sample research paper on effective leadership

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Journal of Knowledge Management

ISSN : 1367-3270

Article publication date: 29 May 2020

Issue publication date: 17 June 2020

This paper aims to investigate how the relationships between different leadership approaches and organizational learning have been examined in the literature, from which future research areas can be recommended.

Design/methodology/approach

This systematic literature review applies matrix method to examine major literature in leadership and organizational learning. A total of 57 peer-reviewed English publications from 45 journals were selected and analyzed.

The synthesis of these empirical studies revealed as follows: the relationship between leadership and organizational learning has been mostly quantitatively investigated in many countries and sectors; multiple leadership styles have been identified to ameliorate processes, levels and capabilities of organizational learning and transformational leadership still remains the most commonly used style; there are mediating mechanism and boundary conditions in the relationship between leadership and organizational learning.

Research limitations/implications

The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may have not been included.

Practical implications

This review offers an overall picture of the existing knowledge of organizational learning and leadership that will be fruitful for practitioners to understand and replicate these concepts.

Originality/value

There are little systematic literature reviews on the relationship between leadership and organizational learning. This paper is among the first systematic reviews to analyze how leadership has been associated with organizational learning and provide potential research directions.

• Organizational learning
• Leadership styles

Do, T.T. and Mai, N.K. (2020), "Review of empirical research on leadership and organizational learning", Journal of Knowledge Management , Vol. 24 No. 5, pp. 1201-1220. https://doi.org/10.1108/JKM-01-2020-0046

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Copyright © 2020, Emerald Publishing Limited

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Leadership Research Paper

This sample leadership research paper features: 7900 words (approx. 26 pages), an outline, and a bibliography with 38 sources. Browse other research paper examples for more inspiration. If you need a thorough research paper written according to all the academic standards, you can always turn to our experienced writers for help. This is how your paper can get an A! Feel free to contact our writing service for professional assistance. We offer high-quality assignments for reasonable rates.

I. Introduction

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II. Leadership Defined

III. The Trait Approach to Leadership

IV. What Do Leaders Do? The Behavioral Approach

V. Situational Approaches to Leadership

VI. Contingency Theories of Leadership

VII. Leader-Member Exchange Theory

VIII. Charismatic and Transformational Leadership

IX. Leader Emergence and Transition

X. Leadership Development

XI. Summary

XII. Bibliography

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Introduction

There are few things more important to human activity than leadership. Most people, regardless of their occupation, education, political or religious beliefs, or cultural orientation, recognize that leadership is a real and vastly consequential phenomenon. Political candidates proclaim it, pundits discuss it, companies value it, and military organizations depend on it. The French diplomat Talleyrand once said, “I am more afraid of an army of 100 sheep led by a lion than an army of 100 lions led by a sheep.” Effective leadership guides nations in times of peril, promotes effective team and group performance, makes organizations successful, and, in the form of parenting, nurtures the next generation. Winston Churchill, the Prime Minister of Great Britain during World War II, was able to galvanize the resolve of his embattled people with these words: “I have nothing to offer but blood, toil, tears, and sweat.” When leadership is missing, the effects can be equally dramatic; organizations move too slowly, stagnate, and often lose their way. The League of Nations, created after the World War I, failed to meet the challenges of the times in large part because of a failure to secure effective leadership. With regard to bad leaders, Kellerman (2004) makes an important distinction between incompetent leaders and corrupt leaders. To this we might also add leaders who are “toxic.” Bad leadership can perpetuate misery on those who are subject to its domain. Consider the case of Jim Jones, the leader of the Peoples Temple, who in 1978 ordered the mass suicide of his 900 followers in what has been called the Jonestown Massacre, or the corrupt leadership of Enron and Arthur Anderson that impoverished thousands of workers and led to the dissolution of a major organization. These examples remind us that there are many ways in which leadership can fail.

Leadership Defined

When you think of leadership, the ideas of power, authority, and influence may come to mind. You may think of the actions of effective leaders in accomplishing important goals. You may think of actual people who have been recognized for their leadership capabilities. Dwight D. Eisenhower, 34th president of the United States, defined leadership as “the ability to decide what is to be done, and then to get others to want to do it.” Leadership can be defined as the ability of an individual to influence the thoughts, attitudes, and behavior of others. It is the process by which others are motivated to contribute to the success of the groups of which they are members. Leaders set a direction for their followers and help them to focus their energies on achieving their goals. Theorists have developed many different theories about leadership, and although none of the theories completely explains everything about leadership, each has received some scientific support. Some of the theories are based on the idea that there are “born leaders” with particular traits that contribute to their ability to lead. Other theories suggest that leadership consists of specific skills and behaviors. Some theories take a contingency approach that suggests that a leader’s effectiveness depends on the situation requiring leadership. Still other theories examine the relationship between the leader and his or her followers as the key to understanding leadership. In this research paper, we examine these various theories and describe the process of leadership development.

The Trait Approach to Leadership

Aristotle suggested that “men are marked out from the moment of birth to rule or be ruled,” an idea that evolved into the Great Person Theory. Great leaders of the past do seem different from ordinary human beings. When we consider the lives of Gandhi or Martin Luther King, Jr., it is easy to think of their influence as a function of unique personal attributes. This trait approach was one of the first perspectives applied to the study of leadership and for many years dominated leadership research. The list of traits associated with effective leadership is extensive and includes personality characteristics such as being outgoing, assertive, and conscientious. Other traits that have been identified are confidence, integrity, discipline, courage, self-sufficiency, humor, and mystery. Charles de Gaulle described this last trait best when he noted that “A true leader always keeps an element of surprise up his sleeve, which others cannot grasp but which keeps his public excited and breathless.”

Another trait often attributed to effective leaders is intelligence. However, intelligence is a two-edged sword. Although highly intelligent people may be effective leaders, their followers may feel that large differences in intellectual abilities mean large differences in attitudes, values, and interests. Thus, Gibb (1969) has pointed out that many groups prefer to be “ill-governed by people [they] can understand” (p. 218). One important aspect of intelligence that does predict leader effectiveness is emotional intelligence, which includes not only social skills but strong self-monitoring skills, which provide the leader with feedback as to how followers feel about the leader’s actions.

Finally, personal characteristics such as attractiveness, height, and poise are associated with effective leadership. After decades of research, in which the list of traits grew dramatically, researchers realized that the same person could be effective in one context (Winston Churchill as war leader) but ineffective in another context (Winston Churchill, who was removed from office immediately after the war was over). The failure of this approach to recognize the importance of the situation in providing clear distinctions between leaders and followers with regard to their traits caused many scientists to turn their attention elsewhere. However, theorists using more sophisticated methodological and conceptual approaches have revived this approach. Zaccaro (2007) suggests that the revival of the trait approach reflects a shift away from the idea that traits are inherited, as suggested in Galton’s 1869 book Hereditary Genius, and focuses on personal characteristics that reflect a range of acquired individual differences. This approach has three components. First, researchers do not consider traits as separate and distinct contributors to leadership effectiveness but rather as a constellation of characteristics that, taken together, make a good leader.

The second component broadens the concept of trait to refer not only to personality characteristics but also to motives, values, social and problem-solving skills, cognitive abilities, and expertise. For example, in a series of classic studies, McClelland and his colleagues (see McClelland & Boyatzis, 1982) identified three motives that contribute to leadership. They are the need for achievement, the need for power, and the need for affiliation. In their work, leader traits are not attributes of the person but the basis for the leader’s behavior. The need for achievement is manifested in the desire to solve problems and accomplish tasks. In the words of Donald McGannon, “Leadership is action, not position.” The need for power is evident in the desire to influence others without using coercion. As Hubert H. Humphrey once said, “Leadership in today’s world requires far more than a large stock of gunboats and a hard fist at the conference table.” The final motive, need for affiliation, can be a detriment to effective leadership if the leader becomes too concerned with being liked. However, it can provide positive results from the satisfaction a leader derives in helping others succeed. Lao Tse once wrote, “A good leader is a catalyst, and though things would not get done well if he weren’t there, when they succeed he takes no credit. And because he takes no credit, credit never leaves him.”

The third component of this new approach focuses on attributes that both are enduring and occur across a variety of situations. For example, there is strong empirical support for the trait approach when traits are organized according to the five-factor model of personality. Both extraversion and conscientiousness are highly correlated with leader success and, to a lesser extent, so are openness to experience and the lack of neuroticism.

What Do Leaders Do? The Behavioral Approach

Three major schools of thought—the Ohio State Studies, Theory X/Y (McGregor, 1960), and the Managerial Grid (Blake & Mouton, 1984)—have all suggested that differences in leader effectiveness are directly related to the degree to which the leader is task oriented versus person oriented. Task-oriented leaders focus on the group’s work and its goals. They define and structure the roles of their subordinates in order to best obtain organizational goals. Task-oriented leaders set standards and objectives, define responsibilities, evaluate employees, and monitor compliance with their directives. In the Ohio State studies this was referred to as initiating structure, whereas McGregor (1960) refers to it as Theory X, and the Managerial Grid calls it task-centered. Harry S. Truman, 33rd president of the United States, once wrote, “A leader is a man who can persuade people to do what they don’t want to do, or do what they’re too lazy to do, and like it.” Task-oriented leaders often see their followers as undisciplined, lazy, extrinsically motivated, and irresponsible. For these leaders, leadership consists of giving direction, setting goals, and making unilateral decisions. When under pressure, task-oriented leaders become anxious, defensive, and domineering.

In contrast, person-oriented leaders tend to act in a warm and supportive manner, showing concern for the well-being of their followers. Person-oriented leaders boost morale, take steps to reduce conflict, establish rapport with group members, and provide encouragement for obtaining the group’s goals. The Ohio State studies referred to this as consideration, the Managerial Grid calls this country club leadership, and McGregor uses the term Theory Y. Person-oriented leaders see their followers as responsible, self-controlled, and intrinsically motivated. As a result, they are more likely to consult with others before making decisions, praise the accomplishment of their followers, and be less directive in their supervision. Under pressure, person-oriented leaders tend to withdraw socially.

Leadership effectiveness can be gauged in several ways: employee performance, turnover, and dissatisfaction. As you can see in Table 68.1, the most effective leaders are those who are both task and person oriented, whereas the least effective leaders are those who are neither task nor person oriented. A recent meta-analysis found that person-oriented leadership consistently improves group morale, motivation, and job satisfaction, whereas task-oriented leadership only sometimes improves group performance, depending on the types of groups and situations.

In thinking about what leaders do, it is important to distinguish between leadership and management. Warren Bennis (1989) stated, “To survive in the twenty-first century, we are going to need a new generation of leaders— leaders, not managers.” He points out that managers focus on “doing things right” whereas leaders focus on “doing the right things.” Table 68.2 provides a comparison of the characteristics that distinguish a leader from a manager. As you look at the list, it is clear that a person can be a leader without being a manager and be a manager without being a leader.

