Purpose The purpose of this assignment is to engage you in a thoughtful analysis (and reflection) of a leader and/or leadership in your own organization to increase your awareness of leaders and how...

Purpose
The purpose of this assignment is to engage you in a thoughtful analysis (and reflection) of a leader and/or leadership in your own organization to increase your awareness of leaders and how leadership is being practiced in the context of an organisation.
Process:
You will select and analyse a leader in your cu
ent or a previous organisational context. The selected leader does not have to be in a formal position of authority. Please retain notes of your analysis of both your individual and the leader to compile and present in an appendix to this essay ( appendix not included in the word count).
POV: You are working in an import organization (From Thailand to Australia)
All applicable approaches to leadership should be identified.
The essay should be 1000 words (excluding references or appendices), and address: 4-5 references required
– How I understand my individual and the leader versus the approaches to leadership studied up to week 5 using relevant theories/models and;
– What recommendations do I have for my own leadership development, the leader and the organisation?
All essays should maintain individual anonymity of the leader being observed. It is strongly recommended that as various leadership approaches are considered in class, you need to develop a list of the behaviours/factors to be analysed with a
ief definition and a space to record notes about the analysis, your reflection based on analysis of your own leadership review, and your recommendations for yourself, your leader and the organisation.

Assignment 1: Leadership
Observation & Analysis Essay
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FINAL GRADE
23/25
Assignment 1: Leadership Observation & Analysis Essay
GRADEMARK REPORT
GENERAL COMMENTS
Instructo
A voice comment was left for this paper.
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Comment 1
You might like to take a look at trust and distrust they have different drivers?
Why?
Why? Where is this argued in the document that such a conclusion can be made?
Additional Comment
If this relates to the cu
ent crisis then feel free to link this?
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Comment 2
Any elements of the theory more relevant than others?
LMX theory link?
Is this explained through LMX dyad analysis??
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Comment 3
See authenticity behavioural consistency issues
^
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Insert word:
LMX on interaction analysis perhaps?
Does LMX have anything to offer here also
Comment 4
Does this lead tout groups I wonder?
LMX theory link?
Is this explained through LMX dyad analysis??
Word?
Word not co
ect
Citation Needed
Cite Source:
Please use the link below to find links to information regarding specific citation styles:
http:
www.plagiarism.org/plag_article_citation_styles.html
Transformational leadership link
Link to transformational leadership?
Power of leader linkage?
Link this to the power of the leade
s?
Comment 5
Does this relate to the increased number of direct reports I wonder- see observations
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RUBRIC: XXXXXXXXXXREPORT 1
CONTEXTUALIS (10%)
HIGH DISTINCTION
(85)
DISTINCTION
(75)
CREDIT
(65)
PASS
(50)
UNSATISFACTORY
(40)
CRIT THINK (40%)
HIGH DISTINCTION
(85)
DISTINCTION
(75)
CREDIT
(65)
PASS
(50)
UNSATISFACTORY
(40)
ARGUMENTATION (30%)
HIGH DISTINCTION
(85)
DISTINCTION
(75)
CREDIT
(65)
PASS
(50)
79 / 85
85 / 85
Does the Introduction give an adequate contextualisation of what follows?
Excellent grasp of issues involved in the contextualisation; shows high level of
intellectual sophistication.
Good grasp of issues involved in the contextualisation; shows significant level of
intellectual sophistication.
Sound grasp of issues involved in the contextualisation; shows acceptable level of
intellectual sophistication.
Acceptable grasp of issues involved in the contextualisation; shows a level of
intellectual sophistication.
Grasp of issues involved in the contextualisation absent; shows no level of
intellectual sophistication.
75 / 85
Demonstrated critical thinking and analysis skills.
Demonstrated critical thinking and analysis skills.
Well developed critical thinking and analytical skills.
Some evidence of critical thinking and analytical skills, but a dominant tendency to
describe.
Merely described the issue under examination.
Merely regurgitated information.
85 / 85
Logical argumentation.
A sustained coherent and logical line of argument.
A coherent line of argument but not thoroughly sustained.
Relatively coherent line of argument but still difficult to understand in some
sections.
Argument poorly constructed with some coherence.
UNSATISFACTORY
(40)
RESEARCH (10%)
HIGH DISTINCTION
(85)
DISTINCTION
(75)
CREDIT
(65)
PASS
(50)
UNSATISFACTORY
(40)
REFERENCING (10%)
HIGH DISTINCTION
(85)
DISTINCTION
(75)
CREDIT
(65)
PASS
(50)
UNSATISFACTORY
(40)
Disjointed, poorly structured. Disconnected paragraphs.
75 / 85
Extensive valid research of scholarly literature, even beyond the requirements.
Overall, good amount of valid research/ analysis of scholarly literature.
Relatively good amount of valid research/ analysis of scholarly literature.
Limited amount of valid research/ analysis of scholarly literature.
Very little or no evidence of research in the work.
75 / 85
Identified and referenced accurately all sources used.
Identified and referenced most of the sources used.
Identified and referenced many of the sources used.
Not consistently referenced.
Very little or no referencing; inco
ect referencing.

