Critical Synthesis of Contempory Views of leadership

Questions/Business/ManagementCritical Synthesis of Contempory Views of leadership
Write a 1,400- to 1,750-word paper critically analyzing, evaluating, and synthesizing contemporary views of leadership. Base your analysis and evaluation from your Week 5 paper (analyzing contemporary views), Week 6 PowerPoint (McGregor Burns), the additional journal articles, and videos presented.
Include the following in your paper:
Select a specific context or criterion to analyze contemporary leadership theories or views. Suspending personal bias, describe the conclusions you drew from your critical analysis, using well-reasoned judgments. What would your model of contemporary leadership evolve to if designed for your company?
Use a minimum of five references to support the criteria, assumptions, or context of your evaluation. References should be course readings, peer-reviewed articles, journals, and scholarly literature located in the University Library.
Format your paper consistent with APA guidelines.

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GregA+ 804 TUTOR Posted 1717. Sold 2312. Solution preview:

Attachments
Critical Synthesis of Contempory Views of leadership.docx
Critical Analysis, Evaluation and synthesis

Name
Professor
Course
Date
James Ma******* ***** (Transactional * Transformational leadership)
***** * ****** (Knowledge management)
******** evaluation
*** ******** ******** regarding leadership **** **** ****** ** leadership worldview *** *** transactional * Transformational leadership *** ******* leadership ** theorized ** Macgregor ***** *** ****** Greenleaf respectively ***** ******** ******** *** * ******* influence ** ** worldview ******* **** drastically ******** **** *** **** **** ******** *** hierarchical leadership ***** **** characterized leadership ** ****** ** * ******* ******* ******* ***** *** ** * ******* ******* individuals *** historical ***** **** ** leadership *** *** **** ******* ***** *** **** ******** ***** ** *** ***** ** * *** **** individuals *** **** *** ***** ******** ****** ******* ** *** ***** ** *****
*** intriguing ******* **** *** ******** ****** **** **** *** influence **** ** ******** ******* *** ******** participation, responsibility, ******* *** ******** ** leadership ***** ****** * Peltason, **** * **** ***** ******* ** *** **** ******* *** **** ** ****** * ** *** **** ***** ** **** * ** ** *** ***** **** ** ***** * transformative ****** *** *** *** opposite; transactional ****** Greenleaf ** *** ***** **** *** **** ** inspiring leadership ******** *** **** ** ** *** **** **** ******* ****** *** ***** *** recognize *** important ***** **** ***** ******** **** *** ***** ******* ******* *** ******* ** *** ******* leadership ** Greenleaf recognizes *** participation ** ******** ** *** ******* ** *** leadership ** ** inseparable ******* * *** recognize **** ******* **** *** ******** *** recognizing ***** capabilities ** *** **** ****** * **** ******* *** increases *** productivity- profitability- ******* ****
******** synthesis
Leadership ***** ** described ** ** ******** ** ******* ***** ****** ** ******* * *** **** ****** ** * ****** department ** organizational ***** **** theorists **** ** ** *** ****** ** ******** leadership ** ** ** *** ** ******* ******** Basically, * ****** ** ******** ** ******* * ***** ****** *** *** organization ** ***** followers; *** **** ****** ****** ** ****** adequately **** ***** organization’s stakeholders ** **** **** *** ***** *** ****** ** willingly (Lakshman, **** * *** ** * ******* *** ** ******** ** ******* ******** knowledge *** information **** ** ***** ** realizing **** * ****** **** information ****** ** coordinated *** ******** ******** ***** *** conflicting ***** ** *** organization ** **** ** *** interests ** stakeholders *** ******* ******* ****** *** ***** **** **** **** ** **** demonstrated **** ******* **** * significant **** ** ****** ** ******** *** ****** creatively *** **** ** realizing ******* ** ***** ***** ** **** *** **** ******** solutions *** *** ******** **** **** ********
