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Complete the following:

Assess your strengths and areas for growth with regard to both the leadership and management roles based on what you understand about these roles so far. Be sure to address whether your skills and interests align better with the leadership or management role.


at least one

area of growth in either of these roles you would like to further develop, and explain why.



significant external factors that might influence your work if you served in a leadership or management role in social work. Explain why these external factors are significant and how they might affect your work as a leader or manager.

Leadership: Theory and Practice
By Peter G Northouse
Sage Publications, New Delhi (2007), pp. 391; Price: $63
ISBN: 978-81-7829-786-6 (PB)
Leadership—has always been ä fascinating
subject both for practitioners and for
students—as well as in the fields of
management and other more powerful
areas such as politics and military. Every
decade has to find new methods of dealing
with older concepts and reorient those
interested on the challenges peculiar to
that decade. The fall of Soviet Union
deeply affected the 1990s almost to the
point of announcing the conquest of
socialism by capitalism. The failure of
market mechanism in the last years of the
first decade of the new millennium is
throwing up a new definition of leadership
—and an agonizing reappraisal of both
the theory and practice.
The author has made a comprehensive
attempt to define leadership based on four
approaches: trait, skills, style and
situational. Each of these approaches
have been dealt in theory as well as
practice, illustrated by cases. The book
then goes on to a greater depth in
analyzing certain theoretical construct,
before tackling the transformational
leadership and its relevance. An
interesting chapter is devoted to women
and their leadership perspectives. While
there could be some cultural divergences
across the globe, the general theory holds,
by and large, for all.
While discussing trait approach, the
author places it as one of the dominant
approaches to leadership in the 20’^
Volume 16
century. Great leaders such as Mahatma
Gandhi or Abraham Lincoln have some
traits which can be instruments to
understand why they were such influential
leaders in their periods. However, later
studies influenced trait approach as one
which recognizes what is inherent in a
leader but also the situational and
environmental impact on bending and
adapting the trait approach to reality.
Intelligence, self-confidence, determination, integrity and sociability are the
main components of the trait approach.
Skills approach, on the other hand,
looks at qualities which can be learned
through training, education and practice.
While traits and skills are not opposites,
they can be complimentary. In leadership,
there is a powerful component in
acquiring skills which can be brought to
bear on other aspects of a leader’s
personality. Technical skills should be
strengthened by human skills. Unless
leaders are able to handle people,
technical skills alone will not achieve
results. These two aspects will then require
conceptual skills in order to get a
comprehensive view of the tasks, purposes
and results.
While trait approach concerns itself
with what leader already has in him, skills
approach emphasizes on the capabilities.
The style approach focuses on what leaders
do. Whatever the trait and skills
approaches may deal with, ultimately
136 No.3
results emerge on what leaders have
done. The style approach fascinated many
and there was a time when Blake and
Mouton’s managerial grid dominated most
lectures on leadership. But later
researches have not been able to connect
style to performance in reasonably precise
The author then goes on to enumerate
some relevant theories, emphasizing on the
need to transform organizations. Indeed,
transformational leadership became a
major subject since liberalization and
market forces ushered in a global out look
and opened up opportunities across the
continents. The need to build teams, with
strong ethical and cultural overtones, has
been explained with appropriate cases.
In a society which is becoming more
and more complex, every individual has
to take on the role of leadership, at home,
at work and in the society. While each
may have his or her own moorings, the
need to learn the theoretical background
and the results of implementing and
refining theories becomes even more
imperative. Business and management
schools have the responsibility to help
students adapt to the challenges of
leadership as they emerge. Books of this
nature will be greatly helpful.
Sudarsanam Padam
Professor of Management and
Transport Studies
Former Dean of Studies,
Administrative Staff College of India
102, Vishnu Pride Apartments,
Panchavati Colony
Road No. 3, Banjara Hills
Hyderabad 500034, India.
E-mail: sud_^adam@yahoo.com
Volume 16
137 No. 3
Copyright of South Asian Journal of Management is the property of South Asian Journal of Management and its
