Rudolph Guilianis ÂLeadership :: Leader Leadership Management

Rudolph Guilianis LeadershipLeadership style and behaviour be key determinants of effective constitutional write outment. The leaders are The tribe who co-ordinate and balance the interests of all who book a stake in the organisation, including- the executive team, all other managers and those in team leadership positions or with a subject leadership roleWitcher (2007) argues that POSIES gives us an impression of a sequence of tasks, top-down strategic planning idea. Leadership style depends on how strategic management is managed by top managers. There are different leadership styles and therefore there are different ways that leaders re follow strategic priorities. In Rudolph Guilianis book Leadership, his philosophy is to identify the plaza purpose of an organisation and align the resources and focus along with that purpose. He also believes strongly in organizing around a purpose. In order to develop an organisation structure Giulianis first question is always Whats your mis sion?- not a day to day but on a long term basis. because he proposes to analyse the Purpose, Objective and Strategy of an organisation before setting the structure.Weber (1924) classifies types of leadership in relation to types of authority. These vary from a commanding leadership, where people must have obedience to orders, to an inspiring type. This inspiring type may also be related to John Seddons systems thinking. He argues that leaders should work the work. They should manage how people do things, not what they do. Chester Barnard (1938) argues that Executives primary job was to facilitate co-operation and that authority should not be imposed.Leadership is sometimes associated with fantasyary and a personalised throw of management. Witcher gives us the example of Ford who had a clear idea of his vision for his car company. His vision was creating simple model cars at low cost and this vision produced the Model-T car, the modern mass production assembly line that made it p ossible. However, Witcher argued that this form of leadership may encourage short term, individually based goal setting, kinda than team work.Senge (1990) advocates a dispersed leadership for the learning organisation where progress is achieved through small steady changes. A great leader in his view is one who encourages others to say, We did it ourselves.Collins (2002) mentions that the difference between good to great performers is a consistent system with clear constraints. Discipline is a very important facial gesture with vision and faith. Strategic understanding is necessary and he stresses on the idea of getting disciplined people who engage in disciplined thought and who accordingly take disciplined action.