you allow for a really great debate, but you understand that, at the end of the day, a decision has to be made quickly.” — Adena Friedman , CEO of Nasdaq
• “We need an urgent refoundation of business and capitalism around purpose and humanity. To find new ways for all of us to lead so that we can create a better future, a more sustainable future.” — Hubert Joly , former chairman and CEO of Best Buy

What is leadership development?

Leaders aren’t born; they learn to lead over time. Neuroplasticity refers to the power of the brain to form new pathways and connections through exposure to novel, unfamiliar experiences. This allows adults to adapt, grow, and learn new practices throughout our lifetimes.

When it comes to leadership within organizations, this is often referred to as leadership development. Programs, books, and courses on leadership development abound, but results vary.

Leadership development efforts fail for a variety of reasons. Some overlook context; in those cases, asking a simple question (something like “What, precisely, is this program for?”) can help. Others separate reflections on leadership from real work, or they shortchange the role of adjusting leaders’ mindsets, feelings, assumptions, and beliefs, or they fail to measure results.

So what’s needed for successful leadership development? Generally, developing leaders is about creating contexts where there is sufficient psychological safety in combination with enough novelty and unfamiliarity to cultivate new leadership practices in response to stimuli. Leadership programs that successfully cultivate leaders are also built around “placescapes”—these are novel experiences, like exploring wilderness trails, practicing performing arts, or writing poetry.

When crafting a leadership development program, there are six ingredients to incorporate  that lead to true organizational impact:

• Set up for success:
• Focus your leadership transformation on driving strategic objectives and initiatives.
• Commit the people and resources needed.
• Be clear about focus:
• Engage a critical mass of leaders to reach a tipping point for sustained impact.
• Zero in on the leadership shifts that drive the greatest value.
• Execute well:
• Architect experiential journeys to maximize shifts in mindsets, capabilities, and practices.
• Measure for holistic impact.

A well-designed and executed leadership development program can help organizations build leaders’ capabilities broadly, at scale. And these programs can be built around coaching, mentoring, and having people try to solve challenging problems—learning skills by applying them in real time to real work.

What are mentorship, sponsorship, and apprenticeship?

Mentorship, sponsorship, and apprenticeship can also be part of leadership development efforts. What are they? Mentorship refers to trusted counselors offering guidance and support on various professional issues, such as career progression. Sponsorship is used to describe senior leaders who create opportunities to help junior colleagues succeed. These roles are typically held by more senior colleagues, whereas apprenticeship could be more distributed. Apprenticeship  describes the way any colleague with domain expertise might teach others, model behaviors, or transfer skills. These approaches can be useful not only for developing leaders but also for helping your company upskill or reskill employees quickly and at scale.

For more in-depth exploration of these topics, see McKinsey’s insights on People & Organizational Performance . Learn more about McKinsey’s Leadership & Management  work—and check out job opportunities if you’re interested in working at McKinsey.

Articles referenced include:

• “ Author Talks: What separates the best CEOs from the rest? ,” December 15, 2021, Carolyn Dewar , Scott Keller , and Vik Malhotra
• “ From the great attrition to the great adaptation ,” November 3, 2021, Aaron De Smet  and Bill Schaninger
• “ The boss factor: Making the world a better place through workplace relationships ,” September 22, 2020, Tera Allas  and Bill Schaninger
• " Leading agile transformation: The new capabilities leaders need to build 21st century organizations ," October 1, 2018, Aaron De Smet , Michael Lurie , and Andrew St. George
• " Leading Organizations: Ten Timeless Truths ," 2017, Scott Keller  and Mary Meaney
• “ Leadership in context ,” January 1, 2016, Michael Bazigos, Chris Gagnon, and Bill Schaninger
• “ Decoding leadership: What really matters ,” January 1, 2015, Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan

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• How to Structure a Leadership Essay (Samples to Consider)

Leadership is a complex concept, but it’s essential for boosting your career. That’s why a leadership essay focuses on applying the theoretical models and concepts of successful management to real-life situations. 

If you don’t know where to start writing such a paper, please read on for professional tips!

What Is Leadership Essay?

A leadership essay is a paper that analyzes leadership concepts and their application to real-life situations that may involve everyday business management, crisis situations, and other scenarios. 

Every essay on leadership is about defining a concept. Then, it’s either comparing it to similar management tools or proving that it’s useful (or not).

While some students enjoy writing such papers, other learners hate them. The below samples will come in handy, no matter which group is yours.

What Does Leadership Mean to You? (Essay Sample)

It is one of the most popular topics for a leadership essay. If you need to write a paper like that, ask yourself:

• Who is a good leader?  
• What style do they use?  
• What are the situations when they might switch styles?

You may take a more personal approach to such an essay if your professor allows you to. In the example below, you will see the academic approach to this topic. It analyzes three leadership styles to discover which one corresponds to the meaning of leadership if one thinks of it as guidance and support.

Why I Want to Participate in a Leadership Program (Essay Sample)

It’s another example of a popular topic. Such papers often have a meaning beyond the classroom since they may decide whether you plan to participate in a specific program. It’s critical to make them as effective and compelling as possible.

A personalized approach is the best when it comes to essays like this. In the example below, you will see the paper that relies on individual beliefs and a personal life story to explain why it’s so important for the specific student to participate in the chosen program.

How to Write a Leadership Essay

Like every other essay, this paper has an introduction, several body paragraphs, and a conclusion summarizing your thoughts. (1) The most important part of the introduction is the final sentence,  aka  a thesis statement. That’s where you state your claim to prove or develop in your leadership essay.

Each body paragraph should correspond to the purpose of your essay. To ensure you don’t stray from the aim you’ve established in the thesis statement, write the topic sentences for all your paragraphs in the outline . In simple words, write the first sentence of every paragraph to define its development in advance and see if you cover everything you need.

And now, to the conclusion:

Its most essential element is thesis restatement or the first sentence of that paragraph. It’s not just paraphrasing your thesis; it’s also considering the new information you’ve discovered while writing the essay.

Structure :

• Introduction (End it with a thesis statement.)
• Body paragraphs (Each one starts with a topic sentence.)
• Conclusion (Start it with a thesis restatement.)

Understand the purpose of a leadership essay

When starting to write, think about why you’re creating this paper. Before you sit down and type the words, think about the ideas you want to convey and their meaning in your life:

Can this essay teach you to take responsibility? Or maybe will it help you understand how to be a leader in crisis situations? When you’ve answered the “why” question, begin outlining.

Build a strong thesis

Always start with your thesis statement. It will help incorporate your answer to that notorious “why” question into your essay. Once done, you can plan out the rest of the paper and start working on the body paragraphs as soon as you finish the introduction.

There’s another important tip —don’t rush into writing the conclusion before you finish everything else!

It might seem like a good idea to create a thesis statement and thesis restatement right off the bat. However, you’ll find yourself with more refreshing ideas after completing all the research and thinking necessary for the introduction and each body paragraph.

Decide on a structure; format accordingly

Even if your essay about leadership seems not so formal, and you can use personal pronouns, you still need a clear structure.

The best way to write any academic paper is to keep your introduction and conclusion as short as possible. (But no shorter than three sentences and four lines of text). 

Another important tip is to try making all your body paragraphs equal in length. That way, you’ll give the same attention to all the vital points of your essay.

Ready to Write Your Essay on Leadership Now?

Hopefully, this article has helped you understand the most critical elements of a leadership essay. 

Remember the structure, grammar, and appropriate academic style to create a top-level paper. Please don’t forget to answer the “why” question and remember  why  you’re writing. Then you’ll impress everyone with your results!

References:

• https://lsa.umich.edu/onsf/news-events/all-news/directors-blog/writing-leadership-essays.html
• Essay samples
• Essay writing
• Writing tips

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Introductory essay

Written by the educators who created Leading Wisely, a brief look at the key facts, tough questions and big ideas in their field. Begin this TED Study with a fascinating read that gives context and clarity to the material.

Understanding management means understanding people. What motivates us to engage deeply and perform powerfully at work? How do we inspire that in teams? What are the best ways to organize ourselves to exploit opportunities and solve problems? These are critical questions for all leaders who share the goal of thriving in a global, digital, fast-paced future.

There are countless ways we can approach those topics, and diverse perspectives to consider—as is evident from the thousands of management manuals, podcasts, executive seminars and more. For example, among the TED Talks included in Leading Wisely, Itay Talgam shares a lyrical metaphor on the style of the great conductors, while Clay Shirky delivers a statistical deconstruction of the power of informal networks. It's precisely this enormous scope and variety that defines the reality of modern management and which makes it so fascinating, and so vital. Modern thinking on management — from teaching and research inside universities to the way the world's most revered businesses organize themselves — has continuously evolved throughout the 20th and early 21st century. What's more, the pace of this evolution is increasing: the TED Talks in this collection cover a number of topics that didn't even exist ten years ago! This means successful managers must learn quickly, forecast trends and execute wisely.