Situational Approaches to Leadership

The Great Person theory of leadership, represented by such theorists as Sigmund Freud, Thomas Carlyle, and Max Weber, suggests that from time to time, highly capable, talented, charismatic figures emerge, captivate a host of followers, and change history. In contrast to this, Hegel, Marx, and Durkheim suggest that there is a tide running in human affairs, defined by history or the economy, and that leaders are those who ride the tide. The idea of the tide leads us to the role of situational factors in leadership. For example, Perrow (1970) suggests that leadership effectiveness is dependent upon structural aspects of the organization. Longitudinal studies of organizational effectiveness provide support for this idea. For example, Pfeffer (1997) indicated that “If one cannot observe differences when leaders change, then what does it matter who occupies the positions or how they behave?” (p. 108). Vroom and Jago (2007) have identified three distinct roles that situational factors play in leadership effectiveness. First, organizational effectiveness is not strictly a result of good leadership practices. Situational factors beyond the control of the leader often affect the outcomes of any group effort. Whereas leaders, be they navy admirals or football coaches, receive credit or blame for the activities of their followers, success or failure is often the result of external forces: the actions of others, changing technologies, or environmental conditions. Second, situations shape how leaders act. Although much of the literature on leadership has focused on individual differences, social psychologists such as Phil Zimbardo, in his classic Stanford Prison Experiment, and Stanley Milgram, in his studies of obedience, have demonstrated how important the situation is in determining behavior. Third, situations influence the consequences of leader behavior. Although many popular books on leadership provide a checklist of activities in which the leader should engage, most of these lists disregard the impact of the situation. Vroom and Jago (2007) suggest that the importance of the situation is based on three factors: the limited power of many leaders, the fact that applicants for leadership positions go through a uniform screening process that reduces the extent to which they differ from one another, and whatever differences between them still exist will be overwhelmed by situational demands. If all of these factors are present, it is probably true that the individual differences between leaders will not significantly contribute to their effectiveness. Nevertheless, in most of the situations in which leaders find themselves, they are not that powerless and their effectiveness is mostly a result of matching their skills with the demands of the situation, which brings us to a discussion of contingency theories.

Contingency Theories of Leadership

One of the first psychologists to develop a contingency approach to leadership effectiveness was Fred Fiedler (1964, 1967), who believed that a leader’s style is a result of lifelong experiences that are not easy to change. With this in mind, he suggested that leaders need to understand what their style is and to manipulate the situation so that the two match. Like previous researchers, Fiedler’s idea of leadership style included task orientation and person orientation, although his approach for determining a leader’s orientation was unique. Fiedler developed the least-preferred coworker (LPC) scale. On this scale, individuals rate the person with whom they would least want to work on a variety of characteristics. Individuals who rate their LPC as uniformly negative are considered task oriented, whereas those who differentiate among the characteristics are person oriented. The second part of his contingency theory is the favorableness of the situation. Situational favorability is determined by three factors: the extent to which the task facing the group is structured, the legitimate power of the leader, and the relations between the leader and his subordinates. The relation between LPC scores and group performance is complex, as can be seen in Table 68.3. A meta-analysis conducted by Strube and Garcia (1981) found that task-oriented leaders function best in situations that are either favorable (clear task structure, solid position power, and good leader/member relations) or unfavorable (unclear task structure, weak position power, and poor leader/member relations). In contrast, person-oriented leaders function best in situations that are only moderately favorable, which is often based on the quality of leader-member relations.

Another theory that addresses the relation between leadership style and the situation is path-goal theory (House, 1971). In this theory, path refers to the leader’s behaviors that are most likely to help the group attain a desired outcome or goal. Thus, leaders must exhibit different behaviors to reach different goals, depending on the situation. Four different styles of behavior are described:

• Directive leadership. The leader sets standards of performance and provides guidelines and expectations to subordinates on how to achieve those standards.
• Supportive leadership. The leader expresses concern for the subordinates’ well-being and is supportive of them as individuals, not just as workers.
• Participative leadership. The leader solicits ideas and suggestions from subordinates and invites them to participate in decisions that directly affect them.
• Achievement-oriented leadership. The leader sets challenging goals and encourages subordinates to attain those goals.

According to path-goal theory, effective leaders need all four of these styles because each one produces different results. Which style to use depends on two types of situational factors: subordinate characteristics, including ability, locus of control, and authoritarianism; and environmental characteristics, including the nature of the task, work group, and authority system. According to House and Mitchell (1974), when style and situation are properly matched, there is greater job satisfaction and acceptance of the leader, as well as more effort toward obtaining desired goals. A meta-analysis by Indvik (1986) is generally supportive of the theory. Studies of seven organizations found that task-oriented approaches are effective in situations with low task structure, because they help subordinates cope with an ambiguous situation, and ineffective in situations with high task structure, because they appear to be micromanagement. Additional studies have found that supportive leadership is most effective when subordinates are working on stressful, frustrating, or dissatisfying tasks. Researchers found participative leadership to be most effective when subordinates were engaged in nonrepetitive, ego-involving tasks. Finally, achievement-oriented leadership was most effective when subordinates were engaged in ambiguous, nonrepetitive tasks. A clear implication of the theory is that leaders must diagnose the situation before adopting a particular leadership style.

A third contingency approach is the normative and descriptive model of leadership and decision making developed by Vroom and his colleagues (see Vroom & Jago, 2007). This approach examines the extent to which leaders should involve their subordinates in decision-making processes. To answer this question, the researchers developed a matrix that outlines the five decision processes that range from highly autocratic through consultative to highly participative (see Table 68.4). Which of these approaches is the best? The answer is none of them is uniformly preferred, and each process has different costs and benefits. For example, participative approaches are more likely to gain support and acceptance among subordinates for the leader’s ideas, whereas autocratic approaches are quick and efficient, but may cause resentment. The theory suggests that the best approach may be selected by answering several basic questions about the situation that relate to the quality and acceptance of a decision. Some examples of the type of questions that should be asked are “Do I have enough information to make a decision? How structured is the task? Must subordinates accept the decision to make it work?” By answering such questions and applying the specific rules shown in Table 68.5, a leader is able to eliminate approaches that are likely to fail and to choose the approach that seems most feasible from those remaining.

Leader-Member Exchange Theory

A growing number of researchers have found that subordinates may affect leaders as much as leaders affect subordinates. Yukl (1998) pointed out that when subordinates perform poorly, leaders tend to be more task oriented, but when subordinates perform well, leaders are more person oriented. Similarly, Miller, Butler, and Cosentino (2004) found that the effectiveness of followers conformed to the same rules as those Fiedler applied to leaders. It may be that the productivity of a group can have a greater impact on leadership style than leadership style does on the productivity of the group. This reciprocal relation has been formally recognized in the vertical dyad linkage approach (Dansereau, Graen, & Haga, 1975), now commonly referred to as leader-member exchange (LMX) theory (Graen & Uhl-Bien, 1995). This theory describes how leaders maintain their influence by treating individual followers differently. Over time, leaders develop a special relationship with an inner circle of trusted lieutenants, assistants and advisors—the in-group. The members of the in-group are given high levels of responsibility, influence over decision making, and access to resources. Members of the in-group typically are those who are highly committed to the organization, work harder, show loyalty to the leader, and share more administrative duties. Their reward is greater access to the leader’s resources, including information, concern, and confidence. To maintain the exchange, leaders must be careful to nurture the relationship with the in-group, giving them sufficient power to satisfy their needs but not so much power that they become independent. The leader-member relationship generally follows three stages. The first stage is role taking. During this stage the leader assesses the members’ abilities and talents and offers them opportunities to demonstrate their capabilities and commitment. In this stage, both the leader and member discover how the other wants to be respected. The second stage is role making. In this stage, the leader and member take part in unstructured and informal negotiations in order to create a role for the member with a tacit promise of benefits and power in return for dedication and loyalty. In this stage, trust building is very important, and betrayal in any form can result in the member’s being relegated to the out-group. In this stage the leader and member explore relationship factors as well as work-related factors. At this stage, it is clear that perceived similarities between the leader and follower become important. For this reason, a leader may favor a member who is similar in sex, race, or outlook with assignment to the in-group, although research by Murphy and Ensher (1999) indicated that the perception of similarity is more important than actual demographic similarities. The final stage is routinization. In this phase the pattern established by the leader and member becomes established.

The quality of the leader-member relationship is dependent on several factors. It tends to be better when the challenge of the job is either extremely high or extremely low. Other factors that affect the quality of the relationship are the size of the group, availability of resources, and overall workload.

Charismatic and Transformational Leadership

In a speech given at the University of Maryland, Warren Bennis said, “[A] leader has to be able to change an organization that is dreamless, soulless and visionless…someone’s got to make a wake-up call. The first job of a leader is to define a vision for the organization.…Leadership is the capacity to translate vision into reality.” Effective leaders are able to project a vision, explaining to their subordinates the purpose, meaning, and significance of their efforts. As Napoleon once said, “Leaders are dealers in hope.” Although the idea of charismatic leadership goes back as far as biblical times (“Where there is no vision, the people perish”—Proverbs 29:18), its modern development can be attributed to the work of Robert House. House (1977) analyzed political and religious leaders and noted that charismatic leaders are those high in self-confidence and confidence in their subordinates, with high expectations, a clear vision of what can be accomplished, and a willingness to use personal examples. Their followers often identify with the leader and his or her mission, show unswerving loyalty toward and confidence in the leader, and derive a sense of self-esteem from their association with the leader. Charismatic leaders are usually quite articulate, with superior debating and persuasive skills. They also possess the technical expertise to understand what their followers must do. Charismatic leaders usually have high self-confidence, impression-management skills, social sensitivity, and empathy. Finally, they have the skills to promote attitudinal, behavioral, and emotional change in their followers. Those who follow charismatic leaders are often surprised at how much they are able to accomplish that extends beyond their own expectations. Research on charismatic leadership indicates that the impact of such leaders is greatest when the followers engage in high self-monitoring (observing their effect on others) and exhibit high levels of self-awareness. Charismatic leadership enhances followers’ cooperation and motivation.

It is important to recognize that charismatic leadership can have a dark side. We began this research paper with the example of Jim Jones, the charismatic religious leader who led his people to commit mass suicide. Howell and Avolio (1992) describe the difference between ethical and unethical charismatic leaders. According to their analysis, ethical leaders use their power to serve others, not for personal gain. They also promote a vision that aligns with their follower’s needs and aspirations rather than with their own personal vision. Ethical leaders stimulate followers to think independently and to question the leader’s views. They engage in open, two-way communication and are sensitive to their followers’ needs. Finally, ethical leaders rely on internal moral standards to satisfy organizational and societal interests, not their own self-interests.

