Relationship Between The Workplace Spirituality And Leadership Effectiveness Education Essay

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This journal focuses on the study done on 1,510 teachers of secondary schools using questionnaires to investigate the relationship between the workplace spirituality and leadership effectiveness. The result of the study were in accordance with the significant role spirituality plays in leadership development and its effectiveness. How the leadership practices explain the variance in teachers' satisfaction and the performance of the department is also taken care of in this journal.

I agree to the point posted in the journal that spirituality might make leaders effective in gaining credibility. When one follows his conscience and follows ones spirit he or she can perform in a more meaningful way and serve the community better. The willingness to work in the benefit of all takes a longer stride, when one finds out the true purpose of oneself on the earth.

2.Bloom, C. M. Journal of Case Studies in Education. Leadership effectiveness and instructional supervision: the case of the failing twin. Texas Southern University. Retrieved on April 17, 2011 from http://aabri.com/manuscripts/09289.pdf

This is a case study which examines the leadership practices of an effective versus an ineffective elementary school principal. The major issue raised is the instructional role of a leader. The study revolves around a principal and two fourth grade teachers, each teaching one set of identical twins. One twin starts to fail and her parent brings up the issue which results in reflection by the principal on the rising grudge among the teachers for the principal. The principal suffers a lot of criticism from the parent as well as the staff. The introspections results in a discovery of lack of communication and neglect of instructions and guidelines by the principal.

To an effective leader, it is strongly recommended that he or she should be able, to cater and control the requirements of their followers at the same time. Merely creating positive atmosphere does not ascertain high performance but the expectations should be set right and communicated properly.

3.Gedney, Christine.R. (1999). LEADERSHIP EFFECTIVENES AND GENDER. Retrieved on April 18, 2011 from http://www.au.af.mil/au/awc/awcgate/acsc/99-061.pdf

The author summarizes the qualities to be possessed by an effective leader. Christine displays her dissatisfaction on the way various members of the society connect women, to leadership. She proclaims that women do not belong in the military and are ill-perceived in leadership positions. She laments that the only reason why women are in the service is because of the civilian political pressures. The author presents data on females being rated higher on transformational leadership style than males. As a part of the conclusion the researcher shows hope through her paper. She has provided food for thought for the upcoming leaders who may not be inclined to gender bias and reward and acknowledge the leadership abilities of women in U.S. military.

The writer has left a question on full and equal access to top positions to both our men and women in uniform for analysis. I could get an insight on the perceived gender bias in military through this paper. Women are certainly as effective leaders as men and they must be given equal recognition. To turn out as a good leader, I will certainly make sure that no gender inequity happens from my side and I am able to usher equal opportunities of work and leadership to all.

4.Gilley, Ann, McMillan, Heather S. & Gilley, Jerry W (2009). Entrepreneur. Journal of Leadership & Organizational Studies. Organizational change and characteristics of leadership effectiveness. Retrieved on April 17, 2011 from http://www.entrepreneur.com/tradejournals/article/205746070.html

The authors of this journal examine the behaviors and characteristics of leader's effectiveness. The leader can drive change if he or she has whatever it takes to be an exemplary individual. The study done in this journal comes up with some of the characteristics like ability to motivate, communicate and build teams, as the key predictor's of successful implementation of organizational change.

Work environment is affected by the behavior of the leaders and they are the change agents so they should be able to manage the changes regularly. Going through the facts and reports and the study of various scholars, I am convinced that communicating effectively and creating optimistic environment rules out any frustration and feeling of hopelessness while implementing changes. If a manger knows his tools well, he can encourage the subordinates to respond with maximum zeal to a change and still work in the best way possible.

5.Leblanc. R.Kenny. Leadership Effectiveness. Application of Traditional Leadership Theories in Third World Countries. Retrieved on April 18, 2011 from http://assegid.com/Proleadership/documents/Leadership%20Effectiveness.pdf

Leadership models have been changing, as researched by the writer. He finds that the new style of leadership that has gained mass appeal is far beyond transformational and authoritative. It is the servant leadership. In this paper the author delves into the customization and the tweaking needed in leadership styles to suite the requirements of the third world countries.

This article helped me know the theories of Hofstede's cultural studies. There is a genuineness and honesty in the belief that leadership is a means and not an end to any goals. To achieve set targets as the Hoftstede's research suggest, leaders should ensure that all the employees have the capability, the tools and the support to fulfill their responsibilities.

