Journal -2 We had a discussion about Leadership, relationship of leader and follower, role of sex and gender in relationship, emergence,

influence process and behaviors for leadership in last journal#1. In week four, we talked about contingency and path-goal theory which is related to the situation. Situation leadership means leader should be capable of taking any uncertain situation and edging it in a meaningful and acceptable way for the followers. We discussed three important questions regarding situation leadership. 1. 2. 3. Does the situation in which the leader and follower are making a difference? What leader behaviors work and when? What is the process through which the situation produces its effects?

We discussed the leadership process triangle for situational leadership. Leadership process includes the leader, the follower and critical context.

LEADER LEADER

FOLLOWER FOLLOWER

CONTEXT CONTEXT

There will be different context like task challenge, task structure, role ambiguity, favorability, task enjoyment and decision significance based on that the leader should have Path-goal facilitation, behavior flexibility, supportive, directive, achievement-oriented and participative while the follower should have ability, self-efficacy, authoritarianism and locus of control dimensions to react based on the context. Leader behaviors based on the context is very important which has their significant effects on the relationship with follower approaches and performance.

We watched Daniel Golemans video about compassion and lateral thinking. He mentioned that when were occupied; we stopped listening ourselves and being compassionate. I learned that the Leader behaviors of telling, selling, participating and delegating on the situation will increase effort and improve performance of followers. We also discussed leadership in the cross-cultural context in week four. Cross-culture studies play a vital role during leadership study; understanding of leadership and leadership practice is from one culture to another culture. We examined Geert Hofstede's framework for the identification and classification of cultural difference. He identified Individualism-Collectivism, Power distance, Uncertainty Avoidance, Masculinity Femininity and Time Orientation as important dimensions. We compare the countries using these dimensions. We watched the video of Simon Sineks about if you do not understand people; you will not understand the business either. I learned about how the leader should say and do the things which he/she believes and create a trust emergence in cross cultural group. We studied about the followers and leadership process, leadership style, substitutes of leadership, charismatic leadership, transformational leadership, the negative side of leadership and positive leadership in week five. Leadership and followership are concepts, neither of which can be known without the other. Leader-follower relationship is affected by the perceptions, misperceptions and self-oriented biases. We watched Susan Cains video about the power of introverts. She talked about the introverts capability, extra-ordinary talent and power to produce the result. She mentioned about introverts are more successful leaders than extroverts. We discussed Participative, Directive and Laissez-Faire leadership style from chapter eleven. We examined involvement oriented and directive/control oriented leadership style. Directive oriented leadership recognized to have a positive performance effect while involvement oriented leadership experience motivational, cognitive and inhibitor path. We debated about the concept of substitute for

leadership that there are factors in the work environment that can take the place of the behavior of a leader from chapter twelve. I learned that substitutes and leader behaviors are equally influential. In chapter thirteen, Weber defines charismatic leadership as charisma can be seen as the capacity to inspire devotion or enthusiasm. Charismatic leadership is seen not only in terms of leaderfollower relationship and its effects, but also with regard to the traits such leaders possess and the behaviors they engage in. Charismatic leaders are skilled communicators and have exceptional qualities. They are able to articulate a convincing or charismatic vision, and are able to produce strong emotions in followers. I wrote about Mahatma Gandhi in my leadership profile paper; he considered as a charismatic leader. In chapter fourteen, we talked about the transformational leader behaviors like intellectual stimulation, inspirational motivation, idealized influence and individualized consideration.

Transformational leadership means the leader identifies needed change; he/she creates an appropriate vision to guide the evolution through inspiration and executes the change with the commitment of the followers. Abraham Lincoln, John F Kennedy, and Franklin Delano Roosevelt were the great transformational leader. Charismatic leaders might be defined as transformational leader. We watched the video about the psychology of Evil in week five. Philip Zimbardo talked about the flip side: how easy it is to be a hero, and how we can rise to the challenge. He shared insights and unseen photos from the Abu Ghraib trails in his video. We reviewed about negative and positive sides of leadership from chapter fifteen and sixteen. We examined a negative (dysfunctional) leadership effects. Machiavellian, narcissism, and self-defeating behaviors are the negative effects for the leader while learned helplessness and blind followership are the negative effects for the follower. Within the realm of positive or moral leadership, we mentioned themes as spiritual leadership, servant leadership, authentic leadership, and ethical leadership.