In helping followers achieve their aspirations, Bernard Bass (1997) has noted that charismatic leadership is a component of a broader-based concept, that of transformational leadership. Bass believed that most leaders are transactional rather than transformational in that they approach their relationships with followers as a transaction, one in which they define expectations and offer rewards that will be forthcoming when those expectations are met. Transactional leaders use a contingent reward system, manage by exception, watch followers to catch them doing something wrong, and intervene only when standards are not met. Finally, transactional leaders tend to adopt a laissez-faire approach by avoiding the need to make hard decisions.

In contrast, transformational leadership goes beyond mutually satisfactory agreements about rewards and punishments to heighten followers’ motivation, confidence, and satisfaction by uniting them in the pursuit of shared, challenging goals. In the process of doing that, they change their followers’ beliefs, values, and needs. Bass and Avolio (1994) identified four components of transformational leadership. The first component is idealized influence (charisma). Leaders provide vision, a sense of mission, and their trust in their followers. Leaders take stands on difficult issues and urge their followers to follow suit. They emphasize the importance of purpose, commitment, and ethical decision making. The second component is inspirational motivation. Leaders communicate high expectations, express important purposes in easy-to-understand ways, talk optimistically and enthusiastically about the tasks facing the organization, and provide encouragement and meaning for what has to be done. They often use symbols to focus the efforts of their followers. The third component is intellectual stimulation. Leaders promote thoughtful, rational, and careful decision making. They stimulate others to discard outmoded assumptions and beliefs and to explore new perspectives and ways of doing things. The fourth component is individualized consideration. Leaders give their followers personal attention and treat each person individually. They listen attentively and consider the individual needs, abilities, and goals of their followers in their decisions. In order to enhance the development of their followers they advise, teach, and coach, as needed. Yukl (2002) offers the following guidelines for transformational leadership:

• Develop a clear and appealing vision.
• Create a strategy for attaining the vision.
• Articulate and promote the vision.
• Act confident and optimistic.
• Express confidence in followers.
• Use early success in achievable tasks to build confidence.
• Celebrate your followers’ successes.
• Use dramatic, symbolic actions to emphasize key values.
• Model the behaviors you want followers to adopt.
• Create or modify cultural forms as symbols, slogans, or ceremonies.

Perhaps Walter Lippman provided the best summary of transformational leadership. He wrote, “The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on…” The genius of good leaders is to leave behind them a situation that common sense, without the grace of genius, can deal with successfully.

Leader Emergence and Transition

Who becomes the leader? The process by which someone becomes formally or informally, perceptually or behaviorally, and implicitly or explicitly recognized as a leader is leadership emergence. Scholars have debated this question for centuries and in this research paper, so far, we have offered several possible answers. The Great Person Theory suggests that some people are marked for greatness and dominate the times in which they live. Tolstoy’s zeitgeist theory suggests that leaders come to prominence because of the spirit of the times. Trait theories suggest leaders are selected based on their personal characteristics, whereas interactional approaches examine the joint effects of the situation and the leader’s behavior. Research suggests that leadership emergence is an orderly process that reflects a rational group process whereby the individual with the most skill or experience or intelligence or capabilities takes charge. Implicit leadership theories (Lord & Maher, 1991) provide a cognitive explanation for leadership emergence. According to these theories, each member of a group comes to the group with a set of expectations and beliefs about leaders and leadership. These cognitive structures are called implicit leadership theories or leader prototypes. Typically these prototypes include both task and relationship skills as well as an expectation that the leader will epitomize the core values of the group. Members use their implicit theories to sort people into either leaders or followers based on the extent to which others conform to their implicit theory of what a leader should be. These implicit theories also guide members in their evaluations of the leader’s effectiveness. Because these theories are implicit, they are rarely subjected to critical scrutiny. As a result, it is not uncommon for followers to demonstrate a bias toward those who fit the mold of a traditional leader: White, male, tall, and vocal, regardless of the qualifications of that individual to be the leader.

Transition, rotation, succession, change of command; all are words used to describe a central facet of organizational leadership—that leaders follow one another. Despite the frequent occurrence of leader successions in nearly all groups, especially in large stable organizations, relatively little research has addressed this phenomenon. An early review by Gibb (1969) reported on studies of leader emergence and succession mode. In particular, Gibb noted the importance of establishing leadership/followership through early, shared, significant experiences; he also stressed that an important aspect of the organizational climate for the new leader derives from the policies of the former leader, the consequence of which shape followers’ expectations, morale, and interpersonal relations. In general, studies have demonstrated that leadership succession causes turbulence and instability resulting in performance decrements in most organizations and thus constitutes a major challenge to organizations. Thus, the process of becoming the new leader is often an arduous, albeit rewarding, journey of learning and self-development. The trials involved in this rite of passage have serious consequences for both the individual and the organization. As organizations have become leaner and more dynamic, new leaders have described a transition that gets more difficult all the time. To make the transition less difficult, leaders might attend to the following suggestions adapted from the works of Betty Price, a management consultant. Some of these suggestions are particularly important for newly appointed leaders in establishing an effective leadership style early in their tenure as leader.

• New leaders should show passion for their group, its purpose, and its people in order to reassure followers that the new leader is there to make the group better, not to further his or her personal ambitions.
• New leaders should think more strategically than tactically. Look for the big picture and don’t become bogged down in implementation processes.
• New leaders should first learn to listen, and then provide leadership. Leaders should be compelling in their ability to help others embrace the values that drive the group’s success. To do this the new leader must listen intently and provide feedback that demonstrates that he or she has truly heard what others have said.
• New leaders should operate in a learning mode. As the new person on the block, the new leader may be unsure about the reputation of the preceding leader. He or she should honor the insights and knowledge of others, believing that one can learn from everyone. The new leader should engage people purposefully at all levels, knowing that the distance between the front line and senior leadership is often so great that one small piece of information may have tremendous impact.
• New leaders should take particular care in doing what’s right and telling the truth, even if it is painful. One of the first tasks of a new leader is building trust. In the face of uncertainties, being honest, direct, and truthful enables people to move forward with faith. It gives them hope.
• New leaders should encourage their people to take risks in order to achieve their goals, and be prepared to pick up the pieces if they fail. The leader’s role is to cushion the risk by providing support and encouragement, and knowing and drawing from his or her people’s best capabilities.

Leadership Development

Not everyone is born with “the right stuff” or finds himself or herself in just the right situation to demonstrate his or her capacity as a leader. However, anyone can improve his or her leadership skills. The process of training people to function effectively in a leadership role is known as leadership development and it is a multimillion-dollar business. Leadership development programs tend to be of two types: internal programs within an organization, designed to strengthen the organization, and external programs that take the form of seminars, workshops, conferences, and retreats.

Typical of external leadership development programs are the seminars offered by the American Management Association. Their training seminars are held annually in cities across the country and address both general leadership skills as well as strategic leadership. Among the seminars offered in the area of general leadership are critical thinking, storytelling, and team development in a variety of areas such as instructional technology or government. Seminars on strategic leadership address such topics as communication strategies, situational leadership, innovation, emotional intelligence, and coaching.

A second approach to leadership development is a technique known as grid training. The first step in grid training is a grid seminar during which members of an organization’s management team help others in their organization identify their management style as one of four management styles: impoverished management, task management, country-club management, and team management. The second step is training, which varies depending on the leader’s management style. The goal of the training is greater productivity, better decision making, increased morale, and focused culture change in the leader’s unique organizational environment. Grid training is directed toward six key areas: leadership development, team building, conflict resolution, customer service, mergers, and selling solutions.

Internal leadership development programs tend to focus on three major areas: the development of social interaction networks both between people within a given organization and between organizations that work with one another, the development of trusting relationships between leaders and followers, and the development of common values and a shared vision among leaders and followers. There are several techniques that promote these goals. One such technique is 360-degree feedback. This is a process whereby leaders may learn what peers, subordinates, and superiors think of their performance. This kind of feedback can be useful in identifying areas in need of improvement. The strength of the technique is that it provides differing perspectives across a variety of situations that help the leader to understand the perceptions of his or her actions. This practice has become very popular and is currently used by virtually all Fortune 500 companies. Like all forms of assessment, 360-degree feedback is only useful if the leader is willing and able to change his or her behavior as a result of the feedback. To ensure that leaders don’t summarily dismiss feedback that doesn’t suit them, many companies have arranged for face-to-face meetings between the leaders and those who have provided the feedback.

Another form of internal leadership development is networking. As a leadership development tool, networking is designed to reduce the isolation of leaders and help them better understand the organization in which they work. Networking is specifically designed to connect leaders with key personnel who can help them accomplish their everyday tasks. Networking promotes peer relationships and allows individuals with similar concerns and responsibilities to learn from one another ways to better do their job. Research indicates that these peer relationships tend to be long-lasting.

Executive coaching is a method for developing leaders that involves custom-tailored, one-on-one interactions. This method generally follows four steps. It begins with an agreement between the coach and the leader as to the nature of the coaching relationship, to include what is to be done and how it will be done. The second step is an expert’s assessment of the leader’s strengths and weaknesses. The third step provides a comprehensive plan for improvement that is usually shared with the leader’s immediate supervisor. The fourth and final step is the implementation of the plan. Coaching is sometimes a onetime event aimed at addressing a particular concern or it can be an ongoing, continuous process.

Another form of internal leadership development is mentoring. The term mentor can mean many things: a trusted counselor or guide, tutor, coach, master, experienced colleague, or role model. A mentor is usually someone older and more experienced who provides advice and support to a younger, less experienced person (protégé). In general, mentors guide, watch over, and encourage the progress of their protégés. Mentors often pave the way for their protégé’s success by providing opportunities for achievement, nominating them for promotion, and arranging for their recognition. As a form of leadership development, there are several advantages to mentoring. A meta-analysis by Allen, Eby, Poteet, Lima, and Lentz (2004) indicated that individuals who were mentored showed greater organizational commitment, lower turnover, higher career satisfaction, enhanced leadership skills, and a better understanding of their organization.

In the future, leadership is likely to become more group centered as organizations become more decentralized. Other changes will come about as a result of new and emerging technologies. Avolio and his colleagues (2003) refer to this as “e-leadership.” Leadership effectiveness will depend on the leader’s ability to integrate the new technologies into the norms and culture of their organization.

Another change is that the future will most likely see more women break through the “glass ceiling” and take leadership positions. Men are considerably more likely to enact leadership behaviors than are women in studies of leaderless groups, and as a result are more likely to emerge as leaders (Eagly, 1987). Even though women do sometimes emerge as leaders, historically they have been excluded from the highest levels of leadership in both politics and business. This exclusion has been called the glass ceiling. Studies of leadership in organizational settings have found that men and women do not differ significantly in their basic approach to leadership, with equal numbers of task- versus person-oriented leaders. However, women are much more likely to adopt a participative or transformational leadership style whereas men are more likely to be autocratic, laissez-faire, or transactional (Eagly & Johnson, 1990). Women’s leadership styles are more closely associated with group performance as well as subordinate satisfaction, and in time our implicit theories about leadership may very well favor those who adopt such approaches.