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express written permission. However, users may print, download, or email articles for individual use.
eadership is a highly sought-after and highly valued commodity. In
the 1 5 years since the first edition of this book was published, the
public has become increasingly captivated by the idea of leadership.
People continue to ask themselves and others what makes good leaders. As
individuals, they seek more information on how to become effective
leaders. As a result, bookstore shelves are filled with popular books about
leaders and ad,·ice on how to be a leader. Many people belie,·e that
leadership is a way to improve their personal, social, and professional lives.
Corporations seek those with leadership ability because they believe they
bring special assets to their organizations and, ultimately, improve the
bottom line. Academic institutions throughout the country have responded
by providing programs in leadership studies.
In addition, leadership has gained the attention of researche rs worldwide.
A review ofthe scholarly studies on leadership shows that there is a wide variety
of different theoretical approaches to explain the complexities of the leader­
ship process (e.g., Bass, 1990; Bryman, 1992; Bl)’Tllan, Collinson, Grint, Jack­
son & Uhl-Bien, 201 I ; Day & Antonakis, 2012; Gardner, 1990; Hickman.
2009; Mumford, 2006; Rost, 1991). Some researchers conceptualize leader­
ship as a trait or as a behavior, whereas others view leadership from an infor­
mation-processing perspective or relational standpoinl Leadership has been
studied using both qualitative and quantitative methods in many contexts,
including small groups, therapeutic groups, and large organizations. Collec­
ti,·ely, the research findings on leadership from all of these areas provide a
picture ofa process that is far more sophisticated and complex than the often­
simplistic view presented in some of the popular books on leadership.
This book treats leadership as a complex process having multiple
dimensions. Based on the research literature, this text provides an in-depth
I Cl)
1.1 FmPrninn Pr;>rtirP< 2 LEADERSHIP I TH EORY AND PRACTICE description and application of many different approaches to leadership. Our emphasis is on how theory can inform the practice of leadership. In this book, we describe each theory and then explain how the theory can be used in real situations. LEADERSHIP DEFINED There are many ways to finish the sentence, "Leadership is...." In fact, as Stogdill ( 1974, p. 7) pointed out in a review of leadership research, there are almost as many different definitions of leadership as there are people who have tried to define it. It is much like the words democracy, love, and peace. Although each of us intuitively knows what we mean by such words, the words can have different meanings for different people. As Box 1.1 shows, scholars and practitioners have attempted to define leadership for more than a century without universal consensus. Box 1.1 The Evolution of Leadership Definitions While many have a gut-level grasp of what leadership is, putting a definition to the term has proved to be a challenging endeavor for scholars and practitioners alike. More than a century has lapsed since leadership became a topic of academic introspection, and definitions have evolved continuously during that period. These definitions have been influenced by many factors from world affairs and politics to the perspectives of the discipline in which the topic is being studied. In a seminal work. Rost ( 1991} analyzed materials written from 1900 to 1990, finding more than 200 different definitions for leadership. His analysis provides a succinct history of how leadership has been defined through the last century: 1900-1929 Definitions of leadership appearing in the first three decades of the 20th century emphasized control and centralization of power with a common theme of domination. For example, at a conference on leadership in 1927, leadership was defined as "the ability to impress the will of the leader on those led and induce obedience, respect, loyalty, and coopera­ tion" (Moore, 1927, p. 124}. I lil1.1 Development of leadership Chapter 1 ! Introduction 3 1930s Traits became the focus of defining leadership, with an emerging view of leadership as influence rather than domination. Leadership is also identi­ fied as the interaction of an individual's specific personality traits with those of a group. noting that while the attitudes and activities of the many are changed by the one, the many may also influence a leader. 1940s The group approach came into the forefront with leadership being defined as the behavior of an individual while involved in directing group activities (Hemphill, 1949).At the same time, leadership by persuasion is distinguished from "drivership" or leadership by coercion (Copeland, 1942). 1950s Three themes dominate Purchase answer to see full attachment

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