Division of labor and beyond: Management theory is born

Industrialization shaped the work of the first management theorists in the US and Europe, where efforts to perfect new production processes gave management a practical focus and scientific method. Mining engineer Henri Fayol was one of the first to set out clear principles of management, which were formed through experiences organizing labor and machinery to extract coal in the most cost-efficient way. In the early decades of the 20th century Fayol identified six core principles of management: forecasting, planning, organizing, commanding, coordinating, and controlling. A century later, these key principles still shape our ideas about management, even though we may implement them in more sophisticated ways.

In Fayol's time, managers enacted these six principles through authority and discipline, and the regimentation of that approach created as many problems as it did advantages. For example, perfecting production techniques through the division of labor involved a systematic breaking-down of production into repetitive, individual tasks, or 'piece work'. This formed the foundation of a new mass-production economy and significantly improved the standard of living for many workers and consumers--but the work was often tedious and didn't draw upon the worker's ideas or abilities in any meaningful way.

Fayol's contemporary, Henry Ford, provides the most famous example. In his quest to mass-produce an affordable automobile, Ford identified 84 specific steps required to assemble the Model T and hired Frederick Taylor, the creator of "scientific management," to conduct time and motion studies on the factory floor. In this way, Ford reasoned, he would know exactly how long it should take his workers to complete each of the 84 steps, and he could direct the exact motions each worker should use so that the assembly proceeded with maximum efficiency. Ford also reasoned that he could reduce the time spent on each task if his workers didn't have to move from one assembly to the next. So in 1913, inspired by a grain mill conveyor belt he'd seen, Ford introduced the first moving assembly line for factory production.

Only a year later, Ford surprised everyone when he announced that he would double wages and reduce working hours at his Detroit auto plant. Wall Street investors were dismayed. Media around the world reported Ford's announcement as a philanthropic gesture, or speculated that Ford was trying to create a bigger market for his Model T by creating a new middle-class American workforce. The reality? Ford realized he could lower turnover, and the costs of recruiting and training new employees, by offering better conditions and pay.

Beyond efficiency: Valuing people

When he raised wages and shortened the work day, Ford signaled that employee satisfaction was an essential element of successful management. There was a growing appetite to understand workers in this context and, more than that, to take a sociological or even anthropological viewpoint.

Although sociologists like Emile Durkheim had begun this work in the late 19th century, the backlash against division of labor gained momentum in the 1920s and '30s, when the horrors of the First World War fueled disillusionment with wide-scale mechanization. Many felt that workers were treated as machinery measured by volume of production alone.

In contrast, Elton Mayo highlighted the importance of social ties and a sense of belonging in the workplace. In Mayo's view, managers had to acknowledge these needs and listen to their employees, in order to make workers feel valued.

Mayo's ideas originated in part from his work at the Hawthorne General Electric Plant in Chicago, where he measured the effect of lighting levels on employees at the plant. Mayo found that simply taking an interest in the activities and opinions of staff produced a motivating effect—though when his work concluded and the plant returned to business as usual, productivity dropped.

Although Mayo championed a different kind of dynamic between managers and their subordinates in order to improve conditions and increase output, workers were given no real decision making power. Nevertheless, his work advanced management theory in a significant way, and decades later we can appreciate its influence on the people-oriented, more democratic operation of many modern companies like Semco. Its CEO, TED speaker Ricardo Semler, acknowledges that "it takes a leap of faith about losing control" to reorient a company so that it truly takes care of its people and treats them as its most important asset.

The new leader

As our conception of the workforce changed – from assembly lines of replaceable robots in the era of Fayol and Ford, to individuals with diverse talents to empower (and exploit) today — so has the role of the leader. The command-and-control approach – appropriate and effective in factory-like environments – has given way to newer, more nuanced approaches to leadership that lean more heavily on inspiration and persuasion.

Modern management theorist and TED speaker Simon Sinek believes that great leaders inspire action because they think, act and communicate from 'the inside out'—beginning with and focusing primarily on their core beliefs and values. Sinek suggests that people, whether they're your employees or customers, "don't buy what you do—they buy why you do it." Hiring people who understand and embrace these core beliefs and values, Sinek claims, means they don't work just for a paycheck—they work with "blood and sweat and tears."

When people see their work in this way, the rules and incentives that leaders have leaned on in the past to manage and motivate employees may be unnecessary. In fact, as TED speakers Dan Pink and Barry Schwartz observe, they may actually do harm. Pink shows through a series of surprising experiments that traditional carrot-and-stick motivators like bonuses and pay-for-performance plans can actually decrease creative thinking and employee engagement. What's more, according to Barry Schwartz, these incentives, coupled with an over-reliance on rigid procedures, "cause people to lose morale and the activity to lose morality." Schwartz believes that moral skill, moral will, and practical wisdom are absolutely essential if organizations want to deal with complex challenges in a smart and timely way.

The importance of innovation

Up to now, we've focused on how we organize resources—and in particular, human resources—to complete tasks and meet our goals. However, this alone doesn't equip managers to launch a successful startup to compete in a fast-moving global marketplace, or to keep pace with consumers' changing values, wants and needs. Innovation and marketing are central tenets of modern management, too. How do you harness market knowledge to position yourself as distinctive and essential, and to predict what people will want and use? How can you empower team members to come up with ingenious and elegant ideas?

In an earlier era, innovation often occurred in the first stage of production, which involved creating the product blueprint; innovation may also have altered the production process in order to bring costs down. But today, organizations increasingly aspire toward innovation at all stages, in order to compete and to thrive.

To enable innovation, leaders encourage a diversity of perspectives and empower employees to contribute in unconventional, 'left-field' ways; quite often, this plays out in ways that contradict the chain of command and strict discipline which characterized early management theory. For example, some companies formalize the freedom to experiment with 'left-field' ideas in programs like Google's "20% time" and Apple's "Blue Sky" program; these provide contractual 'free time' for employees to work on their own projects, which the company may later adopt and launch. (It's worth noting that this idea goes as far back as Edison, who encouraged a young Henry Ford to play around with combustion engines in his spare time while Ford worked at Edison's light bulb manufacturing plant.)

Ideas from everywhere: The new "crowd-sourced" workforce and on-call experts

Along with enabling creativity within their teams, in recent years, forward-looking organizations have become more sophisticated in harnessing participation from the public. Through social media platforms, open-source development environments and other collaborative tools, we're increasingly able to amass ideas from around the globe, and from people traditionally considered 'consumers' rather than the 'producers' of our organizations' goods and services.

This signals a profound reversal from Henry Ford's earlier efforts to gather people under one roof around a specific task; rather, as TED speaker Clay Shirky notes, we're now able to take the question or task to the people—who may not be 'employees' as we've traditionally thought of them, and who may never meet us face-to-face in our offices. Shirky predicts that in the coming decades, loosely coordinated groups will be increasingly influential and that "one arena at a time, one institution at a time" more rigidly managed organizations will move towards different and more open methods of management.

The technology that enables crowdsourced solutions also allows leaders to tap 'expert' knowledge from around the world. We have instant access to advice from thought leaders and consultants when we're overwhelmed by the array of information and the pace of innovation in today's world—but then managers must discern what's most helpful to achieve the organization's goals, filtering out what is and isn't useful. What's more, we need to be judicious about when and how we call in the experts: in her TED Talk, Noreena Hertz argues that the constant urge to defer to experts is damaging our ability to think independently and solve our own problems. Indeed, as you make your way through the talks in this TED Study, you'll need to decide for yourself what best applies to you and your team.

All work and no play: The need for balance

Today's technology enables managers and their teams to be connected to the office 24/7, if we want to be, and organizations can draw on workforces from all over the world, at short notice. This creates amazing opportunities and thorny problems for managers. For example, how should a manager interact with employees who may be scattered on several continents, working for multiple employers on several simultaneous projects?

Technology companies developed ways to manage the 'scrum' of work and organize loose networks of employees and stakeholders, in order to coordinate a wide range of activities. Outside the tech sector, these concepts are becoming increasingly central to modern management.

Even in a more standard office environment, the challenges of prioritizing and maintaining efficiency have multiplied. The stereotypical modern open-plan office with its endless meetings and distractions can make the idea of single-minded, creative problem solving seem impossible, as Jason Fried notes in his TED Talk "Why work doesn't happen at work."

It would be difficult to explore the evolution of management without also considering the evolution of work itself. How much work do we actually want to do? And how much are we able to do, before it starts to adversely affect our lives and the organizations we work for?