Diversity and working in a global economy will provide additional challenges to tomorrow’s leaders. Project GLOBE (Global Leadership and Organizational Behavior Effectiveness) is an extensive international project involving 170 researchers who have gathered data from 18,000 managers in 62 countries (House, Hanges, Javidan, Dorman, & Gupta, 2004). A major goal of the project was to develop societal and organizational measures of culture and leader attributes that were appropriate to use across all cultures. There have been several important findings. In some cultures, leadership is denigrated and regarded with suspicion. People in these cultures often fear that leaders will acquire and abuse power and as a result substantial restraints are placed on the exercise of leadership. Twenty-two leadership traits (e.g., foresight and decisiveness) were identified as being desirable across all cultures. Eight leadership traits (e.g., ruthlessness and irritability) were identified as being universally undesirable. Some leadership traits were dependent upon the culture, including ambition and elitism. Six leadership styles common to many cultures were identified. They are charismatic, self-protective, humane, team oriented, participative, and autonomous. Although the charismatic style is familiar to us, some of the others are not. The self-protective style involves following agreed-upon procedures, being cognizant of the status hierarchy, and saving face. The humane style includes modesty and helping others. The team-oriented style includes collaboration, team building, and diplomacy. The participative style encourages getting the opinions and help of others. The autonomous style involves being independent and making one’s own decisions. Cultures differ in their preferences for these styles. For example, leaders from northern European countries are more participative and less self-protective whereas leaders from southern Asia are more humane and less participative.

Although most of us would agree that leadership is extraordinarily important, research in this field has yet to arrive at a generally accepted definition of what leadership is, create a widely accepted paradigm for studying leadership, or find the best strategies for developing and practicing leadership. Hackman and Wageman (2007) attempted to address this problem by reframing the questions we have been asking about leadership effectiveness, with the hope that these questions will be more informative than many of those asked previously.

• Question 1. Ask NOT “Do leaders make a difference?” but “Under what conditions does leadership matter?” The task here is to examine conceptually and empirically the circumstances under which leadership makes a difference and to distinguish those from the circumstances for which leadership is inconsequential.
• Question 2. Ask NOT “What are the traits that define an effective leader?” but “How do leaders’ personal attributes interact with situational properties to shape outcomes?” This approach will require that we reduce our reliance on both fixed traits and complex contingencies. To do this, we should embrace the idea that there are many different ways to achieve the same outcome.
• Question 3. Ask NOT “Are there common dimensions on which all leaders can be arrayed?” but “Are good and poor leadership qualitatively different phenomena?” Recent research has found that ineffective leaders were not ones who scored low on those dimensions for which good leaders scored high, but rather they exhibited entirely different patterns of behavior than those exhibited by good leaders.
• Question 4. Ask NOT “How do leaders and followers differ from one another?” but “How can leadership models be reframed so they treat all members of a group as leaders and followers?” Although it is clear that to be a leader requires that you have followers, it is equally true that most leaders are at times followers and most followers are at times leaders.
• Question 5. Ask NOT “What should be taught in leadership courses?” but “How can leaders be helped to learn?” Research is needed to understand how leaders learn from their experiences, especially when they are coping with crises (see Avolio, 2007).

In the 21st century, the study of leadership will be increasingly collaborative as researchers from multiple disciplines tackle the questions outlined above. Some of the disciplines that must contribute to the study of leadership include media and communications. In today’s world more and more of the relationships between leaders and followers are not face-to-face but mediated through electronic means.

John Kenneth Galbraith, in his book The Age of Uncertainty, wrote that “All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership.” In the special issue of the American Psychologist devoted to leadership, Warren Bennis (2007) suggests that the four most important threats facing our world today are these: (a) a nuclear or biological catastrophe; (b) a worldwide pandemic; (c) tribalism and its cruel offspring, assimilation; and (d) leadership of our human institutions. He points out that solving the first three problems will not be possible without exemplary leadership and that an understanding of how to develop such leadership will have serious consequences for the quality of our health and our lives.

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Essays About Effective Leadership: Top 6 Examples and Prompts

Effective leadership is an essential trait that all people should strive to develop; here are 6 examples and topic ideas essays about effective leadership .

Many qualities make an inspiring and effective leader, such as vision, focus, and motivation. Like other skills, effective leadership can be innate or learned and practiced. When writing about leadership, include the strengths of an effective leader and how these qualities positively impact their team. You can also discuss weaknesses that can make a poor leader and how to combat these issues.

Here are 6 examples and 10 essay prompts to get you started on your next essay.

1. What Makes an Effective Leader? by Tony Gill

2. a guide to becoming an effective leader by yashi srivastava , 3. leadership: 5 practices of effective leaders by yvette gyles, 4. 6 characteristics of an effective leader by lauren landry, 5. six leadership lessons by order of the peaky blinders by andrew denton mbe, 6. leadership and the quest for certainty by keith grint,  1. what is effective leadership, 2. what does effective leadership look like in the corporate industry, 3. what to avoid to become an effective leader, 4. habits of an effective leader, 5. studying the mindsets of effective leaders, 6. effective leadership and its benefits to an organization, 7. indicators of strong and effective leadership, 8. poor leadership vs. effective leadership, 9. real-life examples of effective leadership, 10. how perception creates effective leadership.

“Work at using leadership styles that do not come naturally, styles that you find difficult. By becoming a well-rounded leader, it is easier to adapt your leadership technique for different situations.”

Gill uses a research-based approach to answer the central question of his essay. He looks at various sources that tackle the topic of effective leadership and stitch them together to make a comprehensive guide to effective leadership.

“Leadership is not a mystical quality, and anyone can become a more effective leader by developing some important skills.”

The author, Yashi Srivastava, defines what differentiates leaders from managers first. Then, she provides some dos and don’ts of an effective leader and how people could apply them in different situations. 

“Whereas as leaders, we need to be concerned about creativity and innovation, making positive changes, and seeking to challenge and push boundaries.”

Gyles specializes in leadership training for companies, so her approach to the essay is geared more toward company leaders. Nevertheless, it’s highly educational for all those interested in learning effective leadership meant for dealing with various people and guiding people to a direction or goal.

“Effective leaders don’t avoid the hard truths. Instead, they take responsibility for their decisions, maintain optimism, and focus on charting a new course of action.”

Landry’s essay focuses on her six top characteristics of an effective leader. Some of these characteristics are what you’d expect to see in an essay like this. Entries like transparency are less common but equally important in practicing effective leadership.

“Rolling your sleeves up with everyone else not only sets an example, it makes people want to follow you.”

Fiction mirrors life, and it’s one of the best sources to learn lessons that are otherwise too complex or vague to see in real life. Despite his penchant for crime and violence, Thomas Shelby is undeniably one of the most influential leaders on TV. This essay details the leadership skills used by a 1920s gangster character and how you can use them in modern life to become an effective and inspiring leader.

“Leadership is often associated with certainty; indeed, it is sometimes reduced to the decision-making process such that anything which smacks of uncertainty is categorized as weakness or a failure of leadership.”  

Grint’s essay on leadership explores the factors around leaders’ certainty or confidence. Of course, not all leaders have a clear answer to a problem, which is fine. The important thing is that they have a mindset to look for solutions and a modicum of honesty about their lack of uncertainty.

10 Essay Prompts on Effective Leadership

It’s your turn to express and explore your view of effective leadership. Use these prompts to work out your approach or steps to effective leadership. Here are ten prompts about effective leadership to help you get started on your essay.

Defining effective leadership is one way to explore your understanding of the idea. Remember that your definition of effective leadership could vastly differ from the other essays you’ve read. It’s also a great starting point for new people who want to warm up to the habit of writing essays about leadership.

Essay writing tip: If you’re new to writing essays, consider simplifying your essay. Try shortening it down to a five-paragraph essay .

You can find many leaders in the corporate industry, but some are more effective than others. Use this prompt to work out how you envision effective leadership in the corporate world. You can also apply the same idea to other fields, like at school, among friends or peer groups, or in the family. Consider carefully the field or organization you’d like to use for the essay.

You may have personal experience with a person who could have been an effective leader if not for their bad habits. You might have been that person and realized how your bad habits had held you back from practicing effective leadership. This is your chance to write about your experience, whether via observing someone else or through personal growth.

Practicing effective leadership goes beyond having direction and a vision for the organization. Becoming an effective leader also takes time and patience. Use this prompt to discuss the habits of great leaders and how these habits make them effective in their leadership.

Get into the mind of a leader and explore how such a person might become more effective in their leadership. This topic may involve discussing various people, whether real-life persons or fictional characters. Research how they think, handle their role and manage the people they lead.

Understanding the benefits of effective leadership is one of the best ways to drive someone to practice and adopt it. Use this prompt to detail how an effective leader boosts morale, productivity, motivation, communication quality, and confidence in the people they lead. It applies to all organizations, like businesses, teams, and networks.

How do you know whether a person’s leadership style and approach are effective or not? Use this essay topic to discover the different methods of measuring effective leadership. Read about the different measurements and indicators of leadership used in corporations and organizations.

Leaders can be good, mediocre, or bad in their leadership approaches and styles. This essay prompt will push you to compare bad leadership and effective leadership. You can also add methods of improving one’s leadership style to become more effective.

You can find a lot of excellent leaders throughout history. This idea focuses on discussing different leaders, their leadership styles, and levels of effectiveness.

Interpersonal skills are vital to great leadership. Perception of others’ feelings and thoughts can help you become an even better and more effective leader. Discuss how intuitiveness positively affects one’s leadership style. 

Check out our list of great essay writing topics for students for more topics to improve your writing.

628 Leadership Essay Topics & Examples

Looking for leadership essay topics to write about? Being both an exciting research area and a practical skill, leadership is definitely worth exploring!

• 🔝 Top 10 Essay Topics

📃 Leadership Essay: How to Write

• 🏆 Best Essay Examples
• 👍 Interesting Essay Topics
• 🎓 Simple & Easy Essay Titles
• 📌 Controversial Title Ideas
• 🥇 Good Topics to Write

✍️ Leadership Essay Topics for College

❓ leadership essay questions.

In your leadership essay, you might want to take a look at the sphere of government or elaborate on the role of leadership in business organizations. Here we’ve gathered most catchy leadership title ideas together with leadership essay examples. There are also useful tips on writing your introduction, conclusion, and formulating a thesis statement.

🔝 Top 10 Leadership Essay Topics

• Leadership as a research area and a practical skill
• Theories of leadership
• Functional leadership theory
• Autocratic and democratic leadership styles: compare and contrast
• Task-oriented leadership style: the key features
• Measuring leadership: the main approaches
• Gender and leadership in Western countries
• The concept of leadership: myths and misunderstandings
• Emotional intelligence and leadership: the connection
• Leadership in non-human animals

While writing a leadership essay, you may struggle with the subject, structure, titles, and other components. Don’t worry – these tips will help you to write the best leadership paper!