6.PRC. Peter Rock Consulting Inc. Corporate Leadership Development. Retrieved on April 18, 2011 from http://www.peter-rock.com/LeadershipEffectiveness.html

This article reveals that the greatest hallmark for successful business can be effective leadership so there is a significant role of this facet of leadership. It states leadership effectiveness is as dynamic as leadership. There are five steps listed which can bring success to any enterprise through effective leadership. The main points that are considered are promotion of right people, linking of behavior and success, acting on the gaps, developing people and relationships and exercising courage.

I am enlightened by the last point that is exercising courage as the first four points require guts and patience while working with people of diverse mindsets. If one can implement the changes and build relationships in the right manner with full confidence, he will surely act as a beacon of light whom all can follow.

7.Rukmani, K., Ramesh, M. & Jayakrishnan, J. (2010). European Journal of Social Sciences- Volume 15, Number 3,1-6. Effect of Leadership Styles on Organizational Effectiveness. Retrieved on April 17, 2011 from http://www.eurojournals.com/ejss_15_3_07.pdf

The study in this journal encompasses the transformational and transactional leadership style of effective leadership from the organizational perspective. The research was done on the leadership style of mangers working in public sector companies in Tamil Nadu, India.

The result of the study lays emphasis on the transformational leadership style. Morality and motivation are the key elements that act as the guiding force between leaders and followers, as suggested in this article. From this paper I learn that besides rationale, emotions and values are to be dealt equally when seeking a reliable and long lasting leadership.

8.Upadhyay, Dipesh (2007). The Journal of Nepalese Business Studies. Vol. IV No.1,105-109.

Leadership Effectiveness in Nepalese Service Organizations. Retrieved on April 18, 2011 from http://www.nepjol.info/index.php/JNBS/article/view/1035/1050

This paper outlines five independent variables like vision, communication, empowerment, task or relationship orientation and locus control scales, which act as substantial effectiveness, determining requirements of leadership. The journal comes in the light of the moderate level of effectiveness in Nepal. Dipesh considers underutilization of these various measures as the cause of the limited scope of and availability of good leaders.

The research emphasizes the need of written vision statements, empowerment, need of good interpersonal relationship and excellent communication skills. I surely will keep a strong vision statement in my future endeavors and work on communication skills. Since I am a part of network which constitutes a good number people of my filed I am on my way to building strong interpersonal relationships which can help me take risky shots in future.

9.Viriyavidhayavongs, Vinai & Jiamsuchon, Satita. The Relationship between Emotional Quotient (EQ) and Leadership Effectiveness in Life Insurance Business Organizations. Retrieved on April 19, 2011 from http://www.journal.au.edu/abac_journal/2001/may01/relationship.pdf.

"IQ accounts for 20 percent success on the job, EQ was shown to account for 80 percent" - This is the result the journal authors bring forth for discussion. They arrived at these figures by questioning the managers of life insurance companies. They found that variance existed between managers and senior managers but the EQ level of supervisors and managers was same. Since a moderate level of EQ was shown by most of the managers and some of them lacked effectiveness, it was recommended to provide them with adequate training to enhance their emotional sensitivity.

I abide by the Bradford's analysis that a successful leader not only has the ability to motivate, control, and coordinate subordinates but also brings them into the decision process. The leader's effectiveness is associated with drive, motivation, honesty/integrity, self-confidence, intelligence and emotional intelligence, all of which can be developed through experience, training and analysis.

10.Yusof, Aminuddin & Shah, P.M. (2008). International Bulletin of Business Administration. EuroJornals, Inc. Transformational Leadership and Leadership Substitutes in Sports: Implications on Coache's Job Satisfaction. Retrieved on April 17, 2011 from http://www.eurojournals.com/IBBA_3_03.pdf

This study examined the extent to which situational variables moderate the relationship between transformational leadership behaviors and coache's job satisfaction at NCAA Division III institutions. The study was conducted on a sample of 308 coaches. Variables such as coaching ability, organizational formalization and group cohesion acted as leadership neutralizer. Transformational leadership has indirect impact and is moderately effective in the presence of the substitutes.

Transformational leadership style has obtained a strong place as compared to the transactional style but to retain its effectiveness one has to study various neutralizing factors and substitutes. While implementing or assessing transformational way of management in sport settings, the substituting variables should be accounted, otherwise the results could be misleading.

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