Striking the right balance between our professional and personal lives is becoming easier and more difficult. For example, our ability to connect to the office 24/7 provides flexibility, but it also means managers and their teams may be tempted—or expected—to put in more hours than ever before. TED speaker Nigel Marsh suggests that workers need to set and enforce their own, individual boundaries, but he doesn't let their employers off the hook: managerial (and organizational) duty of care must come into play. This is a huge societal issue, one that's measured by national governments and critical to our individual health and happiness. But it's not solely an altruistic appeal—for organizations with an eye on productivity, employee engagement and retention, it's simply smart business.

Facebook COO and TED speaker Sheryl Sandberg is particularly interested in the challenges that many women face as they advance in their professions and become wives and mothers. Although many fathers undoubtedly feel these pressures as well, Sandberg notes that by and large it's women who are dropping out of the workforce, and this means that women are all too often conspicuously absent from the top levels of governments, corporations and other organizations. Sandberg asks managers to consider what messages they're sending to the young women in their organizations, and to create ways for all people to engage fully at work so that we benefit from their diverse and valuable perspectives.

Sandberg is candid about her own struggles with work-life balance, and her example is also interesting because it touches on so many of the other issues that we've raised in this introductory essay. Facebook is a company of 7,000 employees working across 15 countries, constantly striving to meet the needs of its more than one billion users and figuring out how to harness the power of that global network. It must continuously innovate to maintain its leadership position as social media proliferate at an amazing rate. Executives like Sandberg must nurture the talent and creative thinking of team members who fuel that innovation—or risk losing them to others who may offer more appealing opportunities.

Get started

Let's begin Leading Wisely with TED speaker Itay Talgam, who uses a musical metaphor to illuminate the evolution of management and describe different leadership styles in "Lead like the great conductors".

Itay Talgam

Lead like the great conductors, relevant talks.

Simon Sinek

How great leaders inspire action.

The puzzle of motivation

Barry Schwartz

Our loss of wisdom.

Noreena Hertz

How to use experts -- and when not to.

Clay Shirky

Institutions vs. collaboration.

Sheryl Sandberg

Why we have too few women leaders.

Nigel Marsh

How to make work-life balance work.

Jason Fried

Why work doesn't happen at work.

Chip Conley

Measuring what makes life worthwhile.

Feb 15, 2023

Essays on Leadership for Students | 200 - 500 Word Essays

Are you writing an essay about leadership? Check out these examples!

Leadership is often defined as "the action of inspiring others to act in concert to achieve a particular goal." It signifies the harmony in actions that lead to a common objective. A genuine leader not only exudes confidence but also paves the way for their followers towards triumph. Over the years, various leadership styles have been identified and discussed by psychologists.

 Qualities such as intelligence, adaptability, extroversion, innate self-awareness, and social competence often emerge as the hallmarks of impactful leaders. There's a consensus that these traits mold an individual into an effective leader. Interestingly, some theories suggest that extraordinary situations can thrust an ordinary individual into the spotlight, bestowing upon them the mantle of leadership. It's also believed that leadership isn't a static trait but an evolving journey. It underscores the belief that with dedication and the right resources, anyone can hone their leadership abilities.

 True leadership goes beyond merely advocating for a cause. It involves taking responsibility, igniting motivation in others, and differentiating oneself from just being a 'boss'. A leader's essence lies in their ability to inspire and propel people towards grand visions, whereas a manager typically focuses on oversight and operational aspects.

What Is a Leadership Essay?

A leadership essay falls under the category of student application essays and serves to provide student admissions officers with insight into your past leadership experiences. Despite appearing to be very specific, this type of essay acknowledges that the nature and perception of leadership can vary significantly depending on the individual and the context.

 If you find yourself in need of further insights or a unique angle for your leadership essay, consider exploring an expert essay-writing tool designed to assist students in crafting compelling narratives by analyzing vast data and generating fresh ideas within minutes. In this article, we'll also delve into various leadership essay examples to offer a clearer understanding of the genre and inspire your writing journey.

4 Examples of Leadership Essays

Qualities of a good leader, introduction.

Confidence is the most important attribute first of all. One of the most important qualities in a leader is confidence in one's own abilities. A lack of self-assurance is fatal to a person's leadership potential. If you want others to follow you, you need to exude self-assurance. It's imperative for a leader to have faith in his own judgment and actions. How can people want to follow him if he doesn't even know what he's doing?

Every effective leader knows that they need to be an inspiration to their followers. A leader needs to set an example for his team. In addition, he ought to inspire them whenever feasible. A leader must also maintain optimism in trying times.

What qualities a good leader must have?

Leadership is the ability to influence and guide individuals or groups toward a common goal. A leader must possess several qualities to be effective, including:

Communication skills: A leader must be able to communicate their vision and goals clearly and effectively, both verbally and in writing. This requires excellent listening skills, empathy, and the ability to adapt to different communication styles.

Emotional intelligence: A leader must be able to understand and manage their own emotions, as well as those of their team members. This includes being able to understand and respond to the emotions of others, and handling conflicts in a constructive manner.

Visionary: A leader must have a clear and inspiring vision of the future, and be able to articulate this vision in a way that motivates others to work towards it.

Strategic thinking: A leader must be able to think critically and creatively to identify and solve problems, make decisions, and develop plans and strategies to achieve their goals.

Flexibility: A leader must be able to adapt to changing circumstances and be open to new ideas and perspectives. This requires the ability to embrace change, be innovative, and continuously learn and grow.

Integrity: A leader must have strong ethics and values, and be willing to make difficult decisions that are consistent with their beliefs. This requires honesty, transparency, and accountability.

Decisiveness: A leader must be able to make tough decisions quickly, without undue hesitation or procrastination. This requires courage and the ability to take calculated risks.

Empowerment: A leader must be able to delegate responsibilities, give team members the resources they need to succeed, and foster a sense of ownership and accountability among their team.

Conclusion 

These qualities are essential for effective leadership, and when combined with hard work, determination, and a commitment to excellence, can help leaders to achieve great things.

How one can be a Great Leader?

Leadership is the act of performing the duties of a leader. In the business world, for instance, it is essential to have someone in charge of a team to ensure everything runs well. Effective leadership is essential for any group that wants to maximize its prospects of success.

Leadership Comes from Experience

As we've shown, leadership can be innate in some cases but is more often learned through practice and exposure. Sometimes the best traits of a leader must be learned over a lengthy period of time, so that one can become a notable one, proving that leadership is not always about a person's innate qualities. Leaders should continuously be on the lookout for opportunities to grow their leadership skills.

Nobody can disagree that experience is a key component of leadership. Numerous examples exist to back up this claim, such as:

Instance 1:

Our school's head boy or girl has traditionally been an older student who has been around for a while and thus has a better grasp of the ins and outs of school politics.

Instance 2:

When there is a vacancy for a team leader, it is common practice for the employee who has consistently put in the most effort and attention to the office job to receive a higher number of votes than their coworkers. 

“The best teacher for a leader is evaluated experience.” - John C. Maxwell

How one can be a Great Leader/Skills to be a Great Leader?

Effective leadership is a skill that develops through time. Developing into a leader with all the qualities that are needed takes a lot of hard work and potential. Being a prominent leader calls for a wide variety of traits. Some of these characteristics are addressed in further detail below:

One should be a Good Communicator

To be an effective leader, one must be able to convey his thoughts clearly to his/her/its subordinates.

Should have Confidence

The individual should have faith in what he says and does.

Give Credit to other Team Members too

A leader not only needs to impose his viewpoints and opinions instead he must also hear to the suggestions of other members of the team and offer them credit if their concept is appropriate.

Good Bond with the Team

A leader's ability to command respect from his team members depends on his ability to develop and maintain positive relationships with them.

Leads with Responsibility

A leader needs to be completely committed to his position. It's important that he takes on responsibility so that he can effectively deal with the various challenges he will inevitably face.

Any group or organization needs a leader above all else. Leadership development takes time and effort. One needs to have lived through a lot to be an effective leader. It's not enough to simply have years of experience in the field; one must also have the traits that make one an effective leader. You can't be a great leader unless you possess certain traits.

What makes a Good Leader?

Trying one's hand as a leader appears easy when viewed through this lens. Is that so tough? Of course not; leading is difficult, and not everyone aspires to be a leader. The vast majority of us have settled into well-established careers where we report to superiors and make a living. Still, not everyone is content to go along with the crowd. They become leaders in whatever field they pursue. A leader is an example to followers and will prioritize the needs of those around them.

Some Unique Qualities of a Leader

Many individuals resort to their leaders to vent their frustrations, therefore it's important for them to be good listeners.

A leader ought to be completely forthright; they can't play favorites or give anyone preferential treatment. One of the most essential qualities of a strong leader is the ability to make decisions with integrity.

