Management Reading Guide
The authors then explain their model of distributed leadership, which lows leaders to have Imperfections and weaknesses they can recognize and make up for by trusting others, while developing their own capabilities. (Anaconda, Malone, Rollicks, and Sense, 2007) Johnson, B. (2011, September). Good fellowship. Training Journal, 32-?36. Retrieved from the Walden Library databases. The author of this article highlights the importance of effective and agreeable followers in order for leaders to be successful.
The relationship of the follower and the leader Is examined, as well as the ability of good followers to translation into good leaders. Cox, R. W. , Ill, Platens, G. K.. Slyly, K. (2010). The leadership-fellowship dynamic: Making the choice to follow. The International Journal of Interdisciplinary Social Sciences, 5(8), 37-51. Retrieved from the Walden Library databases. Leadership studies often focus on the importance of a formal leader for the success or failure of an organization.
This focus misses the contribution that followers can make, diminishes the importance of collaboration, and oversimplifies the organizational complexity of most enterprises today. In this article, Cox, Platens, and Slyly attempt to create a follower-centric view of leadership theory so that the roles ND choices of followers contribute to the leadership of the
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In The leadership code: Five rules to lead by (up. 1-24). Retrieved from HTTPS://CB. Hobs. Harvard. Dude/CB/web/Pl/product. Seam? In this chapter, Lurch, Smallwood, and Sweetmeat attempt to capture the rules of leadership that all leaders need to know. The authors draw from past studies and . Values and Principles Liechtenstein, S. (2012). The role of values in leadership: How leaders’ values shape alee creation. Integral Leadership Review, 12(1), up. 1-18. [18 pages] Retrieved from the Walden Library databases.
In this article, Liechtenstein asserts that changed societal values have made the “my way or the highway’ leadership style obsolete. The author explains the Impact of values on effective leadership and how values should be applied when establishing 1 OFF Swan, H. K. , & Penn, C. (2011). What ethical leadership means to me: Asian, American, and European perspectives. Journal of Business Ethics, 101(3), 435-457. [23 pages] Retrieved from the Walden Library databases. In their study, the authors examined beliefs about ethical leadership across cultures to identify common themes as well as differences.
The authors discuss the implications their findings may have on establishing competencies for cross-cultural leadership. Covey, S. R. (2008). Authentic leaders. Leadership Excellence, 25(5), 20. Leaders whose actions emerge from a core set of deeply held principles find themselves able to cope more effectively with change. Rather than enacting social norms or simply behaving in an expected manner, true leaders rely on principles to guide them to effective actions. Covey emphasizes the importance of humility and self-awareness in order to discover your own principles.
Leonine, P. M. (2002). Make your values mean something. Harvard Business Review, 80(7), 113-117. Retrieved Corporate values statements, when they are meaningful and sincere, can drive innovation, unify teams, and bring meaning to the work employees do every day. All too often, however, they are insincere, insufficiently integrated into a company’s fabric, or simply unattainable. Leonine discusses the real worth of corporate values and suggests methods for organizations to create meaningful and effective values statements.