No Slide Title
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Transformational Leadership
Chapter 8
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Northouse, Leadership 8e. © SAGE Publications, 2019.
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Overview
Transformational Leadership (TL) Perspective
A Model of Transformational Leadership
Transformational Leadership Factors
Full Range of Leadership Model
The Additive Effects of TL
Other Transformational Leadership Perspectives
How Does the Transformational Approach Work?
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Northouse, Leadership 8e. © SAGE Publications, 2019.
3
Transformational Leadership
Description
Process--TL is a process that changes and transforms individuals, both leaders and followers.
Influence--TL involves an exceptional form of influence that moves followers to accomplish more than what is usually expected.
Core elements--TL is concerned with emotions, values, ethics, standards, and long-term goals.
Encompassing approach--TL describes a wide range of leadership influence where followers and leaders are bound together in the transformation process.
4
Northouse, Leadership 8e. © SAGE Publications, 2019.
4
Types of Leadership Defined (Burns, 1978)
5
TRANSACTIONAL
Focuses on the
exchanges
that occu
etween leaders
and their followers
TRANSFORMATIONAL
Process of
engaging with others
to create a connection that increases
motivation and morality in both the leader and the followe
Focuses on the
leader’s
own interests rather than the interests of his or her followers
PSEUDO-TRANSFORMATIONAL
Northouse, Leadership 8e. © SAGE Publications, 2019.
5
Types of Leadership Defined
(Burns, 1978)
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TRANSACTIONAL
Focuses on the
exchanges
that occu
etween leaders
and their followers
No new taxes = votes
Turn in assignments = grade
Surpass goals = promotion
The exchange dimension is so common that you can observe it at all walks of life.
Northouse, Leadership 8e. © SAGE Publications, 2019.
6
Types of Leadership Defined
(Burns, 1978)
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Leaders who are
    transforming but in a     negative way
    self-consumed,     exploitive; power-    oriented, with     warped moral values
Includes leaders like
Adolph Hitler
Saddam Hussein
PSEUDOTRANSFORMATIONAL
Focuses on the
leader’s
own interests rather than the interests of his or her followers
Northouse, Leadership 8e. © SAGE Publications, 2019.
7
Pseudotransformational
(Christie, Barling, & Turner, 2011)
Four experimental studies => model of pseudotransformational leadership
Self-serving
Unwilling to encourage independent thought in followers
Exhibits little general caring for others
Uses inspiration and appeal to manipulate followers for his or her own ends
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Northouse, Leadership 8e. © SAGE Publications, 2019.
Types of Leadership Defined Burns (1978)
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TRANSFORMATIONAL
Process of
engaging with others
to create a connection
that increases
motivation
and morality in both the
leader and the followe
Leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential.
Mohandas Gandhi raised the hopes and demands of millions of his people and in the process was changed himself.
Ryan White raised people’s awareness about AIDS.
Northouse, Leadership 8e. © SAGE Publications, 2019.
9
Transformational Leadership and Charisma
Definition
Charisma--A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader (Weber, 1947).
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Charismatic Leadership Theory (House, 1976)
Charismatic leaders act in unique ways that have specific charismatic effects on their followers.
Northouse, Leadership 8e. © SAGE Publications, 2019.
10
Theory of Charismatic Leadership
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(House, 1976)
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Table 8.1: Personality Characteristics, Behaviors, and Effects on Followers of Charismatic Leadership
Theory of Charismatic Leadership
(Shamir, House, & Arthur, 1993)
Later Studies
Charismatic Leadership:
Transforms follower’s self-concepts; tries to link identity of followers to collective identity of the organization
Forge this link by emphasizing intrinsic rewards and de-emphasizing extrinsic rewards
Throughout process, leaders
express high expectations for followers
help followers gain sense of self-confidence and self-efficacy
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Northouse, Leadership 8e. © SAGE Publications, 2019.
12
Model of Transformational Leadership (Bass, 1985)
Expanded and refined version of work done by Burns and House. It included
More attention to followers’ rather than leader’s needs
Suggested TL could apply to outcomes that were not positive
Described transactional and transformational leadership as a continuum
Extended House’s work by
Giving more attention to emotional elements and origins of charisma
Suggested charisma is a necessary but not sufficient condition for TL
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Northouse, Leadership 8e. © SAGE Publications, 2019.
13
Model of Transformational Leadership
TL motivates followers beyond the expected by
aising consciousness about the value and importance of specific and idealized goals
transcending self-interest for the good of the team or organization
addressing higher level needs
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Northouse, Leadership 8e. © SAGE Publications, 2019.
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Figure 8.1: Leadership Continuum From Transformational to Laissez-Faire Leadership
Transformational Leadership Factors
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Northouse, Leadership 8e. © SAGE Publications, 2019.
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Table 8.2: Leadership Factors
Full Range of Leadership Model
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Northouse, Leadership 8e. © SAGE Publications, 2019.
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Figure 8.2: Full Range of Leadership Model with Legend
Transformational Leadership Factors: The 4 Is
Idealized Influence
Acting as strong role models
High standards of moral and ethical conduct
Making others want to follow the leader’s vision
Inspirational Motivation
Communicating high expectations
Inspiring followers to commitment and engagement in shared vision
Using symbols and emotional appeals to focus group     members to achieve more than self-interest
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Northouse, Leadership 8e. © SAGE Publications, 2019.
Transformational Leadership Factors: The 4 Is
Intellectual Stimulation
Stimulating followers to be creative and innovative
Challenging their own beliefs and valuing those of leader and organization
Supporting followers to
Try new approaches
Develop innovative ways of dealing with organization issues
Individualized Consideration
Listening carefully to the needs of followers
Acting as coaches to assist followers in becoming fully actualized
Helping followers grow through personal challenges
For example, showing optimism helps employees become more engaged in their work