Tip 1. Choose your subject area first. If your professor did not provide specific topics, you would need to select one on your own. In order to do this, you may focus on an area of leadership that sounds interesting to you.

For example, if you consider working in the hospitality sector in the future, write about leadership in hotels or restaurants. Alternatively, you can browse leadership essay topics online and see if that gives you any clarity.

Tip 2. Narrow down the topic. To ensure that your essay earns high marks, you should avoid choosing an area of leadership that is too broad.

A college level paper should offer enough details and depth to receive an excellent grade. For instance, instead of overviewing a bunch of leadership styles, focus on how certain styles impede or facilitate teamwork. This will give you enough to talk about while limiting the scope of your essay.

Tip 3. Don’t confuse leadership with management! This is a common mistake that students make while writing leadership essays. Although the two concepts overlap, leadership is more about beliefs and vision, whereas managerial work is focused on specific tools and techniques.

Thus, a leader may or may not be a manager. To get more familiar with the subject of leadership, research various leadership styles, such as transformational, autocratic, and servant leadership.

Tip 4. Pay attention to the structure. In a great essay, ideas are always well-organized and follow one another in a logical sequence. First, write an introduction where you present your topic and thesis.

Then, write the main body, where you explain the key concepts and the relationships between them by reviewing relevant research evidence.

Lastly, write a conclusion summarizing your key points. A good leadership essay conclusion should also show how the information can be applied in practice.

Tip 5. Seek to answer any questions that readers might have. For your essay to show excellent depth, you need to address the points that might be interesting to readers in connection with your subject area.

For example, if you are reviewing a particular leadership style, you might want to discuss in which settings it would be useful and what are some of its limitations.

To make this part easier, you could search for leadership essay questions online to clarify what kind of answers readers expect you to cover.

Tip 6. Explain the importance and relevance of your paper. Because leadership is focused on effective strategies that can be applied in real life, you need to provide examples of how your essay may be used to support future practice and research.

Can leaders use the information you provided to improve their relationships with other employees? Can the proposed strategies influence performance?

Think about the potential uses of your research, as well as any gaps that are yet to be studied. Highlighting areas for future research will show your tutor that you are genuinely interested in the subject while also helping you plan for future essays.

We hope that these leadership essay tips will make it easier for you to write an outstanding paper! Make sure to check our website for sample essays on leadership!

🏆 Best Leadership Essay Examples

• Nelson Mandela Leadership Style Mandela’s fight for democracy and fulfilment of the majority will was also seen in his efforts to reconcile Libya with the rest of the world.
• Transformational Leadership Essay This requires the transformational leader to have the right communication skills to be able to relay the vision they have to a point of winning the willingness of the followers such that they too are […]
• Google Democratic Leadership Style – Compared to Amazon Applying behavioural leadership style theories in Bezos and Schmidt’s case reveals that the Amazon CEO is an autocratic leader while the Google CEO is a democratic leader.
• Foundation of Army Leadership Essay The Army leaders therefore, need to be swift, adaptive, and multi-skilled both in the country and across the world. This ensures obedience of the Army to the authority of the President and his authority from […]
• Nigerian Poor Governance and Leadership In the paper under consideration, we will examine the concepts of the good governance and leadership, the problems concerning the implementation of these concepts in the Nigerian government; then we will investigate the history of […]
• Reed Hastings’ Leadership Style: Netflix CEO’s Strategy Since the work of a leader is crucial for the performance of the whole enterprise, it is essential to analyze the leadership style of a particular business leader through the perspective of his or her […]
• Democratic Leadership Style Self-Analysis Democratic leadership style is a participative and consensus-based approach to decision-making in which the leader encourages input from all members of the team and makes decisions that reflect the group’s best interests.
• Mahatma Gandhi’s Leadership This report is an analysis of the behaviour and leadership style of Ghandi, the transactional and transformative aspects of his leadership and the way he used the power he had to help India gain Independence.
• Teamwork and Leadership From diversity to team hierarchy, many factors influence the eventual output of the team, affecting the leader, team members’ performance, and client’s satisfaction.
• Esther’s Leadership Qualities Essay The book of Ester narrates the story of a young Jewish woman who rose to the thrones of power but also reveals the life of the Jews under the Persian reign.
• Leadership Case Study This is mainly achieved through setting a pace in serving as a role model and creation of a working environment that allows members of the organization or employees to feel honored as part of the […]
• Bill Gates’s Leadership and Impact on Organization This problem grew out of the practice that was common in Microsoft to challenge the ideas of one another, doubt them, and put them to the test.
• Comparison of Leadership and Management In leadership, the leader uses his charisma and influence to elicit the help and support of the followers to achieve goals.
• Leadership in Organization Leadership is applicable in the nurturing and development of constructive behavior patterns and organizational culture. Charismatic leadership is appropriate for the development of followers.
• Leadership: Portfolio Project I will start by conducting a comprehensive analysis of my background in order to understand the factors that might have defined my leadership qualities in one way or the other.
• My Leadership Achievements and Services to Our Community As the project coordinator, I was charged with the duty of coming up with a strategy to liaising with the target group that is the community and the members who were to carry out the […]
• Autocratic Leadership Versus Participative Theory It will also critically analyse the effectiveness of both participative and autocratic leadership styles in an organisation to determine the most appropriate style to be adopted for the success of an organisation.
• Gibb’s Reflective Cycle in Nursing Leadership To ensure all the processes run effectively in the organization, the leader must reflect on the various encounters to improve the aspect of decision-making and management.
• Comparison of Gandhi’s and Hitler’s Leadership The primary direction of Gandhi’s political and social work was the fight against the nationalist movement of the British rule of India.
• Sergey Brin: Leadership Process and Organizations in Context In order to analyse the theory of successful leadership in practice, it is possible to evaluate the performance of Sergey Brin, one of the founders of the world-famous Google company that owns huge financial assets.
• Nursing: Leadership Development Plan I utilize the nursing process and evidence-based practice to work collaboratively with the core team, including the patient, staff members, primary care provider, registered nurse care manager, and patient support technician, and expanded team, including […]
• Ursula Burns Leadership Style in Xerox Company By suggesting that color printing should be made more affordable, as well as reconsidering the company’s organizational behavior and putting a very strong emphasis on the relationships between the managers and the staff, Burns has […]
• Mercedes Company: Leadership and Management Essentials The idea behind theoretical investigation is to obtain enough background information on leadership styles, which might be applied to analysing the performance of Mercedes Benz in the light of the theory’s implications on the practice […]
• Individual Leadership Philosophy I have also developed new values that will continue to support my leadership objectives. I will also acquire new skills that have the potential to improve my leadership philosophy.
• Servant Leadership in Indian Culture and Hindu Religion The basis of this approach is the reorientation of the values of the leader, who considers the empowerment of followers as a means and goal of his activity.
• Leadership and Influence Focus on leaders’ and ignorance of followers, however, does not contribute to the development of efficient management environment because the influence and interaction stand at the core of the relationship.
• Educational Leadership and Management Team leadership is “the ability to solve every problem affecting a given group”. I have understood why every educational leader should use the best leadership styles.
• Starbuck Company Case: Howard Schultz Leadership Style Hence, he spends a lot of time with staff and guarantees that the company helps employees to grow both financially and intellectually.
• Inside Bill Gates Leadership Journey of Building Microsoft Microsoft has succeeded in setting a fast pace in the computer software industry and in creating markets in the process. The program took over the market, and it topped the charts in Microsoft products.
• Foundations of Army Leadership BLC This paper examines the foundation of Army leadership, focusing on its levels and leaders’ characteristic features.
• Participative Leadership: Strengths and Weakness The paper gives an overview of the approach, followed by the strengths and weakness of participative leadership. Organizational leadership, more so the approach of leadership is critical to the performance of an organization.
• Nursing Leadership: A Self-Assessment The second goal is to improve my risk management attitude because it is crucial for my practice as a DNP-prepared nurse and as a leader of the team where I work.
• School Leadership The multi-levelled pedagogic school leaders highly determine the mode of teaching students in schools and the effective application of the learning process.
• Developing Leadership Skills Bearing in mind the fact that the leader is tasked with marshaling the organization’s resources to accomplish some organizational goal, it can be rightfully stated that part of the role of the leader is to […]
• Leadership and Management Practice The efficacy of a decision to either lead or manage will base on the closeness of how the insight of the knowledge, expertise and talent of persons trying to pursue the goal matches with the […]
• Frederick Douglass Leadership Personality Traits Report (Assessment) The book was so humorous that he feared that he would be enslaved again for the weaknesses that he portrayed in the American lifestyle and how he was able to trick them with the attire […]
• Leadership Styles: Democratic, Autocratic and Laissez-Faire According to McNichol and Hamer, the participative approach, compared to the other styles, enhances the productivity of employees for a prolonged period of time as it encourages cooperation and increases staff morale. As a democratic […]
• Servant Leadership In the context of organizations, leading entails the leader consolidating the efforts and resources of the organization and focusing on the future by setting up a vision for the organization which it intends to achieve […]
• Personal Leadership Profile Analysis At the same time, I could also use my drive for learning to develop communication, motivation, conflict resolution, and other relevant skills that could enhance the performance of my team and the work environment in […]
• Leadership Self-Assessment Essay To a butcher, the organizational goals of increased productivity, the input of both the individual and groups in the organization remains invaluable. To this end, the strengths and weaknesses that are inherent in my style […]

