Critical Analysis of Leadership Theories

Introduction

The definition of leadership has evolved over time, with its core attribute being the process of influence within groups aiming for common goals (Northouse, 2018). Research indicates a strong correlation between employees’ job attitudes, effectiveness, and retention with their relationship with leadership (Vidyarthi, Erdogan, Anand, Liden, & Chaudhry, 2014). Leadership development, often overlooked, is crucial for organizational success, expanding individuals’ capacities to be effective in leadership roles (McCauley et al., 2010).

Case Study

Greg Stephens, an employee at United First Federal Bank, faces challenges balancing work and personal life, impacting his effectiveness as a leader. Greg’s struggles highlight the importance of leadership type, focus, and personal well-being in effective leadership.

Leader Ineffectiveness

Greg lacks a specific leadership type, struggles with multitasking, and neglects personal needs, leading to decreased effectiveness and team morale. His behavior reflects poor leadership practices, hindering organizational success.

Leadership Theories Compared

Servant and authentic leadership theories offer distinct approaches to leadership. While both prioritize leader-follower relationships, servant leadership focuses on meeting followers’ needs, whereas authentic leadership emphasizes leaders’ genuine self-expression and accountability.

Effective Leadership

Given Greg’s situation, authentic leadership appears most suitable, emphasizing genuine self-expression and trust-building. Transitioning to authentic leadership requires self-assessment, building trust with the team, and promoting work-life balance.

Conclusion

Authentic leadership theory offers a promising approach to effective leadership, emphasizing genuine self-expression and trust-building. As organizations evolve, leaders must adapt their leadership styles to foster trust and motivation among their teams.

References

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The Center for Creative Leadership Handbook of Leadership Development (2010). In Van Velsor E., McCauley C. D., and Ruderman M. N. (Eds.). Hoboken: John Wiley & Sons, Incorporated. Retrieved from http://ebookcentral.proquest.com/lib/capella/detail.action?docID=484823

“Compare & Contrast.” Retrieved from http://leadingforlearningwestern.weebly.com/compare–contrast.html

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Grant, A. M. (2017a). Solution-Focused Cognitive–Behavioral Coaching for Sustainable High Performance and Circumventing Stress, Fatigue, and Burnout. Consulting Psychology Journal: Practice and Research, 69(2), 98-111. doi:10.1037/cpb0000086

Grant, A. M. (2017b). Solution-Focused Cognitive–Behavioral Coaching for Sustainable High Performance and Circumventing Stress, Fatigue, and Burnout. Consulting Psychology Journal: Practice and Research, 69(2), 98-111. doi:10.1037/cpb0000086

He, D., & Yu, E. (2020). Follower Strengths-Based Leadership and Follower Innovative Behavior: The Roles of Core Self-Evaluations and Psychological Well-Being. Revista De Psicología Del Trabajo Y De Las Organizaciones, 36(2), 103-110. doi:http://dx.doi.org.library.capella.edu/10.5093/jwop2020a8

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PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories

Schwartz, T. (2007a). Manage Your Energy, Not Your Time. Harvard Business Review, 85(10), 63-73. Retrieved from http://library.capella.edu/login?url=https://search.ebscohost.com/login.aspx?direct

=true&db=bth&AN=26555015&site=ehost-live&scope=site

Schwartz, T. (2007b). Manage Your Energy, Not Your Time. Harvard Business Review, 85(10), 63-73. Retrieved from http://library.capella.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=26555015&site=ehost-live&scope=site

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Vidyarthi, P. R., Erdogan, B., Anand, S., Liden, R. C., & Chaudhry, A. (2014). One Member, Two Leaders: Extending Leader–Member Exchange Theory to a Dual Leadership Context. Journal of Applied Psychology, 99(3), 468-483. doi:10.1037/a0035466

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PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories