Which leadership theories or frameworks presented in the organizational leadership program thus far have had the most impact on your understanding of leadership? Why? Define terms and concepts. However, What about the human condition makes leadership both necessary and possible? Dive deep. Use concepts from Chapter 32 of the SAGE Handbook of Leadership to support your insights and ideas. In Chapter 3 of the SAGE Handbook of Leadership, the authors discuss the difference between constructivist and essentialist views of leadership. Hence Please define each and describe which view you subscribe to and why.
Transformational Leadership. The concepts of transformational leadership were brought to prominence by political sociologist James MacGregor Burns, in the late 1970s. Also Here are the two types of leadership: Transactional: where a leader influences other by what they offer in exchange, the transaction; Transformational: where a leader connects with followers in such a way that it raises the level of motivation and morality. Therefore, Those two words – motivation and morality – are important, as it demands that transformational leaders be committe-d to a collective good. Also this may be a societal good, such as starting a community center or improving air quality, or a more personalized good, such as helping direct reports reach their own potential.
Leader-Member Exchange Theory: The concept of individualized concern has some carry-over to our second theory, Leader-Member Exchange Theory (LMX). Additionally, to understand this theory, you only need to think back to junior high: almost every student could be divided into two categories, popular or unpopular.
Therefore, LMX theory explains that in any group or organization, there are in-group members and out-group members. Also In-group members work well with the leader, have a personality that fits with the leader’s, and are often willing to take on extra tasks or responsibilities. Out-group members are less compatible with the leader; they may hold dissenting opinions, have clashing personalities, or be less willing to take on extra assignments. Not surprisingly, in-group members are more likely to earn promotions; out-group members are more likely to leave.