**** **** ******* concerning leadership ** ***** * **** gradually * ** understand *** ** ******** ******** *** professional experiences **** ****** ** ******** ** *** ***** ***** *** transformational leadership ****** developed ** ****** ****** *** ******* ** ***** ** ***** ****** ****** *** ** inspiring ****** *** ***** **** ** ******** ** ** ****** interactions, * **** ** **** ** **** ** ****** ** listening ** ** **** * ****** ***** ** ***** * ******** ******* ** ** *** ****** ** *** **** **** ****** **** ***** ***** *** honestly, ** ** **** ** **** **** **** **** *** therefore ******* ** ******** environment ** **** ***** ***** ****** * Peltason, **** * **** ****** ** undergraduate *** master’s ***** * *** *** ******* ****** ** ***** ***** **** *** **** * cherished **** *** ******* *** **** *** ***** ******** ***** * ***** ** ****** ** ***** allocated **** *** ***** **** *** *** ****** ** ** ****** **** ** **** **** *** ** ****** ** **** Responsibility *** ******** *** **** ** *** ****** ** ** ******* ******* ***** ***** ** distributed ******* *** ***** ****** *** ** **** responsibility *** ***** **** ** *** ***** ***** *** * **** responsibility *** *** ***** ** *** professor ***** qualities ****** **** * ******* ** transformative leadership ***** * ****** ****** ** ***** *** ******* ** *** followers *** integrates **** **** *** ******* ****** ** *** *****
** ***** ** professional *** ******** ******** **** ****** ** ******** *** **** *** emergence ** ******* leadership; * ****** ******** ** ***** **** ** leadership ***** **** ***** ****** *** ******** ** * ******* ****** ** **** professional *** ******** contexts, *** **** ** * ****** ******* leadership ** ******* *** interests ** *** followers ***** *** **** recognizes **** *** **** ******** ******* * ****** ** experience *** knowledge **** * ** *** **** *** ** ***** ******** **** ** temporarily **** leadership positions ******* *** **** *** autocracy *** bureaucratic processes ** ******* solutions ** organizational ******** ******* * ******** ***** ******** * *** *** ** ******* ** *** ******** ** ***** *** leadership ****** ** transformative *** ******* leadership, * ****** ** *** ***** ** ** ungrateful *** *** **** **** **** ****** ** ******* ** professional *** ******** ********
*** leadership practices **** **** ** *** leadership paradigms **** * **** demonstrate ****** *** **** ******* Greenleaf’s ****** ** ******* leadership, ******** ****** ** Transformational leadership *** * non-dominant ****** ** ******** **** *** increasing **** *** ****** leadership **** ****** *** ****** ******** *** institutions, depicting *** leadership ******** **** ***** ******* *** ******* ****** ** ******* ***** ***** alongside *** organizational ***** ******* ** ** attribute ** *** transformational *** ******* leadership (Kendrick, **** * *** Environmental leadership ** **** * ***** ******* ** *** contemporary leadership *** ******** ** ** non-dominant, *** ***** ** currently ****** **** *** ******* *** *** *** skeptical ***** ***** productivity *** ******** profitability *** **** demonstrates ****** *** *** environment ***** resources *** ******** *** extracted *** ***** ** sustainable development ****** *** **** ** * regulatory requirement *** **** *** ****** ** *** organization ** * **** ** ****** *** **** *** ******* *** *** ****** generations (Crossman, **** * **** ** ****** **** ****** ***** ****** *** ******* ** organizational ******* * ***** **** ** demonstrate ***** ******** ****** ** **** ** * deliberate **** ** ****** *** * ******** ** * *** ** ****** leadership qualities ***** **** *** ***** * **** habitable ***** ******** **** ** ****
Conclusion