They need to be aware of the bigger picture and understand what makes an individual stand out or become a leader. It's their expertise in addition to other distinguishing traits. Their awareness of current events and the results of recent studies is essential. In many ways, this is helpful, and it's the leader's responsibility to stay current.

Since some might not understand them, they should utilize straightforward, easily comprehended language. Leaders need to be able to communicate effectively at all times. In reality, what sets them apart is their exceptional communication skills. Adolf Hitler was such a gifted orator that his followers believed every word he said.

No matter how you're feeling or what's going on in the world, if you listen to a leader, they may make you feel energized. Since leaders are in charge of inspiring confidence in their followers, they can't afford to be wary or unsure of themselves. People tend to blindly follow their leaders.

Whether you're a leader or a doctor, you should devote yourself completely to your chosen field. Everything we do is for the benefit of others; engineers, for example, spend much of their time designing and constructing buildings for other people. So, take pride in what you do, and if you possess the aforementioned traits, you are also a leader who doesn't have to rely on others to succeed. No matter what you do, aspiring to leadership positions will always benefit others.

What is Leadership in Management and what are the weaknesses and strengths of a Leader?

Simply said, leadership is acting as a supervisor or manager of a group. Different mental pictures pop up when we hear the word "leadership" used in conversation. One might think of a political leader, team leader, corporate leader, school leader, etc. Leaders facilitate order and efficiency in the workplace. Teamwork and success are fundamental to effective leadership. Leaders utilize their managerial abilities to establish courses and guide their teams to success.

Strengths and Weaknesses of Leadership

Able to express oneself more clearly

Growth of character.

Self-awareness.

Possession of teamwork skills.

Gain assurance in yourself.

Weaknesses:

Acting favorably toward one's teammates.

Having no faith in the leader.

Thinks they're better than everyone else, but act hypocritically.

Not living up to the promised standard.

Insufficient morals.

Leadership and Management

Management and leadership are inextricably linked to one another. Leadership and management are both vital to the efficient operation of an organization; but, they accomplish very different things in the process. Leadership is a necessary skill for anyone aspiring to be an effective manager. The terms management and leadership are synonymous with one another. In this manner, we are able to draw the conclusion that a manager who demonstrates the traits of a successful leader is, in fact, a manager who is effective.

Leadership in School

Leadership is essential in nearly every group, as we've seen above. That group includes one's educational institution. Every school needs an outstanding figure to serve as its head of school. Class monitor, assembly captain, cultural leader, etc. are all examples of leadership roles that can be taken on at school, but this raises the question of what makes a person a successful school leader.

Any student hoping to be chosen as a student body leader will need to demonstrate a wide range of competencies. He or she needs to be a consistent student who pays attention in class and does well in extracurricular activities. For the simple reason that no intelligent and hardworking kid would ever be considered for leadership. Student leaders are most often selected from among those who participate fully in all activities.

Leadership in Organization

Leadership in an organization, also known as organizational leadership, is the process of establishing long-term objectives that further the company's mission and help it reach its ultimate destination. This is a classic illustration of how Bill Gates often works with his team: they agree on a strategy, and Gates implements it. To the same extent, it is the responsibility of the leader in each given organization to determine what it is that the group is trying to accomplish.

Leadership in Politics

Leadership in politics, also known as political leadership, is the process of becoming actively involved in a political party in the role of a party leader. Knowledge of political processes, their outcomes, and the political agenda is central to the idea of political leadership.

An effective leader can be developed in anyone who has the determination and drives to do so. Both the strengths and the areas for improvement should be nurtured. Whether in the classroom, the workplace, or the political arena, leadership is always necessary. Therefore, one can exercise leadership anywhere they like inside their own organization.

What are the types of Leadership?

The ability to lead is a rare trait that not everyone possesses. The ability to do so is a gift, so count your blessings if you possess it. It's recommended that you hone it even more so that you can propel your career forward and serve as an example to people around you. However, it is crucial to grasp the various leadership styles before you go ahead and polish your skills.

Types of Leadership Styles

Democratic Leadership

In this style of management, subordinates are given a voice in decision-making. Although the subordinates' efforts are highlighted, the leader is ultimately held responsible for the group's actions. Many people find this type of leadership to be effective.

Transformational Leadership

Transformational leaders motivate and inspire others to adopt new behaviors and ways of thinking in order to improve their own performance and that of their teams and organizations. A transformational leader is someone who encourages their team to strive for greater things and works to boost morale and output.

Team Leadership

A good leader fully incorporates his team into the task at hand. Members of the team are motivated to reach their goals and advance in their careers thanks to the leadership of the group.

Strategic Leadership

It requires a chief executive who doesn't restrict himself to brainstorming sessions with his superiors. He contributes on every level of the team. He is well-liked for his ability to unite the need for fresh ideas with the necessity of grounding them in reality.

Autocratic Leadership

The leader in a command and control structure is the center of attention. The chief executive has absolute power in this setting. He decides things on his own, without polling his staff. He relays this information to his staff and stresses the importance of swift action. The buck stops with him, and he alone must answer for his actions. Not much room for negotiation exists. It's no secret that this method of leading has its detractors.

Visionary Leadership

This kind of leader appreciates the abilities and requirements of his team members. He describes his ideal outcome and the teamwork that will be necessary to attain it.

Coaching Leadership

Leaders who coach their teams do so regularly in an effort to raise output. He inspires his employees to do better and works to keep them motivated. This approach to leadership has been much praised.

Facilitative Leadership

With occasional guidance, a facilitative leader ensures that the process runs smoothly for his team. As a precaution in case his team is ineffective. If the team is highly effective, the leader will take a hands-off approach.

Cross-Cultural Leadership

The leadership of this type is necessary when interacting with people from various cultural backgrounds. Because of the wide variety of cultures represented in the workforce across the United States, many managers and executives hold cross-cultural positions.

Laissez-Faire Leadership

The members of the team are given responsibility in this style of management. They are free to choose how they spend their time at work, with minimal oversight from the boss. It's not a good way to lead, according to experts.

Transactional Leadership

An interactive approach is integral to this kind of leadership. When team members successfully implement their leader's ideas and choices, they are rewarded with immediate, material benefits.

Charismatic Leadership

In order to bring out the best in his followers, this kind of leader makes the effort to change their attitudes, values, and actions.

This article should dispel the notion that leadership qualities can't be further subdivided. It should also assist you in pinpointing your own personal brand of leadership so you can perfect it over time.

Final Words

In conclusion, leadership is a complex and multifaceted concept that involves various qualities and skills. Effective leaders possess traits such as integrity, vision, empathy, decisiveness, and the ability to inspire and motivate others. They are able to navigate challenges, make difficult decisions, and lead their team toward success. Leadership also involves continuous learning and self-improvement, as leaders must adapt to changing circumstances and remain relevant. Effective leadership can have a positive impact on both individuals and organizations, fostering growth and creating a culture of success.

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Home — Essay Samples — Business — Management — Leadership and Management

Essays on Leadership and Management

Leadership and management are crucial aspects of organizational success. Effective leadership can inspire and motivate employees, drive innovation and change, and create a positive work environment. However, leadership and management are complex topics that require in-depth analysis and understanding. Therefore, it is essential to choose the right essay topic that aligns with your interests and goals.

The Importance of the Topic

Choosing a relevant and compelling essay topic on leadership and management is essential for several reasons. Firstly, it allows you to explore and understand the latest trends, challenges, and best practices in the field of leadership and management. Secondly, it enables you to develop critical thinking and analytical skills by conducting thorough research and analysis. Lastly, it provides an opportunity to contribute to the existing body of knowledge and generate new insights and perspectives on leadership and management.

Advice on Choosing a Topic

When selecting an essay topic on leadership and management, consider your interests, career aspirations, and the current trends in the field. It is essential to choose a topic that resonates with you and allows you to showcase your expertise and knowledge. Additionally, consider the availability of credible sources and research materials to support your arguments and analysis. Lastly, ensure that the chosen topic is relevant, timely, and addresses significant issues in the field of leadership and management.

