Ronald H. Humphrey. Effective Leadership: Theory, Cases and Applications. Thousand Oaks, CA: Sage, 2014, 480 pages, $86.00 paperback.

Abstract The evolution of leadership theory since the Industrial Revolution has been characterised by a shifting of focus from leaders’ qualities to the construction of effective leadership systems and methods. Transformational leadership, as one such theory, has gained traction in educational settings thanks both to its democratic principles and the applicability offered by its value profile modelling. A set of capacities are provided by the theory, with the intention of providing a toolkit for effective leadership which can be adopted by a range of leaders, thus avoiding the need for inherent leadership qualities. The theory continues to face charges of promoting despotism, however, and most importantly of lacking relevance to real-world settings. Through the reflective analysis of a university-based English for Academic Purposes pre-sessional course – a fixed-term, high-stress setting – a grounded assessment of the real-world applicability of transformational leadership theory can be conducted. It is proposed that such courses within the higher education sector pose specific challenges to leadership, due to time constraints, staff retention and pressures on student achievement. The scope for meaningfully engaging staff in structural processes is thus restricted and there is a clear need for an accessible theory which supports a democratic, pluralistic approach to leadership, such as transformational leadership. However, reflective analysis of the leadership methods employed on the course, and an assessment of their correlation to the principles of transformational leadership, reveals a deficit in real-world applicability of the theory and a failure to convincingly avoid the pitfalls of the cult of the leader.

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EXPLORATION OF ASIA LEADERSHIP THEORY: LOOKING FOR AN ASIAN ROLE IN THE FIELD OF LEADERSHIP THEORY

Journal of Leadership in Organizations ◽

10.22146/jlo.44599 ◽

2019 ◽

Vol 1 (1) ◽

Author(s):

C. Budi Santoso

Keyword(s):

Effective Leadership ◽

Cultural Influences ◽

Modern Society ◽

Leadership Theory ◽

Leadership Studies ◽

Local Leadership ◽

Western Influence ◽

Asian Leadership ◽

Asian Society ◽

Leadership Process

This study begins with the question of whether Western leadership theory is universal and where is Asia's contribution to this theory of leadership. Studies show that the theory of Asian leadership is local and influenced by the cultural influences of Asian local communities. Harmony and stability are the essences of Asian local culture. The leadership process is voluntary, collectivity, and is in a traditional or informal social structure. The effectiveness of traditional leadership is more concerned with aspects of guarding and achieving an atmosphere of harmony and stability. Furthermore, Western leadership theory is built from an organizational perspective that is competing to gain resources and maintain the organization's life. The West leadership process is mechanical, formal and transactional. Leadership effectiveness is the ability to win the competition and defend itself in a strong position in the competition. The differences in the approaches to Asian and Western leadership theory are in line with the concept of low-context and high-context perspective. This is also in line with the contingency approach for effective leadership. The study states that the position of Asian and Western leadership theory is the same, both groups of theories are on a practical level that emphasizes contextual conformity. The globalization paradigm has strengthened Western "influence" hegemony about effective leadership. However, this dominance will be temporary according to the human perspective or learning organization because of the contextual conformity. On the other hand, modern society has a stigma over the concept of Asian local leadership above. The things above reinforce the dim role of local Asian leadership in modern Asian society itself.

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Effective Leadership: Theory, Cases, and Applications

10.4135/9781544308524 ◽

2014 ◽

Cited By ~ 4

Author(s):

Ronald H. Humphrey

Keyword(s):

Effective Leadership ◽

Leadership Theory

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Efektivitas Kepemimpinan Kepala Sekolah Pada SMK Negeri 4 di Kota Jambi

Idarah (Jurnal Pendidikan dan Kependidikan) ◽

10.47766/idarah.v3i2.560 ◽

2019 ◽

Vol 3 (2) ◽

pp. 39-55

Author(s):

Istikomah Istikomah

Keyword(s):

School Leadership ◽

Effective Leadership ◽

Educational Institution ◽

Phenomenological Approach ◽

Leadership Theory ◽

Educational Institutions ◽

Educational Goals ◽

Effective School ◽

Qualitative Design ◽

Effective School Leadership

To achieve the educational goals required effective school leadership. Now, the development of leadership theory so innovative. By knowing the development of the principal's leadership implementation at SMK Negeri 4 Jambi City it is expected to present solutions in building effective leadership in educational institutions. The study was conducted at SMK Negeri 4 Jambi City using a qualitative design with a phenomenological approach. The focus of research consists of (1) the principal in carrying out his function as the leader of an educational institution; (2) achievement of school goals; and (3) factors that constrain the implementation of the principal's leadership.

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Overview of Path-Goal Leadership Theory

Jurnal Teknologi ◽

10.11113/jt.v64.2235 ◽

2013 ◽

Vol 64 (2) ◽

Author(s):

Alanazi, Talal Ratyan ◽

Bandar Khalaf ◽

Amran Rasli

Keyword(s):

Effective Leadership ◽

Leadership Theory ◽

Theory Testing ◽

Goal Theory ◽

Empirical Tests ◽

And Performance ◽

Contingency Approach

The role of leadership is very important, and it can affect the ecology of their organizations, business and employees. Effective Leadership can affect the subordinate satisfaction, motivation and performance. This study focuses on Path-Goal theory which is categorized under contingency approach. The theory proposed that the behavior of leaderships can be exercised in different situations and times by the same leader. Many studies have been conducted to test and verify the theory. In spite of the appealing nature of the path-goal theory, the empirical tests were difficult. The different ways for constructing the theory explain clearly some of the contradictions in theory testing. However, the fundamental empirical researches conducted to test the path-goal theory have proposed a necessity for further refinement for the path-goal theory.

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Towards a theory of being-centered leadership: Multiple levels of being as context for effective leadership

Human Relations ◽

10.1177/0018726709346380 ◽

2009 ◽

Vol 62 (11) ◽

pp. 1667-1696 ◽

Cited By ~ 74

Author(s):

Louis Fry ◽

Mark Kriger

Keyword(s):

Leadership Development ◽

Effective Leadership ◽

Physical World ◽

Current Theory ◽

Leadership Theory ◽

Future Research ◽

The World ◽

Multiple Levels

This article proposes and develops a theory of leadership that utilizes five levels of being as context for effective leadership: 1) the physical world; 2) the world of images and imagination; 3) the level of the soul; 4) the level of the Spirit; and 5) the non-dual level. We first explore how each of the five levels of being provides a means for advancing both the theory and the practice of leadership. Second, we utilize these five levels to create the foundation for a theory of leadership based on being that goes beyond current theory which emphasizes having and doing — either having appropriate traits and competencies or doing appropriate actions depending on the situation. We present propositions for future research as we discuss each of the five levels of being. Finally, we discuss implications for leadership development and future research that arise from such a being-centered leadership theory.

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