Just need help to complete my assignment - Ph.D. level writing preferred
This is the assignment – I have completed some areas – in APA 7th Ed – Please address areas in RED Paper instructions FYI Many different leadership theories exist today, and although they are all unique in some ways, many of them have similar characteristics associated with them. For this assignment, create a comparison matrix where you will choose three leadership theories to evaluate, compare, and apply to business. Remember, as a scholar-practitioner, you are required to examine theories and research and then relate them back to practice within the business setting. Please Do Introduction Leadership Theory - Transformational James Burns introduced transformational leadership in his book titled Leadership (1978). His concepts were written due to research on political leaders. He defined transformational leadership in that leaders should connect to those they are trying to reach. These connections can uplift and raise both sides to achieve higher goals (Burns, 1978). A primary key to this theory is that leaders trust the expertise of their employees. This builds trust between the groups. Ideas are introduced and not micromanaged. Leaders are expected to demonstrate the behaviors and concepts for their team to follow. Origins James MacGregor Burns was a pollical historian and wrote books on presidents and political systems, especially here in America (McGregor, 2014). In his book Leadership, James Burns discusses the evolution of politics in Europe and America beginning in the 18th century. Although America used the English system as a model, there were some inherent differences in how the Americans communicated ideas. For example, they had news stories and pamphlets (Burns, 1978, 154-155). His idea at its essence was the better leaders developed their moralities and behaviors; it could be emulated and based on to those around them. The net result being all were elevated and continued to do so. Timeline and Evolution After Burns, a significant contributor to the transformational leadership platform was Bernard Bass (1985). He theorized that leadership could inspire, and the results would reach goals not yet imagined. However, Bass discussed a transactional type of pf manager that led by offering a carrot for their team to take action (Mech et al., 1998, p. 66-67). The results of transactional managers may get results, but employees would not likely do more. Leading with the transformational method leads to employees doing their best and feeling part of the team instead of a subordinate. In the book Transformational Leadership: Creating Organizations of Meaning, the authors demonstrate that leadership to be transformative leadership must bring their consciousness and ideals. Only through this can they continue to move forward (Hacker & Roberts, 2003, p. 2-3). Transformational leadership methodology takes on a different track as the business market and information change quickly. Of course, leaders should have proven success, but that alone does not necessarily make them an excellent choice to fill a transformational leader. In addition, the most successful may not have much authority as they build the relationships, transforming the organization's management processes (Trevor & Hill, 2012, p. 42-43). A study found that when workers have a transformative leader, it not yields better results but positively affects their overall being. In addition, they found they can connect with their leader, which helps in the overall collaborative success (Tung, 2019, p. 138-140). The Wu & Lee (2020) study investigates if transformational leadership styles help employee motivation, skill base, and work together more effectively. It was found that this type of leadership positively affects the employee's engagement, and since knowledge is shared with them, they wish to share knowledge. Situational Theory According to Paul Hersey and Ken Blanchard's (1977), situational theory identifies leadership qualities related to the subordinates' abilities and willingness to participate. Managers must adjust their styles depending on the types of employees. It is broken down into four parts: Telling – In this management style, leaders dictate directly what subordinates need to do. Selling – Although leadership is making decisions, they work to convince and sell ideas to employees. Participating – These leaders work with their teams to come to a consensus on decisions. Delegating – In this approach, leaders are hands-off in decisions. They leave the responsibilities to their groups and remain oversight in their choices (Hersey & Blanchard, 1977). In addition, Hersey and Blanchard further break down employees into groups. The first are those that lack skills and motivation. They are considered the most difficult to lead. The second is employees who lack skills but have the enthusiasm to learn. These could be workers who are new to the job or recently promoted. The third type is very troublesome as they can do the job but do not have the motivation. Finally, the fourth is motivated and has the skill set to function at their job. This type is the best type of employee for managers (Corporate Finance Institute, 2020). Origins of situational theory The situational theory began development in the 1960s by Paul Hersey and Ken Blanchard. They called their management theory the situational theory. However, after their second publication in 1977, they decided to work with others to expand their differences in their theory. The differences seemed to be, in essence, just differing vocabulary, with the core being the same concept. Hersey and Blanchard believed leaders essentially have to adjust based on the staff and the worker's willingness and abilities ("Hersey and Blanchard situational leadership model explained," 2020). Figure 1 Hersey's version of The Situational Leadership Model (Left) versus Blanchard's version of Situational Leadership II (Right) ("Hersey and Blanchard situational leadership model explained," 2020). Hersey and Blanchard continued to work together to expand on their leadership theories. According to the writings of Claude Graeff (1983, 1987), he discusses how the Hersey and Blanchard situational leadership evolves as other experts in the field point out some contradictory isues. Most notebly that inviduals maturity levels are listed from unwilling to willing and that leaders have the ability to influence movement through these levels. Then they would not be linear. Graeff also speculates that Hersey and Blanchard may be changing to keep up with leadership styles as they have changed. However, as an observer it seems that evolving as business models and management stles evolves so should their model. In 1995 Daniel Goleman writes about situational theory in his book Emotional intelligence. He expands on his theories later in his 2017 paper” Leadership that gets results”. In tis he expands leadership into six differing types of leaders that should be applied depending on the type of employee. PLEASE COMPLETE THIS SECTION USING THE References Below – Should be one paragraph per reference – As you can see, I have started this section. Utilizing the Situational leadership theory Discuss how the theory has evolved over time. Who has built on that theory, and what were their additions or modifications to the theory? Zigarmi, D., & Roberts, T. P. (2017). A Test of Three Basic Assumptions of Situational Leadership® II Model and Their Implications for HRD Practitioners. European Journal of Training and Development, 41(3), 241–260. Muhammad Ridlwan, Dian Alfia Purwandari, & Tantri Yanuar Rahmat Syah. (2021). The Effect of Situational Leadership and Organizational Culture on Employee Performance Through Job Satisfaction. International Journal of Multicultural and Multireligious Understanding, 8(3), 73–87. https://doi.org/10.18415/ijmmu.v8i3.2378 PLEASE COMPLETE THIS SECTION USING THE LEADERSHIP THEORY USING The Great Man Theory Please address the section by answering these questions · Provide an overview, including the main characteristics of the theory. · Discuss the origins of the theory, including the seminal theorist, his or her research used to create the theory, and the year the theory was developed. · Discuss how the theory has evolved over time. Who has built on that theory, and what were their additions or modifications to the theory? You can also create a timeline within your assignment to add a visual display to the evolution of the theory. Please ALSO - Compare all three theories to one another (Leadership Theory, Situational Theory and the great man theory). Analyze the similarities and differences among the three chosen theories. You can choose to create a graphic to show the comparison between the theories as opposed to just bullet points and paragraph information. References Bass, B. M. (1985). Leadership and performance beyond expectations (1st ed.). Free Press. Burns, J. M. (1977). Leadership (1st ed.). Harper & Row. Corporate Finance Institute. (2020, December 1). Hersey-Blanchard model - Overview, leadership style, and downsides. https://corporatefinanceinstitute.com/resources/careers/soft-skills/hersey-blanchard-model/ Goleman, D. (1995). Emotional Intelligence. Bantam Books. Goleman, D. (2017). Leadership that gets results. Leadership Perspectives, 85-96. https://doi.org/10.4324/9781315250601-9 Graeff, C. L. (1983). The situational leadership theory: A critical view. The Academy of Management Review, 8(2), 285. https://doi.org/10.2307/257756 Graeff, C. L. (1997). Evolution of situational leadership theory: A critical review. The Leadership Quarterly, 8(2), 153-170. https://doi.org/10.1016/s1048-9843(97)90014-x Hacker, S., & Roberts, T. (2003). Transformational leadership: Creating organizations of meaning. Asq Press. Hersey and Blanchard situational leadership model explained. (2020, April 18). B2U - Business-to-you.com. https://www.business-to-you.com/hersey-blanchard-situational-leadership-model/ Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training and Development Journal, 23(5), 26–34. Hersey, P., & Blanchard, K. H. (1977). Management of organizational behavior: Utilizing human resources. Prentice Hall. Leadership That Gets Results. (n.d.). Harvard Business Review. McGregor, J. (2014, July 17). Remembering James MacGregor Burns and his Leadership Wisdom. Washington Post. https://www.washingtonpost.com/news/on-leadership/wp/2014/07/17/remembering-james-macgregor-burns-and-his-leadership-wisdom/ Mech, T., McCabe, G. B., & Albritton, R. L. (1998). A Paradigm of Leader Effectiveness for Academic Libraries: An Empirical Study of the Bass (1985) Model of Transformational Leadership. In Leadership and academic librarians. Greenwood Publishing Group. https://books.google.com/books?id=DNMjB9feMLQC&dq=Bass+(1985)+model+of+transformational+leadership.&lr=&source=gbs_navlinks_s Trevor, J., & Hill, R. (2012). Developing Leaders Executive Education in Practice (9). IEDP. https://www.jbs.cam.ac.uk/wp-content/uploads/2020/08/trevor-jon-developing-transformational-leadership.pdf Tung, H. (2019). The dual processes of transformational leadership: The mediation effect of identification. Corporate Management Review,, 39(2), 117-153. Wu, W., & Lee, Y. (2020). Do work engagement and transformational leadership facilitate knowledge sharing? A perspective of conservation of resources theory. International Journal of Environmental Research and Public Health, 17(7), 2615. https://doi.org/10.3390/ijerph17072615