Leadership and Management Essay Topics

• The impact of transformational leadership on organizational performance
• The role of emotional intelligence in effective leadership
• The relationship between leadership and employee motivation
• The importance of ethical leadership in organizations
• The challenges of leading a diverse workforce
• The impact of cultural differences on leadership styles
• The role of power and influence in leadership
• The significance of communication in effective leadership
• The role of leadership in change management
• The impact of technology on leadership and management practices
• The role of leadership in creating a positive organizational culture
• The impact of gender on leadership effectiveness
• The importance of strategic leadership in organizational success
• The role of leaders in promoting innovation and creativity
• The impact of leadership on employee engagement and retention
• The role of leadership in driving organizational change
• The significance of leadership development programs
• The impact of leadership on team dynamics and performance
• The role of leaders in conflict resolution and negotiation
• The importance of situational leadership in different organizational contexts
• The challenges of leading in a globalized business environment
• The role of leadership in promoting corporate social responsibility
• The significance of leadership in driving organizational growth and expansion
• The impact of leadership on organizational resilience and adaptability
• The role of leaders in fostering a culture of continuous improvement and learning
• The importance of emotional resilience in effective leadership
• The impact of leadership on organizational decision-making processes
• The role of leadership in managing organizational crises
• The significance of leadership in promoting work-life balance and employee well-being
• The impact of leadership on organizational performance and profitability

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Essay: Introduction To Leadership

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Introduction To Leadership

Leading a team or group is a real skill that takes time, thought and dedication. Leadership is the most studied aspect of business and organisation because it is the one overarching topic that makes the difference between success and failure. At times it may seem overwhelmingly complex, but by focusing on some fundamentals you will find that you can lead your team with confidence and skill.The ability of a company’s management to make sound decisions and inspire others to perform well. Effective leaders are able to set and achieve challenging goals, to take swift and decisive action even in difficult situations, to outperform their competition, to take calculated risks and to persevere in the face of failure. Strong communication skills, self-confidence, the ability to manage others and a willingness to embrace change also characterize good leaders. Investopedia(A canadian site devoted to educate youth) explains ‘Leadership’: Is often overlooked by investors. This may be because it is tough to place a value on qualitative aspects of a company (leadership being one), compared to quantitative metrics, which are commonly tracked and much easier to compare between companies. Individuals with strong leadership skills in the business world often rise to executive positions such as CEO, COO, CFO, president and chairman. (Ref:Created By Own)

Leader vs. Manager: In the leadership development industry, there is a lot of confusion about the relationship between leadership and management. Many people use the terms interchangeably. Others see them as separate, but give different reasons why.Confusion and Mistakes: Most dictionaries suggest leadership and management are quite similar – guiding or controlling a group of people to achieve a goal. Most web articles suggest that leadership and management are different, but offer contradictory reasons, such as: leadership inspires, management plans; leaders praise, managers find fault; leaders ask questions, managers give directions; etc. However, the qualities often ascribed to leadership can also apply to managers. There can be good and bad leaders, and there can be good and bad managers.

‘Leadership and management are two distinctive and complementary systems of action. Each has its own function and characteristic activities. Both are necessary for success in an increasingly complex and volatile business environment’strong leadership with weak management is no better, and is sometimes actually worse, than the reverse. The real challenge is to combine strong leadership and strong management and use each to balance the other." Often a distinction is made between leadership and management, although sometimes, it would seem, for the sake of it. Individuals cannot simply be classified as either one or the other ‘ both leadership and management skills are needed for success. At times ‘leaders’ will need to manage tasks and projects, and ‘managers’ will need to influence and inspire people. Managers are not confined to management and leaders are not restricted to leadership – the critical issue is about getting the right balance for the job you do.Management is generally seen to involve overseeing day-to-day operations, accomplishing goals and achieving tasks, while leadership spans a wider remit that includes influencing and inspiring others, generating ideas and defining a strategy and vision. In the table below you will see a direct comparison between leadership and management activities. An individual can be a great leader, a great manager, or both, but each area requires the mastery of slightly different skills and competencies. (Ref: Abdn.ac.uk) Ultimate Principles Of Leadership: . A leader at all times must embody a personal integrity, which is the foundation of leadership. Followers want to believe that their leader is unshakably fair in public and in private. . A leader applies basically the same principles of leadership regardless of context, but the style of execution is very different in different contexts. That is, execution in leadership is to a great extent about context. . In normal times, a leader should make faster progress taking opportunities that are ready for change rather than trying to take on areas that the leader knows will be more resisted. Later these resistance areas could be more conducive to change. . In times of crisis, a leader must step out ahead of the followers and make the difficult decisions without consensus and at times even without adequate explanation in order to resolve the threat to the organization. . A leader’s ultimate goal is to release the human potential of the followers. This will benefit not only the followers but also the overall organization. . In today’s global marketplace, leaders need to foster innovation at all levels of the organization, and that means listening to workers and giving them ample latitude to experiment, make mistakes, and seek new products and services that will compete in a constantly changing competitive landscape. . A leader’s most important and essential attribute is good judgment. This is innate and really can’t be taught, although it can be matured with experience. . A leader must build confidence among the followers. Like teachers, a leader must communicate high expectations and then ensure that followers develop confidence that they can meet those expectations. They can who think they can. . A leader must give considerable thought and careful execution to the whole area of rational and intangible rewards in relation to motivation of followers. For example, it is critical to the execution of a strategic plan that the compensation system be tied to the plan and not exclusively to earnings per share or the budget. . Leadership is the main differentiator in performance in most environments. People think that formulas, slick marketing, being first, the latest management tool, programs such as Six Sigma, and so on are the key differentiators in an organization. These other areas matter, but leadership alone is the key differentiator between organizations that succeed and those that fail. (Ref:SafariBooksOnline.com) Good vs Bad Leaders: Most people are actually somewhere between being a good leader and a bad leader, with the majority uncertain of the connection between their leadership and performance. A deeper knowledge of what good (or great) leadership is will then enable you to break-through and affect change in the performance of your team, organization or company like never before. How does an employee experience leadership? They experience it through the support provided by management and the quality of this support dictates the quality of their work. The support an employee uses comes in two forms: Tangible and Intangible. Tangible support consists of training, tools, material, parts, discipline, direction, procedures, rules, technical advice, documentation, information, planning, etc. Intangible support consists of feelings like confidence, morale, trust, respect, relatedness (or purpose), autonomy, ownership, engagement and empowerment. Providing that support may or may not be clear to you, as the boss, but it is clear to whomever you manage, the majority of whom are followers. Good Leadership: In order to produce the absolute best products and services in the marketplace, all employees must treat their work and their customers with great respect and care. Everyone knows this. It follows then that good leadership requires treating employees with great respect and care ‘ the better the respect and caring, the better the outcome. Remember this is a Natural Law (inexorible, inescapable). Treat employees as if they are very important and valuable and you will cause them to feel and become this way. They will then treat their work, customers, peers and management this way. They will follow your lead. What then characterizes good (or great!) leadership? Listening to your employees including subordinate managers/bosses ‘ addressing their complaints, suggestions, concerns, and personal issues at work. Coaching people when necessary to raise them to a higher standard. Allowing everyone to put in their two cents. Trusting them to do the work. Not giving orders or setting visions, goals and objectives, but instead soliciting this from them so that everyone is fully involved in how the company will be successful. Providing direction when needed to ensure that everyone is on the same page (the one they devised). A good leader communicates the vision that was set by all. If it is a vision of little interest, then another one must be found. Every person wants to be heard and respected. Everyone has something to contribute. Listening and responding respectfully makes it worthwhile for employees to apply 100% of their brainpower on their work thus unleashing their full potential of creativity, innovation and productivity and making them highly motivated, committed and productive. All of this gives them very high morale, enables them to take great pride in their work and then they will literally love to come to work. Good leadership multiplies whatever creativity, innovation and productivity top management has by however many employees they have.

