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Leadership is always a hotly debated topic.

Effective in not-for-profit healthcare organizations,

leadership theories strengthen the mission of the organization. This article presents investigation as on
original concept of contemporary leadership.

Leadership was once thought to be an inherited trait, but contemporary theorists assert that leadership
is a learned. Traits alone dont define leadership, rather, leadership is based on individual
characteristics, approaches the situations, and the ability to handle change. It conceptualizes
relationship between a leader and a follower- leaders cant exist without followers and vice versa.
Leaders set the overall direction for an organization and motivate others to promote change and a quite
different from the traditional definition of management. The general function of a leader is to produce
results and motivate followers to achieve results. The identification of leadership of leadership abilities
encourages succession planning, thereby promoting organizational lovengity.

Different contemporary leadership models and their attributes: Aversive leaders use coerciveness,
intimidation, punishment, and reprimanding behaviour to obtain result. Authentic leaders have a
genuine passion to help others through their service and dedication and gain respect through their
credibility and trustworthiness. . Change-oriented leaders are highly effective only during times of
change. Charismatic leaders influence followers through their own personal attributes. Directive leaders
use their position and power as a method to merely obtain results. Distributive leaders are independent
among other leader and desire contribution from others and only effective in team setting that desire
input rather than position. Educational leaders focus on educational practices and structural design to
intellectually help development of others. Ethical leaders are concerned with followers, oral potential
and display sincere concern to others and an open commitment to ethical standards. Empowering
leaders have a desire to lead others in hopes that the members of the group will desire to lead
themselves, resulting a heightened self-sufficiency. Participative leaders encourage interaction from
followers when making decisions. Relational leaders focus on the continual engagement of their
followers and surroundings to promote accountability and dialogue. Servant leaders place followers
interests before their own. Shared leaders focus on the equal value of contributions among group
members rather than on one leader. The transition from an individualistic into a more holistic approach
of leadership fosters the team. Situational leaders recognize that internal and external factors constantly
change the level of interaction and involvement that a leader must displays with followers. Spiritual
leaders are concerned with followers moral potential and display sincere for others, an open
commitment to ethical standards, and the desire to become a role model to others. Strategic leaders
focus on the long-term development and growth of organization and often refer to the daily operational
constructs of the business. Transactional leaders focus on the motivating effort of completing tasks:
positive completion results in reward, negative completion results in discipline. It uses contingent
rewards and management by exception, an active role of correlation, to motivate followers.
Transformational leaders interact with followers and provide guidance and support to their followers to
accomplish tasks and desire valuable change their followers to promote continued leadership. Vertical
leaders focus on one elected leader within the group. Visionary leaders visibly transform and change
their organizations, usually during times of emergency and crises because transformation isnt always
necessary during stagnant times.
All aforementioned leadership models fail to recognize or establish the importance of a leader
identifying leadership potential in another person and dedicating time, knowledge, and resources
toward developing leadership skills. According by the original theorist of appreciative inquiry,
organizational development is merely a philosophy that focuses on reshaping and restructuring.
Appreciative inquiry isnt a leadership model, but it contributes to the conceptual framework of
investation whereby leaders should