🎓 Simple & Easy Leadership Essay Titles

• Bill Gates’ Leadership To achieve the best out of the two, Bill Gates explored a dichotomy of both to align his characteristic leadership with the company core values.
• JC Penney & Ron Johnson: The Failed Leadership Following the failure of Ron Johnson’s vision and strategy, the new CEO, Ulman, faced the challenge of attempting to incorporate and revert to the strategy that had been in place before Ron Johnson’s tenure.
• Unilever Company’s Leadership and Corporate Governance The success of Unilever associated with the company’s commitment to leadership. First, the strategic leadership of Unilever is tied to the company’s long-term goals and objectives.
• “Reframing Organizations: Artistry, Choice and Leadership” Book According to the authors, the aim of this topic is to create awareness for managers regarding the importance of relationships between the management and employees in fostering the success of a company, employee motivation, and […]
• The Leadership and Communication Style of Angela Ahrendts She is famous for her leadership and communication style that is characterized by energy, availability, belief in teamwork and the power of intuition.
• Leadership and Management In the analysis of leadership and management approach within the non-for-profit sector, success in management and leadership revolves around complex approaches to the management of human services.
• “Organizational Culture and Leadership” by Schein, Edgar H. The book covers the subject of leadership and culture in three major sections, including the definition of organizational culture and leadership, the dimensions of culture, and leadership’s role in building culture.
• Lieutenant Colonel Hal Moore’s Leadership Hal Moore’s courage to fight on despite the odds that had afflicted his men was the major driving factor that led to the victory of his group over the Vietnamese.
• Mohammed Al Abbar: Leadership Project As a result, in order to explore the leadership style, approach, and views of Mohammad Al Abbar, it is necessary to begin with his personal, as well and professional backgrounds as the sources of his […]
• 21st Century Leadership Based on the character of these issues, researchers distinguish six major areas of the new leadership, and each one of them includes a set of practices which are considered to be contributive to the organisational […]
• Leadership: Role, Benefits, and Limitations For example, the mayoral role in a town is leadership, whereby he takes the responsibility of guiding the people to support the laid down policies for the development of the town.
• Leadership and Motivation: FedEx Corporation and UPS Inc. Introduction Leadership is the process of influencing people to contribute willingly to the goals and objectives of the organization. To solve this problem, the managers of FedEx used 360-degree feedback system to identify the causes […]
• Situational Leadership Style According to the two experts, the major responsibility of any situational leader is to become accustomed to their individual leadership style and satisfy the followers’ needs.
• GlaxoSmithKline’s Leadership Management Framework In light of this dissection, the author recommends the most effective leadership style to steer GSK to the next level and to enable it to handle previous management misjudgements. This will improve the image of […]
• Nelson Mandela: Speeches and Leadership Nelson Mandela is, undoubtedly, one of the strongest and the most inspiring political leaders of the 20th century, the embodiment of the human spirit’s limitless possibilities.
• Biblical Leadership and Ministry For the church to be more effective in fulfilling the commands in God’s word the leaders should have a spirit that is sensitive and satisfied.
• Entrepreneurial Leadership Characteristics and Types Thus, economic and social entrepreneurial leadership use the same tools in pursuit of improvements in society and the business sector. However, emotional intelligence is positively linked with mental health, excellent job performance, and contributes to […]
• Brian Chesky’s Leadership at Airbnb As the chief executive officer and co-founder of Airbnb Company, Brian Chesky has proved to the world that he is a great leader who exhibits wonderful traits.
• Leadership Theories in the Automotive Industry At the same time, the changes in the industry and the economic environment of the recent years have led to the situation where the leaders of the field lost their definitive advantage and faced a […]
• The Action-Observation Model: Leadership Discussion In the beginning, I tried to persuade some volunteers to agree with their assignments since they were helping to spread awareness of a good cause; however, as arguments started occurring, I decided that the best […]
• The Political Leadership Conception This is usually manifested through the power of attraction and seduction and manipulation of the people under the leadership authority. Competent and profound leaders should be in a position to manage the organization for which […]
• Ogilvy and Mather Worldwide Company: Charlotte Beers’ Leadership The main objective that Beers tried to achieve was to create change to enable the company to regain its leadership position in the industry.
• Mandela’s Leadership He used his power to better the lives of the public in South Africa and set an example of selfless leadership.
• Marriott International Leadership This paper aims to present the analysis of the prevalent leadership style typical of executives and directors in Marriott International; to discuss the connection between the leadership style and ethical practices; to determine possible ethical […]
• Leadership in the hospitality industry His success in business has been attributed to the manner in which he attends to details such as research and collection of information, provision of clean and high quality products and services, and the logical […]
• Pros and Cons of the Four Major Styles of Leadership The trust that the leader gives to the followers raises their morale in the task and as a result, they exhibit a spirit of teamwork and cooperation.
• Transformational and Transactional Leadership With good leadership and the associated outcome both in the ancient and present age, man has increasingly sought to find ways of identifying the best style of leadership that suits the demands of the time.
• Collaboration and Leadership in Healthcare The top management was able to make arrangements with the hospital administration and a willing dietician and we started to provide dietary consultations to each and every patient starting chemotherapy.
• Personal Leadership Development Plan I will continue with such exercises to find answers to existential questions and achieve my personal and religious goals. I identify my managers and supervisors as the best people to offer professional counsel and advice.
• Workplace Management Styles: Autocratic Leadership He may have been afraid of the fact that if he did not retain all the powers and authority, employees like Wilson would take the running of the restaurant.
• Organizational Culture & Leadership: Whirlpool Corporation At the heart of the discussion of management and leadership are the concepts of goal setting and results. Common to both managers and leaders is the focus on the results they produce, which are based […]
• Leadership Concepts in the “Coach Carter” Film Different aspects of group dynamics come out in the scene where Carter introduces himself to the team and asks members to sign a contract on terms of association and operation.
• A Revolutionary Model of Leadership When the father of Ricardo Semler left his company in the early 80s, he never imagined that his son would transform Semco to be a leading and one of the best-known companies across the globe.
• Followership and Servant Leadership in the Military The soldiers in the military are dedicated to serving and executing the commands given by their supervisors. In the military, followership and servant leadership are crucial approaches for ensuring effective performance to achieve objectives.
• Leadership Styles: Abraham Lincoln and Adolf Hitler The human qualities of a leader are in many ways more revealing regarding his or her success, the respect of the people, and the appreciation of descendants than education and professionalism.
• Corporate Governance and Corporate Social Responsibility A fundamental theme of corporate governance is the nature and extent of responsibility and accountability of specific individuals in the corporation’s hierarchy, and mechanisms that attempt to eliminate or mitigate the problems that arise due […]
• The Role of the Leader and Their Characteristics Leaders are the strategists and the decision makers of an organization; they have the role of managing, controlling and enacting policies that lead an organization to its attainment of corporate goals and objectives.
• A Leadership Development Plan’s Analysis Today, many factors make the team successful, and it is important to understand how to solve and manage problems, motivate people, and identify organizational goals.
• Howard Schultz’s Leadership Style: Strengths and Weaknesses These results are in a large part due to his leadership style which can be characterised as transformational, the strengths of which are openness to new ideas and creativity, and among the weaknesses can be […]
• “The 21 Irrefutable Laws of Leadership” by John Maxwell The law of process considers the fact that for a leader to achieve their goals, a process is clearly laid developed and followed, a step by step process is vital for success as one leads […]

📌 Controversial Leadership Title Ideas

• The Leadership of Mao Zedong For example, the Great Leap Forward policy resulted in a food crisis that led to the death of many Chinese people. Mao was assertive in the development and implementation of his policies.
• Democratic vs. Autocratic Leadership Styles Thus, one of the main advantages of the democratic model is that all individuals who are affected by a certain situation have an opportunity to outline their views and participate in decision-making.
• Ricardo Semler’s Leadership at Semco Partners The case of Ricardo Semler and Semco companies reflects typically on the transformational leadership from the traditional Brazilian company’s organisational leadership structure that involved pyramidal headship.
• Hovey and Beard Company: Leadership and Management Therefore, the behavior of painters was shaped through the reinforcement theory and the job design criteria that was provided to them earlier. Before the changes were implemented, the painters were too slow in the process […]
• Mary Kay Ash and Her Leadership Style The success of this woman, as well as her contributions to the world of business, may be explained in terms of her biography, milestones, she had to cope with, and the decisions she made during […]
• The Role of Leadership in Business and Its Advantages The skills model focuses on the affiliation between the skills and knowledge held by a leader, otherwise referred to as the specific capabilities, and the performance of the leader.
• Style of Leadership in TESCO In order to maintain the desired level of performance, the company requires a well trained and knowledgeable workforce as well as an appropriate team of leadership that is capable of developing the qualities of all […]
• Leadership Styles of Yahoo, Blackberry, and Google Using the identified characteristics of transactional and transformational leadership styles in the literature review, the paper attempts to specify the leadership styles that each of the three organizations deploys using the primary data from the […]
• Instructional Leadership The instructional leadership model emphasizes on three critical role of school principal: defining the mission of the school; administering the instructional program, and supporting a positive learning culture.
• BMW Key Strategic Issues Analysis The strong brand name and capital potential of the company is the core elements of the company’s success and popularity across the globe.
• Transformational Leadership Theory: Pros and Cons This form of leadership seeks to bring change to an organization by having to leader act as a role model who motivates and inspires the rest of the workforce.
• Angela Merkel’s Leadership Style This move shows that Merkel has the essential qualities of a transformative leader, including her ability to critically analyze a situation and motivate her followers in times of need.
• Leadership Styles, Traits in a Nursing Professionals The leadership styles that are being utilized by my group members are servant leadership, charismatic leadership and transactional leadership.
• Nursing Leadership Skills Development The elements I intend to add to my leadership capabilities will enable me effectively develop my team and serve patients under my care in a better way.
• Leadership and Diversity Discussion A transformational leader should be ready to lead initiatives that make the organization work significantly different than it was before and convince the rest of the members and leaders to adopt them.
• Napoleon: Leadership Style The extremely high level of fragmentation peculiar to Europe at that era and the absence of the single perspective on France and its growing power provided him with the time needed to create a powerful […]
• Tesla’s Strategic Plan for Leadership in Energy Sector The purpose of this report is to analyze Tesla’s strategic plan of technological leadership in the energy segment to strengthen its competitive position.
• Scholarship, Practice and Leadership However, there has been a concern that some leaders in various sectors around the world do not have the skills to assess some information that would result in excellent outcomes in their organizations.
• Elon Musk’s Leadership Style and Accomplishments His business acumen is exemplified by his massive successes that he has achieved, mainly as the CEO of Space X and Tesla Motors, as well as other businesses, including Neuralink, the Boring Company, and Open […]
• Management vs. Leadership. What Leaders Really Do? Factually, a good leader as well as a good manager should have the similar qualities as far as a good leader-manager is in demand in many modern companies.
• Leadership Theories: Mother Teresa During the assessment, the DISC inventory was used to determine the underlying eight dimensions of leadership. In addition, they embody an assertive nature that enables them to inspire followers and oversee the fulfillment of the […]
• Gender Equality in Higher Education: The Underrepresentation of Women in Educational Leadership A prime example of gender inequality is the underrepresentation of women in educational leadership, and this problem is going to be considered here in detail.
• The Concept of Laissez-Faire Leadership Style The manager does as little directing as possible and empowers employees. Employees must determine goals, make decisions, and solve problems themselves.
• Consolidated Products Managers’ Leadership Styles The leader determines the focus of the work of the entire team, interacts with personnel, affects the psychological climate and other aspects of the work environment.
• Orpheus Orchestra’s Leadership and Organizational Practices The orchestra satisfies the needs of every member. This permanent leadership encourages every member to be part of the orchestra.
• The Concept of Leadership As such, the characteristics that can be considered as essential for an effective leader consist of: Being able to create cooperation and cohesion within a team Guide the respective capabilities and strengths of employees Create […]
• Kofi Annan Leadership Traits In pursuit of idealistic leadership, Berlin articulates that leaders and organizations should be able to differentiate actions that could impede the achievement of the goals that are in the best interest of the majority.
• Critical Examination of Strategic Leadership Guided by these introductory statements, this research paper aims at exploring the concept of strategic leadership with particular interests in exploring the characteristics of strategic leadership, the contextual factors, both internal and external that has […]
• The Impact of School Governance on School Leadership The traditional school system in most states and territories took the form of the old public administration with school governance highly centralized in the Ministry of Education and the Education Department.
• Leadership and Governance The business managers should have a starting point for driving the change and should be aware of the difficulties to be encountered during change periods and devise means of overcoming the difficulties.
• Leadership Qualities in Nursing Inspirational leaders inspire their patients at the bedside, encouraging them to struggle to survive and giving them hope. Inspirational leaders realize that mentoring is critical to success in nursing, so they educate others and encourage […]
• Leadership of Jerry Yang, Co-Founder of Yahoo The creation of Yahoo is the story of the hobby and knowledge of two Yang people who wanted to make the Internet more convenient.
• King Abdullah bin Abdulaziz al-Saud’s Responsible Leadership and Ethics He was the 13th of the 45 sons of the founding father of the Kingdom of Saudi Arabia, King Abdulaziz. For instance, in order to modernise Saudi Arabia education, King Abdullah sponsored King Abdullah University […]
• Christian Leadership of John Calvin Discontented with the kind of education that Calvin was receiving from the benevolent family, Gerard recalled his son from the philosophy college and took him to pursue law at the Orleans University.
• Hatshepsut’s Leadership and Accomplishments She was the leader of the Eighteenth Dynasty of Egypt and ruled with the help of the two-year old Thutmose III.
• Thomas Hobbes and John Stuart Mill’ Views on Leadership However, the most predominant theme portrayed by Thomas Hobbes in Leviathan is that the natural state of man in leadership is war. According to Daniel, liberty is a measure of power exercised by people in […]
• Mountain West Health Plans Company’s Leadership Styles The strengths of Evelyn Gustafson’s leadership style include the ability to strike a balance between creativity and participatory skills to serve competing interests in the relatively changing economic landscape, following the rapid growth of the […]
• Leadership – Ann Fudge This speaks highly of her dedication to work and those who work with her to achieve the desired results. The sabbatical gave her a chance to reinvent herself in order to become a better leader.
• The Essence of Leadership: Warren Buffet and Oprah Winfrey To understand the concept of leadership, the report evaluates the leadership qualities that the two leaders have developed. The reason behind the conflicts rests on the fact that the organisation, for instance, has no one […]
• Management and Leadership Paper This paper evaluates McDonald’s management and leadership style, the role of managers in creating and maintaining a healthy organizational culture and recommends on how McDonald’s can create and maintain its culture.

