ceo leadership
What makes a leader great? What are the components of successful C-level leadership? Are there really leadership styles or methods that are recognized as being the most successful, and if so, can they be taught or emulated? In attempting to answer the above questions, it may prove useful to begin with an exploration of the concept of leadership and the current leadership environment, the requirements and common components of leadership, and then finally, to attempt to draw some conclusions about the essence of leadership and of specific leadership styles.Whatever the nature of leadership, it can be argued that the subject of leadership has never been of greater interest to business, to the managers attempting to practice it, or even to those who attempt to write about it. In the last few years, the economy has gone from boom to bust. In boom times, CEOs were entrusted with the broadest of powers, and boards were fully supportive. In the 1990s and up until the beginning of the 21st century, executives were largely given free-rein. The subsequent downturn in the economy resulted in a shift towards accountability, which resulted in a new atmosphere of insecurity, doubt, ambiguity, and some
Army is represented by the following acronym, "LDRSHIP: Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage" (Army Leadership, 2002). Bennis, Distinguished Professor of Business Administration and founding chairman of the Leadership Institute at USC, asserts the following: "In a knowledge economy, leaders cannot command employees to work harder, smarter, or faster. Army leaders work to influence people, operate to accomplish the mission, and act to improve their organization. "Once you've assessed the raw material, you can draw up a plan that builds on your existing skills and knowledge. The coercive style, while useful in some crisis situations and in the case of a genuine emergency, ultimately destroys flexibility and erodes motivation. Without leaders who can attract and retain talent, manage knowledge, and unblock people's capacity to adapt and innovate, an organization's future is in jeopardy" (Bennis, 1999). Goleman equates the six leadership styles to the array of golf clubs one finds in a golf aficionado's bag - with a specific club (or leadership style) for each of the specific shots or situations a golfer may encounter on the 18 holes of a golf course. In his words, emotional intelligence is "the sine qua non ("without which not") of leadership" (Goleman, 2004). Leaders are challenged to provide direction, protection, and orientation, a means of managing conflict and of shaping norms. The affiliative leadership style revolves around a devotion to people and their inherent value, rather than placing emphasis on strict adherence to specific tasks and goals. He did so by delving deep into the organization, sorting through its many layers, incorporating input and feedback from a wealth of employees.
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Acceptance Essays