** retrospect, leadership **** ** *** ******** ***** *** **** **** *** ******** leadership *** ******* *** ***** **** *** **** ** ***** *** ***** *** *** ******* ** leadership *** evolving, ** ** inevitable **** ** ****** ****** ** *** **** ** ***** organization ** necessary ** ****** **** **** *** forecast, *** organization ***** ******* *** *** accurately ******* situations *** ** **** ** ******* ******* **** *** adaptable ** **** productivity *** profitability **** ** *** ***** ** ***** ** ** **** ** ******* * ****** ****** ***** ** ** **** sensitive ** *** ***** ** *** environment *** *** ****** ******* ** *** ****** (Crossman, ***** Financial reporting *** **** ******** **** *** ****** ****** **** ** ** * ****** ****** **** ***** *** ******* financial *** environmental accounting *** conducted ** ** **** ** ***** **** * ****** ****** ****** *** **** considerations ** *** ***** ** ***** management ******* *** ******* ** knowledge management ** ******* important ******* organizations increasingly **** knowledgeable employees **** **** ****** *** therefore, * **** ****** ***** ** *** *** *** ******** ******* *** preserves **** knowledge *** *** ****** ** *** organization (Lakshman, *****
References
****** * ** * Peltason, * * ****** Government ** *** ******* *** ******** ** ******** National, ****** *** ***** government **** *** Englewood ******* ** Prentice-Hall
Crossman, * ****** Conceptualizing spiritual leadership ** ******* organizational ******** *** *** ******** ** transformational, ******* *** environmental leadership Leadership * Organization Development ******** ****** *******
** ***** * ****** *** ******* * ******* ****** ****** * Charismatic ******* Leadership *** Organization ****** Carlifornia Management ****** * **
Kendrick, * ****** Transformational leadership ******* individuals * ****** ******* Professional ******* ******* **
Lakshman, * ****** Organizational knowledge leadership * ******** ****** ******** Leadership * Organization Development ******** ****** *****Price: $40.00

BRITNEY_SOFA 272 TUTOR Posted 477. Sold 410. Bought 1. Asked 1. Solution preview:
Select a specific context or criterion to analyze contemporary leadership theori** ** ***** Suspending ******** ***** ******** *** conclusions *** **** **** **** ******** analysis, ***** well-reasoned judgments **** ***** **** ***** ** contemporary leadership ****** ** ** ******** *** **** ***** *** * ******* ** **** references ** ******* *** criteria, assumptions, ** ******* ** **** evaluation References ****** ** ****** readings, peer-reviewed articles, journals, *** scholarly literature ******* ** *** *******

Attachments
CONTEMPORARY LEADERSHIP.docx
DATE OF SUBMISSION-
From Mahatma Gandhi and Nelson Mandela’s mystique, to Winsto* Churchill *** ****** ****** ****** knowledge *** ***** ***** investigative ******* ***** *** ** ** ******* approaches ** **** ** ***** *** ******** (Crossman, ***** Leadership ** * *** **** deliberation **** ** *** ******** ***** *** different ******* ** *** ******* ****** *** ******* *** ******** ***** **** **** *** **** ****** ** leadership ****** ** ***** **** **** ***** observers ****** * Peltason, ***** ******** clinicians *** businesspersons **** *** ** ******* ******* **** ****** ** *** ******* ******* *** leadership *** contemporary perspectives exceptionally ******* ****** methodologies **** **** ** ****** *** ******* ****** *** ******** ****** * Peltason, ***** ****** * ******** ***** ******** ***** ** **** leadership ******* ******** **** **** ***** individuals ******** ***** ******** ** inferiors) ** ******* * ******* ****** Frequently, *** ******* ** *** *** ** ** ***** **** ** business, ***** personality, ***** ******* ** development *** development ** *** ******** (Crossman, ***** Furthermore, ** ***** collective methodologies ******** **** ** guarantee **** ***** ******* *** ******** ** ****** ****** ** **** * ******* *** ******* **** ***** particular ******* ****** * Peltason, ***** *** contemporary leadership **** **** contribution ** *** supervisors ** ******** *** ******* ** ******** ** equivalent ** *** association ******** *** advancement ** **** ******** *** administrators ******* * ******** ***** *** instance, ** **** leaderships, ***** *** ******* ** ** ******** ****** ******** **** ******* advancement *** inventiveness ***** ******* (Crossman, ***** Consequently, individuals *** frequently profoundly ******** ** ******* *** activities ** *** association Accordingly, colleagues ** **** ******** **** ** **** ******** *** **** occupation fulfillment **** ******* **** efficiency ****** ***** **** ***** **** leadership ****** incorporate ******** ***** value-based, situational, *** transformational leadership ****** ****** * Peltason, *****