🥇 Good Leadership Topics to Write

• Ethical and Unethical Leadership in Healthcare
• Interdisciplinary Collaboration and Leadership Reflection
• Bedside Shift Reporting: Essentials of Nursing Leadership and Management
• Pacesetting as a Leadership Concept
• Leadership in Diabetes Management
• United Parcel Services Leadership
• Democratic Leadership Styles and Patient Outcomes
• Level 5 Leadership, Humility, and Will
• Leadership Values and Authenticity
• Personal Vision Statement in Organizational Leadership
• Advantages and Limitations of Online Leadership
• Leadership and Organisational Change
• Leadership Legacy Issues
• Leadership of the School Community
• Bernard Arnault’s Leadership
• Leadership in “12 Angry Men”
• The Importance of Strategic Leadership in the Global Business Environment
• Servant Leadership at St. Jude Children’s Hospital
• Delta Airlines Company’s Traditional and Digital Leadership
• Leadership Approaches in Healthcare
• The Leadership of Lubna Al Qasimi
• Leadership Role-Play Activity for Students
• Leadership Profile Analysis: Key Elements, Weaknesses, Strengths
• How Does Social Media Affect Leadership?
• Mohandas Karamchand Gandhi: Leadership Analysis
• Self-Awareness Importance in Effective Leadership
• Leadership of Climber Arlene Blum
• Abraham Lincoln’s Leadership Lessons
• Autocratic, Democratic, Free-Rein, Coaching Leadership
• Adaptive Leadership by Glover, Friedman, Jones
• The Impact of Leadership in Higher Education
• Leadership in “The Hunger Game” Movie
• Leadership Styles: A Critical Discussion
• General Electric’s Two-Decade Transformation: Jack Welch’s Leadership
• Poor Leadership at J.C Penney
• Leadership Styles and Effects on IT Organizations
• Nature and Effectiveness of Steve Jobs Leadership
• Leadership in the 21st Century
• Leadership in Quality Management
• Leadership Evaluation: Sir Richard Branson
• Justice and Leadership as Expressed by Plato and Ibn Khaldum
• Attitude Reflects Leadership: a Look at Leadership in your Professional Portfolio
• Diversity, Equity, Inclusion, and Belonging Leadership Program
• Machiavellian Leadership Style
• Self-Analysis on Democratic Leadership
• Leadership Philosophy and Its Importance for Life
• Carlos Slim: Leadership Styles and Personality
• Leadership vs. Management in the Nursing Context
• W. Buffett’s and F. Porsche’s Leadership Styles
• Organizational Behavior: Teamwork and Leadership
• Mentoring and Coaching Experience
• Comprehensive Leadership Approach
• General Leadership Style: Norman Schwarzkopf
• Mandela’s Leadership: Long Walk to Freedom
• Leadership Approach in “The Devil Wears Prada”
• Importance and Role of Leadership in Globalization
• Complexity Theory Models of Leadership with Other Models of Leadership
• Ineffective Leadership in a Workplace
• The Five-Star Hotels Operational Management
• Leadership Management in the Hospitality Industry
• Leadership and Motivation – Carlos Ghosn
• Astro Airlines: Burton’s Leadership Style
• Leadership for Happiness in Workplaces
• Personal Leadership Philosophy in Nursing
• Leadership in Lost TV Series
• Elon Musk: The Leadership Style
• Nursing Leadership and Its Importance
• Leadership Attributes of Duke Ellington
• Organizational Leadership and Strategic Positioning for Shangri-la Hotels
• Leadership and Organizational Psychology of Vince Lombardi
• Leadership Challenges Bedeviling Satera Team
• Leadership Skills and Leadership Development Plan
• My Leadership Challenge: Personal Opinion
• The Art of Leadership
• Leadership and Emotional Intelligence
• Genghis Khan: Style of Leadership
• Effective Leadership: What It Means
• Mary Barra’s Leadership at General Motors
• Leadership. Critical Incident in a Non-Profit
• Lao-Tzu’s and Confucius’ Ideas on Leadership
• Leadership and Collaboration for a Student
• Starbucks Coffee Company’s Leadership Interview
• Profile in Ethical Leadership: Bernard Madoff
• Explaining Leadership Positions and Responsibilities
• Tim Cook’s Leadership Transformation and Action Logics
• Transformational Leadership in Hotel Industry
• Chicago Bulls 1995-96 Championship: Team Leadership
• Thyressa Williams’ Leadership Interview
• Leadership in the “Invictus” Movie
• Leadership Development: Experiences and Theories
• Jack Welch’s Leadership Style
• The Application of Transformational Leadership in the UAE
• How Emotional Intelligence Influences Leadership
• Charismatic vs. Inspirational Leadership
• Dr. Maya Angelou and Her Leadership Abilities
• Some Theories and Theorists on Leadership
• Contingency Theory of Leadership
• Quality Management Systems
• Leadership and Management Definition
• Leadership in Multinational companies
• Mohandus Gandhi’s leadership
• A Personal Model of Leadership
• James Madison’s Leadership Qualities
• Team Leadership: Essential Features & Problems
• Strategic Leadership at The New York Yankees Team
• The Art of Communication as the Language of Leadership
• Leadership Commitment Statement on Prevention of Workplace Violence
• Constructive Criticism in Leadership
• Personal Career Experience: Leadership
• Zappos Organization’s Leadership and Objectives
• Modern Nurse’s Role: Leadership
• Leadership Styles: Democratic and Collective
• The Leadership Challenge Overview
• Developing Shared Vision: Leadership
• Radical Leadership at Semco by Ricardo Semler
• Leadership – Integration Project
• The Leadership Skills of Leigh Anne Tuohy
• Leadership and Total Quality Management
• Leadership and Influence: Action Plan
• Oprah Winfrey’s Leadership Traits and Virtues
• Youth Leadership Development
• Coaching and Mentoring in Executive Leadership
• Leadership Input to the Community Development
• Personality and Leadership Style Relationship
• Leadership: Encouraging the Heart and Generosity
• Leadership: Providing Purpose, Motivation and Inspiration
• Sheikh Mohammed leadership
• Educational Leadership in School
• Leadership Styles: Nelson Mandela and Margaret Thatcher
• Chapter 6 of Northouse’s Leadership: Theory and Practice
• Leadership: Definition and Values
• Warren Buffet’s vs. Bernard Madoff’s Leadership Styles
• How Contemporary Leadership Styles Are Relevant in Today’s Military
• Daniel Roth’s and Sam Hazen’s Personal Values in Leadership
• Transparency: The Role in Leadership
• My Involvement as a Leader, Leadership Coach, and Development Instructor
• Personal Leadership Philosophy in the Sports Industry
• Developing Leadership Skills in Nursing: A Proposal
• Authentic Leadership Style in Business
• Leadership and Personality Traits of Hovard Schultz
• Personal Leadership Profile: Communication Strategies
• The Role of Supervision and Delegate Leadership Style
• Leadership and Personal Characteristics of a Leader
• Nursing: Personality Types and Leadership Qualities
• Nursing Leadership and Personal Skills
• Emirates Airline HR Department: Leadership and Its Effect
• Leadership and Migrants in Malaysia: Hypothetical Design
• Inter-Organizational Networks and Leadership
• Rudy Giuliani’s Leadership During 9/11 Crisis
• Leadership Perspectives and Their Characteristics
• The Concept of Leadership: Machiavelli’s “The Prince”
• Personal Philosophy of Military Leadership
• How Communication Affects Leadership
• Red Bull Project’s Effective Leadership Measures
• The Life and Leadership Styles of Sir Edmund Hillary
• Manager Herbert Kelleher’s Leadership Qualities
• Leadership Influence Processes: Chief Executive Officers (CEOs) and Presidents
• Studying Leadership Behaviour: “The King’s Speech” by Tom Hooper
• Etihad Airways: Leadership Attitudes
• Creativity in Leadership
• Leadership Style and Employee Motivation: Burj Al Arab Hotel
• Leadership in Teams: Experience and Reflection
• Leadership Styles and Their Results
• Leadership Practices Assessment
• Personal Leadership Action Plan
• Leadership Definitions and Meanings
• “Leadership For Leaders” by Michael Williams
• Charlotte Beers’ Leadership at Ogilvy & Mather Agency
• Political Frame for Educational Leadership Issues
• Leadership: Johari Window and Transactional Analyses
• Elizabeth Bloomer Ford’s Leadership Development
• Ethics in School Leadership
• Women’s Features in Administrative Leadership
• The Challenges of Leadership Practice in the 21st Century
• Stephen Hawking: Visionary and Cross-Cultural Leadership
• The Nickelodeon Company: Transformative Leadership
• Classic Drucker: Articles on Management and Leadership
• Steve Jobs and Tim Cook Leadership Styles Comparison
• Jack Ma’s Business Leadership and Career
• Global Leadership Development
• Nike Company: Hannah Jones Leadership Style
• Leadership and Performance in the Workplace
• Leadership: Types, Approaches and Strategies
• Does Gender Affect Leadership?
• Organizational Behaviour and Leadership
• Entrepreneurial Leadership: Five Guys
• Leaders v. Managers: What’s the Difference?
• A Plan for Effective School Leadership
• Destructive Leadership as a Phenomenon in HR Management
• Leadership is Action and Not Position
• Relationship Between Personality and Leadership Style
• Transformational Leadership at Virgin Group
• Leadership Styles in the UK, USA, and Japan
• The Charismatic Leadership of Steve Jobs at Apple
• The Behavioral Approach of Studying Leadership
• Leadership Styles and Theories
• Relationship between Leadership and Management
• The Leadership of Amazon
• Safety Culture Development Through Effective Leadership and Management
• The Significance of Strong Leadership in Business Organization
• Jamie Oliver and Leadership in the Food Industry
• Leadership Skills: “The Prince” by Niccolo Machiavelli
• Experience with Negative Leadership
• The Role of Civic Leadership
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• Effective Leadership Analysis
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• The Book “The Power of Positive Leadership” by Jon Gordon
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• Diversity as One of the Principles for Sustainability Leadership
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• Leadership Communication and Management
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• Leadership Leverage at Gunderson Lutheran Health Facility
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• Leadership Theories and Styles
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• Importance of Leadership Attributes for Healthcare
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• Servant Leadership Benefits in Nursing
• Leadership and Its Three Major Models
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• Discussion of Servant Leadership Behaviors
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• Religious Views on Politics, Leadership, and Norms
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• Leadership in Remote Team at Alibaba Limited
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• Does Leadership Affect Employee Commitment Management?
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✔ What is the Coaching Leadership Style? ✔ What are the Principles of Coaching Style of Leadership? ✔ What is an Example of a Coaching Style? ✔ 13 Effective Coaching Leadership Styles