Bad Leadership: Bad leadership is characterized by attempting to control employees through orders, policies, rules, goals, targets, reports, visions, bureaucracy, and changes all designed to almost force employees to work and to create and deliver what management considers to be satisfactory products and services. In this mode, management on its own decides what to do, when to do it, and how to do it and listens only perfunctorily, if they listen at all, to what employees have to say. What characterizes bad leadership? Dishing out orders, policies, rules, goals, targets, reports, visions and changes to force employees to work the way management believes it should be done. Failing to listen or only perfunctorily listening to complaints and suggestions. Trying to motivate employees. Exhibiting the ‘Do as I say, not as I do’ mentality Providing inadequate support Withholding information Treating employees as if they don’t want to do a better job, don’t care about their work, don’t want to accept responsibility, or don’t really want to work. Treating them as if they are lucky to have a job Being afraid to discipline and never disciplining anyone Staying in your office or in meetings at your level or above Us versus them mentality”Why aren’t they performing better”? ‘What’s wrong with that person? Why don’t they know their job? They should know their job.’ These actions or inactions are bad because they lead employees to believe that management disrespects them and does not care a whit for them. It also puts employees in the state of having to guess what management wants and management must be right about everything because no one else is allowed to make decisions. Bad leadership shuts off the natural creativity, innovation, and productivity of each employee and slowly but surely demotivates and demoralizes them. With the ‘I know better than you’ and the ‘Be quiet and listen to me’ mentality often projected from management, the majority will act like robots waiting for instructions, even if that is not what management intended. Most bad leadership is the result of a top-down, command and control style of management, where the employee is rarely if ever listened to. This style is prevelant in the workplace and ignores every employee’s basic need to be heard and to be respected. It also results in a knowledge barrier and top management becoming ignorant of what is really going on in the workplace and the marketplace, which in turn makes their directives misguided at best and irrelevant at worst. (Ref:Bensimonton.com) Unconventional Behaviour Of Inspiring Leaders: There are very few great managers. And even fewer great leaders. Making your team happy by displaying behaviors that are expected from you as a manager is hard. But it is even harder to inspire people to follow you, especially if you don’t have direct authority over them. Leaders are not always perfect. And, sometimes, they are downright quirky. But they display a set of behaviors that make them admired and loved. Let’s look at some of the rare ones. Play Devil’s Advocate: Have you ever seen a leader who continuously pushes you to look deeper and challenges status quo by regularly and passionately taking the other side of the argument, even if s(he) agrees with your point of view? My guess is your answer is no. Playing devil’s advocate and ferociously challenging your assumptions works well in scientific experiments, but we rarely see it in business. Great leaders play the game of 10 ‘why’?s, asking the question over and over again to test their understanding of the underlying strategy. They defend the opposite point of view just to explore what else their teams forgot to uncover that may be critical to their mission or a project.It is easy to think that we are right, it soothes our egos. But it takes courage to stand up to and challenge your own experiences, knowledge, ideas. Take the blame: If there is a blame to be had, great leaders take it on. If there is a credit to be given, they give it away to others. Granted, it’s a very rare behavior, but the one that truly creates a following. Exceptional leaders protect their teams and they are humble when it comes to owning up to the accomplishments. Couldn’t care less about conventional wisdom: The more you say ‘it’s never been done’ before, the more excited they get about changing that fact. And they build the teams around them that never take no for an answer. It’s hard to manage a team of rebels, but that’s exactly what’s needed to change the norm, to challenge the old, and invent the new. And they don’t care about the failures, because they know that the only thing that matters is their response to those failures. Failures teach. Circumstances change. Pioneers stumble while shaping the path for others. And that’s okay. Shut Up: Have you ever been in a meeting when the most senior executive in the room have not spoken a word during the whole meeting? And I don’t mean because (s)he would be on a laptop or a mobile phone doing email. No, rather sitting in the room intently listening to the very important strategic discussion. No? Well, I have. And I have to tell you ‘ it is both a little creepy and awe-inspiring at the same time. Malcom Forbes once said: ‘The art of conversation lies in listening.’ Some of the best leaders make it a point to not have their opinions heard right off the bat, but rather sit back and truly listen to what their teams have to say, maybe occasionally asking a question or two. You can get some amazing insights and inspire some great ideas just by sitting there and not contradicting (or agreeing, for that matter) with the opinions of others. Those leaders tell me that it is very hard to do, but tremendously rewarding to exercise this every now and then. Intentionally seek diversity: We’ve all seen managers surround themselves with ‘yes’ people. We’ve all seen favoritism in our careers ‘ after all, it is human nature to like those that look/speak/dress like us. But exceptional leaders go outside of their comfort zones in recruiting their teams, they intentionally seek diversity of opinions/ages/genders/perspectives/experiences. They don’t want to build an army of ‘yes’ men and women, they want to innovate and evolve. And one can’t do that without the benefits of diversity. George S. Patton said, ‘If everyone is thinking the same, then someone isn’t thinking.’ That’s something true leaders try to avoid by building and developing diverse teams. Invite naivet??: Great leaders are also great innovators. And they know that curiosity and naivet?? are critical conditions of innovation. They are humble enough to accept if they don’t know something and smart enough to constantly learn throughout their career. But they are also sharp enough to know that times change and that no one person can know everything. They ask ‘why’? and ‘why not’? constantly, and are always open to reverse mentorship with younger generations realizing that there are some things younger professionals are just smarter about. Disappear: Understanding how critical it is to sometimes disconnect and reflect, extraordinary leaders will disappear for a while. They will do something else, change their routine, and learn something absolutely new outside of their professional interests. They are masters of creating white space in which creativity thrives. Not only that, they are masters of knowing their limits and when their energy levels need recharging to continue to operate successfully long-term. What are the rare behaviors you see remarkable leaders display? (Ref: Forbes.com) Historic Referrence Of The Noble Leader: Nelson Mandela: Nelson Mandela’s life story has long since become a legend, one that transcends borders, race, language, or culture. His leadership truly belongs to the world. It would be absurd–let alone disrespectful to Mandela’s achievements–to suggest that the issues you face as a business leader are as grave as apartheid, or that the stresses you encounter compare with his decades of imprisonment. Still, Mandela’s decisions at key points in his career do hold lessons for everyone who aspires to be a great leader. 1985: Turning down Botha’s offer of conditional amnesty In a 1985 speech to the nation, pro-apartheid President F. W. Botha offered Mandela freedom if he renounced violence and other illegal activity. The President tried to shift the blame for imprisonment to Mandela himself: after all, he was now free to go, provided he would be law abiding. Mandela did not fall for this transparent ploy. Yes, he very much desired freedom after decades of hard labor and confinement in a small cell. But he also felt it would betray his principles, his leadership and the ANC’s long struggle. Here is how Mandela replied, in part, to President Botha’s disingenuous offer: ‘What freedom am I being offered while the organization of the people remains banned?…. What freedom am I being offered if I must ask permission to live in an urban area?…. Only free men can negotiate. Prisoners cannot enter into contracts.’ 1993: Finding a way to make peace in the wake of Chris Hani’s assasination The second strategic decision occurred shortly after Mandela became a free man but before he was elected President in 1994. The trigger was the 1993 assassination of Chris Hani, a popular black leader fighting for equal rights. Hani was shot in cold blood by a right-wing white extremist when stepping out of his car. The killer was identified by a white woman, who turned him in. The assasination ignited widespread fury and triggered huge demonstrations. Many blacks wanted revenge, and the atmosphere was ripe for looting, violence and mayhem. Recently out of prison, Mandela rose to the occasion and appealed for calm. Here is part of what he said: "Tonight, I am reaching out to every single South African, black and white, from the very depths of my being. A white man, full of prejudice and hate, came to our country and committed a deed so foul that our whole nation now teeters on the brink of disaster. A white woman, of Afrikaner origin, risked her life so that we may know and bring to justice, this assassin. The cold-blooded murder of Chris Hani has sent shock waves throughout the country and the world’.. Now is the time for all South Africans to stand together against those who, from any quarter, wish to destroy what Chris Hani gave his life for – the freedom of all of us." 1994: Refusing to stand for a second term as president His third strategic decision occurred after his election as president: He decided early in his first term not to stand for a second, although two were possible under the constitution. This was a remarkable gesture in a continent where leaders tend to seek maximum power (such as Robert Mugabe, president of Zimbabwe). Mandela knew that his speech would be watched by about a billion people on television around the world, and he wanted to signal clearly that he was pledged to democracy and that he represented all the people of his country, regardless of color. The most famous lines of this landmark speech are inscribed in stone on Robben Island. Here is part of what he said: ‘We have, at last, achieved our political emancipation. We pledge ourselves to liberate all our people from the continuing bondage of poverty, deprivation, suffering, gender and other discriminations. Never, never and never again shall this beautiful land experience the oppression of one by another’. Mandela’s extraordinary achievement was to encourage racial harmony, forgiveness without forgetting, power sharing, and a strong focus on the future, not the past. As a master of symbolism, Mandela supported his strategy by being magnanimous towards his former enemies. Mandela passed away December 5th, 2013 at the age of 95.

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Educational Leadership and Management Reflective Essay

My new skills about educational management and leadership, reference list.

Schools and colleges bring teachers, parents, and students together (Fitzgerald, 2009). Each of these groups has its unique goals and objectives. Every school leader should employ the best strategies in order to mentor these stakeholders.

School leadership is a complex practice aimed at guiding teachers and learners. Educational leadership is one of the best practices towards improving the performance of different learners.

I have gained new skills as a school leader. My first understanding is that the quality of school leadership determines the performance of every learning institution. This explains why every person should apply the best educational leadership skills. Every institution requires the best leaders in order to attain its goals.

The best leaders will ensure their institutions provide quality education to their learners. Leadership should promote “performance, openness, mentorship, and teamwork” (Day, Gronn, & Salas, 2004, p. 874).

I will use this knowledge in order to become a successful educational leader. Every educational leader should focus on the best goals (Cranston & Ehrich, 2009).

Creating Teams

The first concept towards better educational leadership is creating cohesive teams. According to Bush (2007, p. 396), “a team is a group of individuals whose mission is to achieve a set of common goals or solve the problems affecting them”.