*** ****** perspectives **** ***** ******** ******* *** ***** ******* **** ******** **** *** conventional ******* ******* structures *** ******* *** *** association’s ****** *** conceptualized ** ** aggregate *** ****** * Peltason, ***** Crossman, ***** ******** ***** ** immaculate **** ** **** ******** ** ***** **** ******* transformational leadership ****** Transformational ******** **** **** enthusiastic knowledge *** ******* **** ******* representatives **** * ****** ****** ******* ****** **** *** ***** municators *** ***** ** ***** discourse **** *** ******** ***** **** ***** ******** ****** *** passionate **** ******** ***** ***** colleagues ***** **** ****** *** **** **** everybody ** ** **** ecological leadership *** ***** ****** obligation ***** *** *** ******* ***** *** authoritative ******** ******* * ******** ***** ******** ******** ***** ***** associations ** ***** *** ******* *** ******* ****** **** corruption *** **** ** ***** **** ** *** ******* ****** Notwithstanding, ***** * *** ******** ***** ***** **** ecological corruption ** ******** ****** **** effectively ******** *** ******* protection ** ***** leadership (Crossman, ***** ******** ***** ** **** ******* ***** * *** ******** concentrate ** ******* *** **** ******* ******** ******** ******** *** considering *** ******* ****** ****** ***** ****** **** *** ******* ****** ****** **** ** ***** methodologies Regularly, *** ***** observation **** originate **** ****** ** ******** *** *** ******* ****** ** *** ******* population ******** ** ******* ** *** ******* ****** **** ** ******** ** *** ******* ****** *** ******** ** ***** ****** **** *** individuals *** concentrate ** ******* **** ******** *****
** *** ****** perspective, ***** **** contemporary ******** ***** **** ******** administration ** * *** ******* ** *** association’s prosperity, ****** absolutely **** confidence ** *** significances ** *** creations ** *** association’s prosperity (Lakshman, ***** ****** * ******** ***** ***** ** undoubtedly information *** experience *** ***** ** organizations’ prosperity ** **** ** ** **** *** ***** ** ******** *** ** ***** *** ****** ******* information *** considers experience ****** Developments *** constantly *** *** ****** *** personalities ** **** **** ****** ******** ****** ****** ***** ** ******* ***** **** associations **** advancement ** *** ******** *** *** ******** Developments **** **** associations **** ******* *** ****** ***** ****** ******* ** **** ** information *** experience *** critical, associations **** mediations *** *** ******** ** **** applicable ** *** ******** ****** ****** * Peltason, ***** Achievement ** * definitive objectives ** **** association ** *** ***** ***** distinctive associations *** ******* ******** *** ****** ******** ******** ***** **** ****** leadership hypotheses concentrate ** *** ***** ***** ** ** *** ******* specialists ** hierarchical ******** *** ****** **** * *** hypotheses ***** concentrate ** non-human ***** ** *** association, *** ******** **** ** ** *** fundamental ******* ** hierarchical ****** * Peltason, ***** Crossman, ***** ****** ***** ***** ***** ** *** ***** *** associations’ ******** **** ******** ** **** ******** **** ** ****** *** *** **** ** ***** **** ***** non-human ******* Notwithstanding, *** non-human ******* ***** ******* ** ****** themselves ** **** progress; **** ******* ***** ***** ** *** **** **** ****** **** ***** **** proficiently ******* *** non-human ******* *** *** ** *** *** ** ***** *** achievement *** ****** ** *** association (Crossman, *****
***** *** **** **** ******** assembled **** ****** ***** *** distinctions ** *** exemplary hypotheses ** leadership *** administration ****** contemporary ***** ** leadership *** administration **** ****** **** **** ***** ** **** ***** exceptional ****** ** interest, contingent **** *** **** ** association *** hypotheses *** ***** **** ** ** **** ****** * **** ** ******* ***** *** *** variables ******** ** * leadership hypothesis ** adequately **** *** ******* ****** * **** ******** **** ** **** ***** ** ***** hypothesis, *** *** **** ******** **** **** ***** ** **** ***** * **** ******* ***** hypothesis **** **** ** leadership qualities, *** ** ******** ** **** ****** ** ** authoritative *******
******* LEADERSHIP hypothesis
****** leadership ** * rationality *** *** ** practices **** ******** *** ***** ** ******* constructs ****** associations *** ** **** ***** ** *** *** **** **** *** ******* ***** ***** ******** leadership ** ** ******* ***** *** expression ******* leadership” *** ***** ** ****** * Greenleaf ** *** ******* ** ******* ** exposition **** ** initially distributed ** **** * servant-leader concentrates essentially ** *** development *** prosperity ** individuals *** *** ****** ** ***** **** **** * ***** ***** conventional leadership *** *** **** **** ******** *** gathering *** ******** ** ***** ** *** ** *** ******** ***** ** *** pyramid,” ******* leadership ** ******* *** servant-leader ****** ****** **** *** ***** ** ****** ***** *** ***** individuals ****** *** ******* ** profoundly ** ***** reasonably ** ********
PRINCIPAL ***** ******
Principal ***** ****** ***** ** initially ***** ** *** ****** *** ******* ** ******* ****** ******* leadership hypothesis ***** effectively investigated ** *** **** ******* **** hypothesis ******* **** *** *** adherents( specialists) *** naturally persuaded ** *** ** *** ******** advantage ** *** principal * ****** ** business) **** ** ** ******* ** supporters *** **** ** educational ***** ** learning) ***** ** ******** **** *** ****** **** ** ***** *** particular inclination, ***** *** ** ***** **** principal’s inclination *** ****** **** ** **** operators **** **** ***** ***** *** particular destinations ** enthusiasm ****** **** **** ** ***** principal
Principal **** **** distinguish *** **** specialists ****** motivating ****** ** *** ** *** association’s **** advantage *** instance, ******** **** ***** wellbeing protection *** ****** *** ** ****** ***** *** **** ****** inspiration ** *** conditioning judiciously ** ******* ** ***** ******** ****** ***** instalment *** operators *** *** ** **** ******** administrations
***** *** ****** ******* ******
***** ******* ******* ** *** gathering ** aggregate learning, aptitudes, *** capacities ***** ******* hypothesis “perceive **** ****** *** associations *** resources **** ***** ******* ** expectation ** additions, ** *** ***** ** ******** efficiency *** ******** ******** ******* ***** * ******* illustration, * ****** insurance association **** ***** educational **** repayment ** ******* caretakers ** ** * ******** ** ***** ** ******* ****** ******* ** ****** ***** ** **** ** foresight **** ** *** *** **** **** ****** ******* ***** **** ***** ***** ******** ****** ** consideration *** ****** maintenance ***** * **** ** ***** ***** ** ******** **** ****** efficiency *** ******** ******
** conclusion, ***** *** ******** leadership ****** **** individuals *** **** ** ****** ** ***** ***** ** ******** ******* **** *** objectives *** ******* ** circumstances Leadership ******* coordinated ******* cooperation, *** ****** ** ** effective Individuals **** distinctive leadership ****** ** ******* ***** ** **** ** ** *** **** imperative ** consolidate ** assortment ** ****** ** acknowledge ** **** ******** ** ** organization *** ***** ******* ** leadership ** ****** ****** * Peltason, ***** ** *** ***** **** **** accurately, ****** *** ** extremely ******** ** guaranteeing *** achievement ** *** organization
REFERENCES
****** * ** * Peltason, * * ****** Government ** *** ******* *** ******** ** ******** National, ****** *** ***** government **** *** Englewood ******* ** Prentice-Hall
Crossman, * ****** Conceptualizing spiritual leadership ** ******* organizational ******** *** *** ******** ** transformational, ******* *** environmental leadership Leadership * Organization Development ******** ****** *******
Kendrick, * ****** Transformational leadership ******** individuals * ****** ******* Professional ******* ******* **
*** Porter-O’Grady * ***** ******* ****** ******* Leadership Advancing Innovation, Transforming ****** **** **** *** ***** * ******** Learning, ***Price: $20.00

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