Scholar, Practitioner and Leader

Scholar, Practitioner and Leader
Leadership and Management Weathi Logo
March 4, 2021

Scholar, practitioner and leader model is the one that I practiced throughout my doctoral program shaping up the leadership character that I currently hold. As a scholar I started to study about various leadership theories and after attaining theoretical knowledge about various leadership theories I started to apply that knowledge in my daily life while functioning as a leader in my organization. I studied various theories that include “great man theories , trait theories, behavioral theories, participative leadership theories, situational and contingency theories, and transactional/ transformational theories”. 

Great man theories propose that leadership is inherited from birth (Tulsian & Pandey, 2008).  The trait theories propose that leaders inherit some personalities and traits, which make them suitable for leadership. Contingency theories concentrate on specific variables correlated to the background that decides which leadership style is suitable for the circumstances. Leaders show a series of behavior in different circumstances (Lussier & Achua, 2010). Situational theories suggest that leaders make right judgment according to situational variables. Various leadership styles can be suitable for specific decision-making process (Smothers, 2011). Behavioral theories argue that leaders are not born but are made. In behavioral theories one looks at the behaviors of the leaders rather than internal qualities and mental states (Pierre, Hofinger, & Buerschaper, 2008). Participative management theories take opinion of others into account in decision-making process to achieve the task. The focus of transactional management theories are on the organization performance, supervision role, and the performance of group. These leadership theories are based on a reward and punishment system (Zilembo & Monterosso, 2008). These managerial theories are frequently used in business. Transformational (relationship) theories focus on leader-follower relations. Transformational leaders motivate followers by helping them to see the good and positive side of the task and to bring out their potential. Transformational leaders usually have high moral and ethical standards (Groves & Larocca, 2011).

After studying various leadership theories, initially I found transformational leadership style very appealing. Hence I adopted transformational leadership style and applied that leadership style in my organization. Later on I found all the enthusiasm and inspiration that I radiate is not working uniformly among employees of the organization. I came across learned helpless characters and employees who are only motivated by rewards and punishments.  This made me conclude that leaders should combine the best qualities of transformational and transactional leadership theories for the success of an organization. In practical life I found leaders using many theories combined for their success and that of the business success. In my career I am applying transformational leadership style to be a successful leader and transactional leadership styles to be an effective manager.

Reference:

Groves, K. S. & Larocca, M. A. (2011). An empirical study of leader ethical values, transformational and transactional leadership, and follower attitudes toward corporate social responsibility. Journal of Business Ethics, 103(4), 511-528. doi: 10.1007/s10551-011-0877-y

Lussier, R. N. & Achua, C. F. (2010). Leadership: Theory, application, and skill development (4th ed.). Mason, OH: South-Western Cengage Learning.

Pierre, M. S., Hofinger, G., & Buerschaper, C. (2008). Crisis management in acute care settings: Human factors and team psychology in a high stakes environment. New York: Springer Berlin Heidelberg.

Tulsian, P. C. & Pandey, V. (2008). Business organization and management. New Delhi: Dorling Kindersley.

Zilembo, M. & Monterosso, L. (2008). Nursing students’ perceptions of desirable leadership qualities in nurse preceptors: A descriptive survey. Contemporary Nurse: A Journal for the Australian Nursing Profession, 27(2), 194-206.


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