Introduction and conclusion

Innovation Leadership Model Team B

Michael Cloonan

Jenny Frasqueri

James Harris , Jr

Edna McDaniel

University of Phoenix

DBA-001 LDR /711

Dr . Patrick J . Bingham , Ph .D

November 20 , 2006

Introduction

The question as to what makes a leader has long been debated in academic as well as in management circles . There seems to be no consensus as to what qualities really determine what a leader is save the fact that a leader brings the best out of others and there also seems to be no agreement

to whether or not leadership entails the implementation of major changes in an organization that are highly visible or if it merely requires the facilitation of change in a subtle albeit productive manner (Torbert , 2004 . The reason for this and the answer to the long debated issue on leadership may simply be because of the fact that there are many different leadership style today and there are certain leadership strategies that may only be effective in certain organizations (Warneka , 2006

This discourse will examine the integrated model of followership and leadership in an attempt to shed more light on this issue and show that there are different leadership strategies that must be employed in different organization . This study will also show certain leadership models that have been highly influential in management and leadership practices today . Finally the issue on transformational leadership will be discussed as well as methods by which a high rate of team performance can be achieved

In arriving at a complete understanding of this issue , it is important to first examine the model of followership and leadership in the current setting and to try to determine the certain leadership qualities that are imperative to attaining a high rate of team performance in any organization today and the situations under which leaders may need to be followers and vise versa

Integrated Model of Followership and Leadership

Traditional notions of leadership have placed great emphasis on a leader 's personal vision and intellectual competency (Serio and Epperly 2006 . However , the smartest person does not always make a good leader Daniel Goleman (2002 ) wrote that successful leadership stems not from one 's IQ but from one 's EQ , or emotional intelligence , which they define how leaders handle themselves ' and their relationships . EQ competencies are defined by four primary concepts for the successful leader self-awareness , self-management , social awareness , and relationship management . These traits are essential in developing and effective model of leadership that actively motivates the follower and engage them in teamwork that ensures the success of the organization 's mission

Bennis and Nanus (1985 ) define managers as `people who do things right and leaders as `people who do the right thing ' They describe transformational leadership as a process in which leaders commit people to action , and convert followers to leaders and leaders into agents of change . Leadership is fundamentally about creating positive and productive relationships , which includes the ability to make strong connections and inspire others toward a common goal . The socially aware leader...