Every team member is committed to the targeted goals or objectives. A team will succeed if it has a good mentor or leader. A motivated team will achieve its goals much easier. The class readings have also explored some of the best practices towards better educational leadership.

Leaders should use different teams in order to achieve their goals (Sheard & Kakabadse, 2004). This practice will ensure every team achieves its educational goals (National College of School Leadership, 2009).

Team Leadership

Team leadership is a dynamic approach that ensures every learner achieves his or her academic goals. The readings have widened my skills as a team leader in an academic environment. The application of proper leadership ensures every team achieves its goals.

Every team leader should be competent and self-determined (Mayrowetz, 2008). I am also planning to become a professional team leader.

Team leaders should be ready to promote cohesiveness and improve the level of communication. Team leadership is “the ability to solve every problem affecting a given group” (Hall, 2002, p. 730).

Distributed and Middle Leadership

Distributed leadership remains a major practice in many learning institutions. This leadership approach helps every manager devolve his or her responsibilities across the institution. This leadership approach follows a top-down strategy.

This leadership approach is effective because it improves the level of academic performance (Johnson, 2003). The class materials have also informed me about the importance of middle leadership. Middle leaders examine every aspect of their learning institutions.

The leader “promotes enquiry, professional development, and curriculum” (Sheard & Kakabadse, 2004, p. 102). This leader also encourages his students and teachers to establish new teams.

The leaders sustain the best networks in order to achieve their goals. I have understood why every educational leader should use the best leadership styles.

I have gained new skills from the learning process. I am planning to use these skills in my future professional practice. A good educational leader supports every teacher or learner (Gunter & Fitzgerald, 2007).

Every manager should portray the best organisational behaviours. Different leadership models such as transformational and transactional practices will ensure every learner is contented with the learning environment. I will always use these practices in order to create the best teams.

Bush, T. (2007). Educational leadership and management: theory, policy, and practice. South African Journal of Education, 27 (3), 391-406.

Cranston, N., & Ehrich, L. (2009). Senior management teams in schools: Understanding their dynamics, enhancing their effectiveness. Leading and Managing, 15 (1), 14-25.

Day, D., Gronn, P., & Salas, E. (2004). Leadership capacity in teams. The Leadership Quarterly, 15 (6), 857-880.

Fitzgerald, T. (2009). The Tyranny of Bureaucracy: Continuing challenges of Leading and Managing . Educational management administration and Leadership, 37 (1), 51-65.

Gunter, H., & Fitzgerald, T. (2007). Leading learning and leading teachers: Challenges for schools in the 21st Century. Leading and Managing, 13 (1), 1-15.

Hall, V. (2002). From teamwork to team-work in education. In K. Leithwood & P. Hallinger (Eds.), Second international handbook of educational leadership and administration. Part 2 (pp. 697-733). London: Kluwer Academic Publishers.

Johnson, N. (2003). Working in Teams . Web.

Mayrowetz, D. (2008). Making sense of distributed leadership: Exploring the multiple usages of the concept in the field. Educational Administration Quarterly, 44 (3), 424-435.

National College of School Leadership. (2009). School leadership: Federations and distributed leadership . Web.

Sheard, G., & Kakabadse, A. (2004). A process perspective on leadership and team development. Journal of Management Development, 23 (1), 7-106.

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Evolution of Leadership and Management Theories in 2023/2024

1.0 introduction, 1.1 contextual background :.

The history of theories around leadership and management is an exciting journey to these different epochs, wherein each reflects the socio-economic and organizational contexts of every era. In its early chapters, leadership was often related to power and bureaucracy, where leaders were mainly envisioned as authoritative figures in military, religious, and royal jurisdictions (Bateman et al., 2022). This perspective continued until the Industrial Revolution, effectively modifying the structure and the nature of work and necessitating more formalized management and leadership theories.

The early 20th century thus heralded the advent of classical management theories, with Frederick Taylor’s Scientific Management theory breaking ground in pioneering a systematic approach towards improving workplace efficiency. At the same time, Henri Fayol proposed the Administrative Theory based on principles and functions of management (Reynders, Kumar, and Found, 2022). Thus, these theories put the foundations for modern organizational management from the point of view of focusing on efficiency, planning, and hierarchical structures.

Between the mid to 20th century, they underwent a paradigm shift towards human relations and behavioral sciences that deviated from mechanical, rigid views witnessed in the classical era. The Hawthorne Studies, by Elton Mayo and some other colleagues, demonstrated how social relations and employee satisfaction play a critical role in workplace settings(Kocak, 2020). These theories have brought a new focus on human motivation, leadership styles, and organizational culture. This led to theories such as Abraham Maslow’s hierarchy of needs and Douglas McGregor’s Theory X and Theory Y, which focused on the human angle in management and leading.

The second half of the 20th century brought a shift to more sophisticated and broad conceptualizations such as Systems Theory, which sees an organization as a system that is akin in relationship with other systems, and the Contingency Theory states that the effectiveness of a leadership style may be dependent upon one or multiple situational factors. Similarly, Transformational and Transactional Leadership theories, introduced by James MacGregor Burns and later advanced by Bernard M. Bass, also gained the center of attention because of the emphasis on the leaders’ inspiring roles and motivating their followers towards accomplishing higher achievements (Stewart, 2021).

As the business world entered the 21st century, the digital revolution and globalization gave birth to new challenges and complexities, making leadership theories more adaptable and flexible. The so-called emotional intelligence, authentic leadership, and servant leadership focused on empathy, ethics, and service-orienteers.

1.2 Aim of Assignment : This assignment critically evaluates the evolution of selected traditional leadership and management theories, contextualizing their relevance and application in the dynamic landscape 2024.

1.3 Methodology Overview

This assignment’s methodology involved a comprehensive literature review and critical analysis, focusing on the historical development and modern adaptations of selected leadership and management theories. The theories were selected based on their historical significance, enduring relevance, and applicability to contemporary organizational contexts. This approach facilitated a nuanced understanding of each theory’s evolution and relevance in the dynamic landscape of leadership and management. Top of Form

2.0 Critical Evaluation of the Evolution of Leadership and Management Theories

This section involves a detailed analysis of the evolution of the chosen leadership and management theories to a 2023/2024 context. It also requires outlining critical emerging socio-economic, technical, and environmental contexts and drivers influencing the development of new theories.

2.1 Critical Evaluation of Leadership Theories

2.1.1 Transformational Leadership

Historical Overview : First enunciated by James MacGregor Burns in 1978, the concept of Transformational Leadership heralds a complete departure from the earlier studies in leadership. It had found favor with most scholars for its backing towards conventional theories that were mostly transaction-oriented based on transactions between leaders and followers. Bernard M. Bass later improved Burn’s theory by incorporating a more sophisticated insight into the interaction between the leader and his team. Bass expanded the role of a transformational leader to inspire and intellectually stimulate the followers, develop a shared vision, and challenge an individual follower for personal and professional growth (Marcelus, 2023). This transition from transaction paradigms to transformation paradigms thus underscored the leader’s ability to re-appraise follower aspirations and motivators beyond conventional reward-based approaches.

In the consequent years, this model was dismantled and enriched by many scholars who requested to explore its variable values like inspirational motivation, intellectual stimulation, individualized consideration, and idealized influence. These elements collectively emphasized a goal-oriented, ethically and morally uplifting leadership style. A leadership approach, therefore, positioned Transformational Leadership theory no less as a wholesome intertwining of the charismatic influencing leader’s vision with intrinsic motivations and development of their followers (Due, 2023).

Modern Context : In 2023/2024, transformational leadership will be crucial in addressing contemporary organizational challenges. Leaders must operate with vision and adaptability to navigate complexity in the era of exponentially increasing technology, heightened social consciousness, and global crises (Shufutinsky et al., 2020). Transformational leaders are working ahead of the change curve and leading edge within the changes to innovate, effectively navigating their organizations through the volatility of modern marketplaces.

Their approach works superbly at managing an evolving workforce that represents increasing diversity, remote working trends, and employee expectation drifts. In this regard, transformational leaders tap into the collective potential of their teams, which is fundamental to sustained success in a changing environment by establishing a culture anchored on trust, empowerment, and shared purpose (Khattak, Zolin and Muhammad, 2020).

Moreover, the social and ethical dimensions of Transformational Leadership are highly in tune with relevant modern-day concerns such as sustainability, corporate responsibility, and honest governance. Leaders who are desired embodiments of qualities highlighted by transformational are better placed to align organizational objectives with societal values, hence fostering a more inclusive and responsible business ethos (Memon and Ooi, 2023).

