The Leadership Process: Readings, Self-Assessments And Applications

Gwyndolyn Nunnelee

MG401 Final

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Leadership is defined as the interaction between 2 or more of a group involved in a situation, where a relationship exists as one member emerges as leader for the purpose of group goal attainment (Pierce & Newstrom, 2011). Leadership is context in which members identify the needs of a situation, the expectations, the goal to be achieved, and the emergence of one member that differentiates from the norm of the group, and provides some level of influence over others to direct the group to a new outcome, typically goal attainment (Pierce & Newstrom, 2011). Leadership is the development of relationships between members of a group, and is a dynamic both physiological and sociological in nature in which members

J. (1941). A Study of the Leadership Process. American Sociological Review 6. Leaders & The Leadership Process : Readings, Self-Assessments & Applications. (6th ed.). USA: McGraw-Hill.

Pierce, J. L., & Newstrom, J. W. (2011). Leaders & The Leadership Process: Readings, Self-Assessments & Applications. (6th ed.). USA: McGraw-Hill.

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There are multiple traits that leaders exhibit which differentiate them from non leaders. Leaders typically possess confidence, charisma, the ability to use charisma in order to influence or persuade, and typically, traits common to leaders are self confidence, motivation, drive, ability, knowledge, and the desire to lead (Pierce & Newstrom, 2011). These traits are important differentiators, because they set leaders apart, and promote trust and confidence among followers (Pierce & Newstrom, 2011). Self confidence, ability, and knowledge are important because they help establish authority and develop trust relationships important in the leadership process (Pierce & Newstrom, 2011). Motivation, drive and the desire to lead set leaders apart from followers because they can be used to motivate followers towards the leaders vision and goals (Pierce & Newstrom,

Davis was recalled as governor due to poor leadership while in office. During California’s energy crisis, Davis was accused of not taking action until the state was in crisis situations, misappropriating funds, corruption, making cut-backs of public safety sectors, and increasing taxation and state fees to account for misspending. In the situation of the energy crisis, Davis clearly was not a leader that was effective. If I was in Davis’s position, I would have used path-goal theory ( Pierce & Newstrom, 2011) in general, focusing on the needs of California residents and adopted a situational approach when the state started being affected by contributing factors that were creating the state to experience issues, readjusting the path and necessary activities to remedy the energy issues that the state faced. Davis also not acting as an ethical leader, and leadership was dysfunctional as he was self serving and greedy (Pierce & Newstrom, 2011) by misappropriating funds, taking kickbacks, and raising state taxes. I would have supported the recall, and elected to have a leader that was transparent and demonstrated leadership traits such as ability, knowledge, and drive, and perhaps someone with expert power in order to repair some of the damage done (Pierce & Newstrom, 2011). I would have also adopted the attitude of a transformational leader, encouraging other state officials to work