PSY FPX 6720 Assessment 5

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Assessment Overview

Sample Paper

Critical Analysis of Leadership Theories

Introduction

PSY FPX 6720 Assessment 5 The definition of management has evolved over time, the essence being the impact process on a group in its overall objective (Northhouse, 2018). Research employees demonstrate a good correlation with the style of work, efficiency and management (student, Erdogan, Anand, Liden and Chaudhary, 2014). Leadership development, often neglected, is vital for organizational effectiveness, and optimizes people’s potential to perform in leadership (McColi et al., 2010).

Case Study

Greg Stephens, an employee in United First Federal Bank, is faced with work-life balance, and effect on their effectiveness as a leader. Greg’s experience demonstrates the necessity of leadership type, attention and well-being in effective leadership.

Leader Ineffectiveness

Greg suffers from a specific kind of leadership deficiency, and he is poor at multitasking and neglecting personal needs, leading to inefficiency and decreasing the team’s morale. Their behavior is a reflection of poor leadership practice and inhibits organizational success.

Leadership Theories Compared

Serves and authentic leadership theory present alternative approaches to leadership. Though the two leaders hold the following conditions in high esteem, the server is interested in meeting leadership followers’ needs and authentic leadership with actual self-realization and leaders’ accountability.

Effective Leadership

PSY FPX 6720 Assessment 5 The best fitting in Greg’s case is being authentic leadership, and emphasizes actual self-realization and belief in one’s self. Authentic leadership is self-examination for infection, building trust among the team and promoting work-life balance.

Conclusion

The authentic leadership theory gives a possible model of successful leadership, emphasizing genuine self-expression and trust establishment. As organizations evolve further, leaders need to adjust their leadership in a way that enables them to establish trust and trigger motivation among their members.

References

Bryman, A. (2011). The SAGE handbook of leadership. SAGE Publications.

Bryman, A. (2011). The SAGE handbook of leadership. SAGE Publications.

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

Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in Leader and Leadership Development: A Review of 25 Years of Research and Theory. The Leadership Quarterly, 25(1), 63-82. doi/10.1016/j.leaqua.2013.11.004https://www.capella.edu/

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

PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories

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:https://www.capella.edu/

Jones, R. J., Woods, S. A., & Zhou, Y. (2021). The Effects of Coachee Personality and Goal Orientation on Performance Improvement Following Coaching: A Controlled Field Experiment. Applied Psychology: An International Review, 70(2), 420-458. doi:10.1111/apps.12218

Kennedy, R. B., & Kennedy, D. A. (2004). Using the Myers-Briggs Type Indicator® in Career Counseling. Journal of Employment Counseling, 41(1), 38-44. doi:http://dx.doi.org/10.1002/j.2161-1920.2004.tb00876.x

Kilburg, R. R., & Donohue, M. D. (2011). Toward a ‘Grand Unifying Theory’ of Leadership: Implications for Consulting Psychology. Consulting Psychology Journal: Practice and Research, 63(1), 6-25. doi:10.1037/a0023053

Kleynhans, D. J., Heyns, M. M., & Stander, M. W. (2021). Dynamic Organisational Capabilities: The Role of Authentic Leadership and Trust. SA Journal of Industrial Psychology, 47, n/a. doi:

PSY FPX 6720 Assessment 5 Critical Analysis of Leadership Theories 

Ling, Q., Liu, F., & Wu, X. (2017). Servant versus Authentic Leadership: Assessing Effectiveness in China’s Hospitality Industry. Cornell Hospitality Quarterly, 58(1), 53-68. doi:10.1177/1938965516641515

MacKie, D. (2014). The Effectiveness of Strength-Based Executive Coaching in Enhancing Full-Range Leadership Development: A Controlled Study. Consulting Psychology Journal: Practice and Research, 66(2), 118-137. doi:10.1037/cpb0000005

Overfield, D. V. (2016). A Comprehensive and Integrated Framework for Developing Leadership Teams. Consulting Psychology Journal: Practice and Research, 68(1), 1-20. doi:10.1037/cpb0000053

Poonamallee, L., PhD. (2021). Leading Virtually with a Human Touch. Leadership Excellence, 38(8), 44-45. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F %2Fwww.proquest.com%2Ftrade-journals%2f Leading-virtually-with-human-touch %2g Docview%2F2563511408%2Fse-2%3 Accountid%3D27965

Rath, T., & Conchie, B. (2009). Strengths-Based Leadership: Great Leaders, Teams, and Why People Follow. Gallup Press. Retrieved from https://common.books24x7.com/books24x7.asp

Schwartz, T. (2007a). Manage Your Energy, Not Your Time. Harvard Business Review, 85(10), 63-73.

Schwartz, T. (2007b). Manage Your Energy, Not Your Time. Harvard Business Review, 85(10), 63-73.

Turregano, C. (2013). Delegating Effectively: A Leader’s Guide to Getting Things Done. Center for Creative Leadership. 

VIA Institute on Character. Retrieved from https://www.viacharacter.org/character-strengths-via

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

Welch, D., Grossaint, K., Reid, K., & Walker, C. (2014). Strengths-Based Leadership Development: Insights from Expert Coaches. Consulting Psychology Journal: Practice and Research, 66(1), 20-37. doi:10.1037/cpb0000002

Wu, L., Tse, E. C., Fu, P., Kwan, H. K., & Liu, J. (2013). The Impact of Servant Leadership on Hotel Employees’ “Servant Behavior.” Cornell Hospitality Quarterly, 54(4), 383-395. doi:10.1177/1938965513482519

References (APA 7 Format)

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