In summary, from its origins in the latter part of the 20th century, Transformational Leadership has matured into an indispensable framework underpinning modern discourses on leadership. This, combined with its vision, urge, and ethical leadership focus, makes it uniquely adaptable to the ever-changing horizon of 2023 / 2024.

2.1.2 Theory 2: Servant Leadership

Historical Overview : The concept of Servant Leadership was first brought to people’s attention by Robert K. Greenleaf in his essay, “The Servant as Leader,” published in 1970. It was cutting-edge and revolutionary thinking that repositioned the figure-ness of leadership from the leader to a less self-centered point-of-view where the leader sees helping the team and then the community as the primary goal of a servant (Spears and Horsman, 2021). This approach departed from the traditional leadership theories, where the focus was often on power and control. According to Greenleaf, a servant leader must be primarily motivated by having an unrelenting need to serve others. Over the years, many scholars have attempted to develop this concept, focusing on such factors as empathy, listening, stewardship, and commitment to people’s self, work, and spiritual development (Kutsyuruba and Stroud Stasel, 2022).

Modern Context : The growth of servant leadership has been one of the greatest in terms of what it stands for, and most organizational context issues have emanated in 2023/2024. Of interest is the fact that relevance with most contexts for Servant Leadership has developed due to the shift towards ethical conduct in business and organizations. Servant leadership is pivotal to establishing communities that care for others and are conscious of their responsibilities in a world fraught with social and environmental challenges. Their emphasis on empathy, active listening, and empowerment resonate well with modern organizational values that seek to look into employees’ well-being, ethical practices, and sustainable growth (Bartels and Jackson, 2021).

Servant leadership is a little philosophy in the contemporary business scenario of volatility, uncertainty, complexity, and ambiguity (VUCA) in various other management literature. It supports creating adaptive and resilient organizations that make the employees feel valued and empowered (Blaique, Ismail, and Aldabbas, 2023). Using this leadership style in remote and hybrid work environments is more effective because traditional command and control become even less feasible. In this view, it is essential to note that the insistence of servant leaders on collaboration, team cohesion, and moral integrity is necessary to maintain the coherence of an organization regarding commitment when working in distributed work settings (Abdolmaleki and Ghanbari, 2021).

Further, at an age when employees have become more informed and demanding about corporate social responsibility, Servant Leadership becomes in line with organizational goals while meeting societal and environmental needs. It instills a broader spectrum of leadership success not predominantly measured by finances but also by the positive repercussions impelled on employees and the community (Muhammed and Zaim, 2020). This holistic view of leadership is increasingly recognized as essential for the long-term sustainability and success of the contemporary business environment.

In summary, Servant Leadership, emerging from altruism and community service tenets, has developed into an inherent framework within the contemporary leadership narrative. Attention to empathy, ethical behavior, and community forms a salient response to questions and opportunities represented by 2023/2024.

2.2 Critical Evaluation of Management Theories

2.2.1 Theory 1: Scientific Management

Historical Overview : As a management theory formulated by Frederick W. Taylor at the beginning of the twentieth century, scientific management marked its horizon on the dimension concerned with the primary means adopted by management to work in an organized manner to enhance worker productivity. Taylor, the father of scientific management, often emphasized that to increase productivity, it is necessary to systematize the analysis of work processes. For instance, he advocated breaking down tasks into partial jobs, rationalizing workers’ movement and workflow, and popularization studies (Boon, 2021). This marked a radical departure from the prevailing haphazard and pepping management methods. Taylor’s principles, popularly called Taylorism, laid the foundation of modern organizational management and industrial engineering.

Modern Context : Current with 2023/2024, scientific management principles have changed and adapted quite strongly. However, the underlying notion of enhanced efficiency holds with the application of Taylor’s principles being reinterpreted for a modern work setting highlighted by advanced technology and a knowledge-based economy. In modern organizations, manual labor could be optimized but more efficient in information processing, decision-making, and innovation management (Yang et al., 2022).

The digital age has seen the integration of Taylor’s principles with new technologies, including data analytics, artificial intelligence, and machine learning, that allow more refined tuning to efficiency optimization (Janga, Reddy, and Kvns., 2023). More than that, modern interpretations of Scientific Management also involve employee satisfaction and engagement, considering human factors vital for productivity. This is quite a paradigm shift from Taylor’s original model – often condemned for its mechanistic perception of human labor.

Furthermore, in today’s dynamic and intricate corporate world, principles of Scientific Management are adapted towards designing flexible and change-ready organizational structures and workflows. The target is mainly process optimization, eliminating waste, and adopting a culture of incessant improvement and innovation (Fistonic, 2021).

While Scientific Management in its original edition may appear anachronistic on a backdrop of 2023/2024, the founding principles shall keep permeating today’s management practice. Evolution is seen as balancing efficiency and innovation and a people-centric way of managing organizations.

2.2.1 Theory 2: Systems Theory

Historical Overview : When seen from a broader perspective frame, the concept of systems theory in management is a significant deviation from how organizations had been visualized as independently put-together parts until the mid-20th century was over. Emerging from Ludwig von Bertalanffy’s General Systems Theory in the 1940s, it was eventually cascaded into organizational theory and management (Patton and McMahon, 2021). According to the systems approach, organizations are understood to be complex systems with parts that consist of interrelated and interdependent elements working as an integrated whole. The theory emphasizes the understanding of such relations and interactions in the effective management of an organization. It gave a holistic view of organization analysis, considering the external environment, internal dynamics, and interrelationships between various subsystems (Loaiza and Cloutier, 2022).

Modern Context : Even in 2023/2024, modern-day Systems Theory remains a highly applicable tool, even more so given the complexity surrounding the modern-day global business environment. Organizations operate in dynamic and interconnected systems in modern speak, making this holistic approach more applicable. In the context of globalization, digital transformation, and rapid technological change, Systems Theory provides a framework for thinking about intricate interdependencies and emergent properties of organizations (Harland, 2021).

Systems Theory is used, aided by modern tools such as big data analytics and AI-informed decision support, to predict more surely and better understand complex organizational dynamics (Iandolo et al., 2021). Therefore, in the long run, such strategic decision-making ensures that flexible organizations live through and flourish in their turbulent environment. Similarly, the focus of Systems Theory on how the organization relates to its exterior environment dovetails nicely into a contemporary focus on sustainability and corporate social responsibility. It thus encourages organizations to consider acts that target more sustainable and ethical business practices (Suriyapracticesw, Krittayaruangroj, and Iamsawan, 2022).

In summary, Systems Theory has traveled a long journey from the land of conceptualization to establish its prop as one of the foundational elements in modern management and organizational studies. Indeed, its holistic and integrative treatment remains relevant to understanding and tackling the processing complexities in contemporary organizations, making it indispensable in the repertoire of modern management theories.

3.0 Conclusion

In the final analysis, through this exploration, findings from the assessment of transformational leadership, servant leadership, scientific management, and systems theory have found significant findings regarding the essence and development of leadership and management practices.

Transformational Leadership and Servant Leadership, with a strong flavor of inspiration, ethical stewardship, and empowerment, directly speak to current values around inspiring, caring for the employees, and being responsible to Society. At a time when technology is quickly taking over human operations while the demands from external Society and expectations rapidly shift, these two leadership styles emphasize paradigms for designing flexible, innovative, and ethically conscious organizational cultural constructs.

Scientific Management, which follows from the advent of the industrial era for process efficiency, is extended to modern management as this is equated to task optimization and enhancement in productivity. In other words, the redifferentiating of the principles regarding new adaptation in the digital age is just the simple process optimization and technology integration for workflow management. This re-adapting pinpoints the significance of efficiency and structured procedures for organizational success even in a technology-dominated landscape.

Systems Theory is relevant in explaining the holistic organization dynamics amidst the complex operationalizations of global businesses. Its attention to interrelationships within corporate systems and their natural environment resonates well with contemporary sustainability challenges, digital transformation, and global market turbulence. The theory bets on a whole picture of the decision-making and strategy of an organism’s essence within this world intertwined by modern business.

It indicates a quality within the landscape in such theories whereby the leadership will get complex and forward-looking since it must entail a blend of visionary, ethical, and practical practices. Transformational and servant leadership will influence the leaders to urge contemporary work from an ethical practice point of view. It becomes clear that with such operational efficiencies to be realized, the impact upon which Scientific Management will enable while tapping the potentials of Systems Theory in managing the complex inherent organisms.

Therefore, from these differing but complementary theoretical views, the theories provide a more comprehensive and profound framework applicable to understanding and defining future leadership and management practices. They underscore that leaders and managers must be adaptive, responsive, and with a futuristic orientation if they face the challenges and opportunities in the dynamically changing contemporary business environment. This learning from these theories will, therefore, be precious for generations that follow in regards to their being groomed by them toward sustainable, ethical, and effective organizational governance.

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