A Leadership Role Model
A leadership role model: Uncle George by Luis De La Cruz
Abstract
Leadership is a human quality made up of inborn and acquired attributes that can influence and transform the behavior of other human beings. This essay identifies leadership attributes and behavior of one individual and will attempt to explain how his influence on the people touched by his leadership style and behavior shaped my personal leadership style I will use a process of analysis that will integrate prevalent leadership theories to support reasonable conclusions. However, the judgments, assertions and conclusions are limited to a personal but objective observation of the actions and behavior of one individual over a segment of his lifetime.
My most important leadership role model: Uncle George
A common perception in the leadership-follower relationship is of a person directing another to do something (leader) and the other obeying (follower) a perceived superior to inferior roles (Kelley, 2008). This recognized script evolved, the new scripts (Behavioral, Contingency, Transactional and Transformational) introduced, reflected behaviors engaging leaders and followers in a symbiotic relationship or somewhere in between. Meanwhile, leadership studies where battling each other with updates and innovations some people were unknowingly practicing spontaneous leadership styles not yet rated by scholars. These unrecognized practitioners were influencing family members, coworkers and church parishioners with a consistent behavior pattern that today I can associate with prevalent leadership theories and analyze it to define under a multidimensional (Bass & Avolio, 1989) perspective a personal leadership style.
Prevalent leadership theories include for the purpose of our analysis Trait, Behavioral, Theories X and Y, Contingency, Transactional and Transformational approaches. I will borrow from aforementioned approaches, attributes identifiable in the behavior pattern found in our chosen
Abstract
Leadership is a human quality made up of inborn and acquired attributes that can influence and transform the behavior of other human beings. This essay identifies leadership attributes and behavior of one individual and will attempt to explain how his influence on the people touched by his leadership style and behavior shaped my personal leadership style I will use a process of analysis that will integrate prevalent leadership theories to support reasonable conclusions. However, the judgments, assertions and conclusions are limited to a personal but objective observation of the actions and behavior of one individual over a segment of his lifetime.
My most important leadership role model: Uncle George
A common perception in the leadership-follower relationship is of a person directing another to do something (leader) and the other obeying (follower) a perceived superior to inferior roles (Kelley, 2008). This recognized script evolved, the new scripts (Behavioral, Contingency, Transactional and Transformational) introduced, reflected behaviors engaging leaders and followers in a symbiotic relationship or somewhere in between. Meanwhile, leadership studies where battling each other with updates and innovations some people were unknowingly practicing spontaneous leadership styles not yet rated by scholars. These unrecognized practitioners were influencing family members, coworkers and church parishioners with a consistent behavior pattern that today I can associate with prevalent leadership theories and analyze it to define under a multidimensional (Bass & Avolio, 1989) perspective a personal leadership style.
Prevalent leadership theories include for the purpose of our analysis Trait, Behavioral, Theories X and Y, Contingency, Transactional and Transformational approaches. I will borrow from aforementioned approaches, attributes identifiable in the behavior pattern found in our chosen
References: Allport, G. W. (1961). Pattern and growth in personality. New York: Holt. Allport, G. W. (1966). Traits revisited. American Psychologist, 21, 1-10. Bass, B. (1990). Bass & Stogdill’s handbook of leadership: Theory, research, and & managerial applications. New York: The Free Press. Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press. Bowers, D. G., & Seashore, S. E. (1966). Predicting organizational effectiveness with a four-factor theory of leadership. Administrative Science Quarterly, 12, 43-52. Burns, J. M. 1978. Leadership. New York: Harper & Row. Burke, R J and Wilcox, D A (1971). “Bases of Supervisory Power and Subordinate Job Satisfaction,” Canadian Journal of Behavioral Science, 3, 183-193. Fiedler, F. E. 1967. A theory of leadership effectiveness. New York: McGraw-Hill. Fiedler, F. E. & Garcia, J. E. (1987) New approaches to effective leadership, New York: John Wiley. French, J. P. R., Jr., & Raven, B. (1959). The bases of social power. In Studies in social power (D.Cartwright ed.). Ann Harbor: MI: Institute for Social Research. House, R.J. (1977). A 1976 theory of charismatic leadership. In J.G. Hunt & L.L. Kelley, R. E. (2008). The language of followership. The Conference Board Review, 51. McGregor, D. (1960). The Human Side of Enterprise. New York: McGraw-Hill. Mayo, E. (1977). The human problems of an industrial civilization. New York: Ayer. Nahavandi, A. (2006). The art and science of leadership (4th ed.). NJ: Prentice Hall. Wren, D. A. (2004). The history of management thought (5th ed.). New York: John Wiley and Sons.