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13 effective coaching leadership styles.

Some leaders stand out from the rest because of their ability to do more than “delegation.”

They don’t just assign tasks, make rules, and enforce deadlines. Instead, they practice the coaching style of leadership . This method allows them to guide, empower, and support team growth and success.

In this guide, you’re going to learn everything about coaching leadership style, including:

• Its definition
• The principles of the coaching style of leadership 
• An example of a coaching style
• 13 effective coaching leadership styles

What is the Coaching Leadership Style?

Coaching leadership style focuses on guiding and developing team members to reach their full potential. 

Using this approach, a leader acts less like the boss and more like a mentor to coach their team and show individual members how important their roles are in achieving the overall goal. 

Instead of just giving orders, leaders use various coaching skills to do the following:

• Ask deep questions
• Listen actively
• Provide support 

This method helps team members enhance their personal and professional growth. It also makes each person feel seen, heard, and valued. 

What are the Principles of Coaching Style of Leadership?

Coaching leadership is built on trust, open communication, and a genuine desire to see others succeed. 

The main principles include:

1. Development

Coaching leaders focus on the long-term growth of their teams rather than just short-term results. 

By investing time in identifying individual potential, strengths, and weaknesses, you can create opportunities for them to develop their skills and knowledge. 

This can be done by providing the resources and support for continuous learning and advancement.

2. Collaboration

Rather than maintaining a strict hierarchy, coaching leaders work closely with their team members. 

They encourage open dialogue, value diverse perspectives, and involve team members in decision-making. 

This collaborative approach builds trust and promotes a sense of shared ownership in the team’s success.

3. Goal-Setting

It’s essential to help team members set and achieve SMART goals that align with both individual aspirations and organizational objectives: 

Then, support your team in developing action plans to achieve these goals and check in on progress to enhance their performance.

What is an Example of a Coaching Style?

A great coaching leadership model can be seen in Jenna Kutcher , a renowned digital marketer and business coach.

As a leader, Jenna is big on listening actively to her team members. She welcomes their ideas, regardless of how things have been in the past. 

She has talked about setting up new hires for success through her onboarding process. She honors her team’s passions outside of their work.

Because she wants the same pace and style of life for her team as she does for herself, Jenna coaches and allows them to own their vertical. 

She allows them to find their own solutions rather than dictating what they must do so they can be happier and more productive doing their jobs.  

As a leader, you can apply different coaching styles to improve the performance of your team and organization. 

Here are 13 key aspects with relatable coaching leadership style examples:

1. Active listening

This involves giving your full attention to what team members say, understanding their points, and asking questions to ensure clarity. 

Active listening goes beyond just hearing words. You need to observe nonverbal cues, such as the speaker’s expressions, tone, and actions. 

Paying close attention to your team will help you achieve the following:

• Demonstrate respect
• Build trust
• Gain deeper insights into their thoughts, feelings, and needs.

For example, a team member might hesitate to share their ideas during a team meeting. Encourage them to share their thoughts. Be attentive, maintain eye contact with the speaker, and nod encouragingly as they speak. 

This helps them feel heard, valued, and confident enough to contribute more in future discussions.

2. Arranging Team Meetings

Bringing your team members together regularly enhances communication, collaboration, and alignment. 

It provides a platform for members to voice their ideas, address challenges, celebrate wins, and ensure their actions align with the overall goals. It promotes a sense of inclusivity and shared ownership.

For example, you can schedule weekly review meetings where team members share their progress, discuss challenges, and brainstorm solutions together. 

3. Offering Developmental Coaching

Your aim here is to help the long-term growth of team members rather than just immediate performance. 

Developmental coaching helps you identify their individual strengths and weaknesses. 

Then, you can create a tailored plan to help each person develop enhanced capabilities for future challenges and opportunities. 

For example, you can work with a team member to create a three-year career plan. This can include areas for improvement and opportunities to develop new skills, even if they’re not directly related to their current role.

4. Having Emotional Intelligence

Emotional intelligence, or emotional quotient, is the ability to identify, understand, and manage your emotions and those of others. 

It’s a combination of self-awareness, emotion regulation, empathy, and social skills to:

• Handle complex interpersonal situations
• Create a positive work environment
• Achieve the best outcomes in every situation 
• Build strong relationships with their team members

For example, if a major client backs out of a deal, you should acknowledge your disappointment and frustration and the team’s. Then, guide the team in discussing what they can learn from the experience. 

This will help everyone process their emotions constructively.

5. Setting Developmental & Business Goals

In coaching leadership, it’s necessary to work with team members to establish clear, achievable goals that align with their personal growth and organizational success. 

Effective goal-setting includes the following:

• Ensuring goals are SMART
• Breaking down long-term objectives into manageable milestones
• Reviewing and adjusting goals regularly

For example, you and your team can plan the quarterly goals of each department or individual. A marketing specialist can have the goal of mastering a new analytics tool to enhance their skills and improve the company’s data-driven decision-making.

6. Giving Constructive Feedback

This means giving attention to the work of your team members and providing positive and supportive input to improve their performance. 

Constructive feedback should be balanced, highlighting both strengths and areas for improvement.

For example, after an employee’s presentation, you can give feedback on their delivery. Highlight what they did well, maybe clear explanations of complex concepts, and suggest areas for improvement, like maintaining more eye contact with the audience.

7. Improving Team Performance

This approach focuses on how the team functions as a group, not just individual contributions.

Coaching leaders who prioritize team performance work on communication patterns, collaborative processes, team alignment, and overall productivity. 

For example, let’s say your team is falling behind on their quarterly goals. Instead of addressing individuals, you can bring the whole unit together to analyze their entire workflow, identify bottlenecks, and develop strategies to improve their efficiency.

8. Defining Coaching Leadership 

Defining coaching leadership is about clearly articulating and demonstrating what the leadership style means within the organization. 

This involves setting expectations for the following:

• How you, as a leader, will interact with your team
• The values that will guide these interactions
• The outcomes you aim to achieve

For example, as a new department head or project coordinator, you can set the tone for positive leadership. 

You can hold a team meeting to explain your coaching approach and highlight your expectations for open communication, mutual support, and continuous learning.

9. Building Employee Trust

Coaching leaders create an environment where team members can do the following:

• Feel safe to take risks
• Share their ideas 
• Be open and vulnerable

When trust is high, your team will be more open to feedback, take on challenges, and contribute their best.

For example, you can encourage your team to share their lapses during weekly check-ins. You can create a culture of trust and continuous improvement by openly discussing mistakes and lessons learned, including your own.  

10. Creating a Balance Between Praise and Criticism

As a coaching leader, you should use a combination of compliments and constructive criticism to motivate and guide team members. 

You celebrate successes and good performance, while also addressing areas that need development. This balanced approach helps maintain morale while still encouraging improvement. 

For example, if a team member creates a report on business finance, review it and commend them for their thorough analysis. Then, suggest ways to make the presentation more impactful and conversational. 

11. Enhancing Employee Experience

Focusing on employee experience means creating a positive work environment that supports employee growth, engagement, and satisfaction. 

This coaching leadership style considers all aspects of an employee’s journey with the organization, including:

• The onboarding process
• Daily work life
• Career development

It involves addressing team members’ needs and motivations of team members by designing policies and practices that enhance their overall work experience.

For example, you can implement a “growth buddies” program where employees are paired up to support each other’s development goals. This initiative enhances both individual growth and team bonding, improving the overall employee experience.

12. Asking Powerful Introspective Questions

Asking thought-provoking, introspective questions is a technique used by coaching leaders to stimulate critical thinking, self-reflection, and deeper understanding. 

They often begin with “what,” “how,” or “why” and are open-ended to encourage thoughtful responses. 

These questions help team members gain clarity, solve problems more effectively, and become more productive.

For example, during a one-on-one meeting, you can ask individual members questions like:

• “Is there an aspect of your job that excites you?”
• “How can we incorporate more of that into your role?” 

This question helps them reflect on their passions and how to align them with work.

13. Giving Support and Encouragement

Provide consistent support and empowerment to help team members feel confident in their abilities to overcome challenges and achieve their goals. 

This support can be verbal or tangible (such as providing resources). Like other leadership styles, this approach helps team members feel supported and grow professionally.​​​​​​​​​​​​​​​​

For example, when a team member expresses doubt about their ability to do something, you, as a supportive coaching leader, can remind them of their past successes and provide resources they’ll need throughout the process. 

Promoting Your Coaching Style of Leadership 

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