Leadership styles and kelly


Compose a well-written essay of 1000-1250 words 
Apply an understanding of leadership skills and styles we have examined in Modules 1-4 and evaluate in what ways Nicholson succeeded and failed as a leader.
Utilize Kelley’s five primary followership styles, discussed in the Module 4 Notes, and assess how the men under Nicholson’s command succeeded and/or failed (or both) as followers.
Please be sure to write a cohesive essay that explores the above points.M4.8 Essay – Evaluating Success as a Leader and
a Follower
Renowned film critic Roger Ebert masterfully explained the central obsession in The
Bridge on the River Kwai, suggesting:
“The story’s great irony is that once Nicholson successfully stands up to Saito, he
immediately devotes himself to Saito’s project as if it is his own. He suggests a
better site for the bridge, he offers blueprints and timetables, and he even enters
Clipton’s hospital hut in search of more workers, and marches out at the head of a
column of the sick and the lame. On the night before the first train crossing, he
hammers into place a plaque boasting that the bridge was ‘designed and built by
soldiers of the British army.’
It is Clipton who asks him, diffidently, if they might not be accused of aiding the
enemy. Not at all, Guinness replies: War prisoners must work when ordered, and
besides, they are setting an example of British efficiency. ’One day the war will be
over, and I hope the people who use this bridge in years to come will remember how
it was built, and who built it.’ A pleasant sentiment, but in the meantime the bridge
will be used to advance the war against the Allies. Nicholson is so proud of the
bridge that he essentially forgets about the war.”
Ebert, R. (1999, April 18.) The Bridge on the River Kwai. Retrieved from
Some viewers of the film will look at Nicholson as a hero; others see him as a villain. He
is wildly successful in some aspects of his leadership and spectacularly unsuccessful in
Module 4: Kelley’s Primary
Followership Styles Plain Text
1. Alienated Followers: Skeptical mavericks and devil’s advocates. Leaders often
view these types of followers as troublesome or even adversarial. They think
critically and independently, but do not fully carry out their roles. They
sometimes begin as exemplary followers but later withdraw due to a lack of
trust and unmet needs. Independent and passive.
2. Conformist Followers: Nonthreatening team players who accept assignments
gladly but lack their own ideas. Adverse to conflict and unwilling to take
unpopular positions, they generate few ideas and require structure, but are an
active part of the organization. Dependent and active.
3. Pragmatist Followers: Terrific bureaucrats. They stay attuned to the
organization’s political realities and are able to work the system and maintain
comfort in the middle. They tend to play by the rules. Neither dependent nor
independent; neither active nor passive.
4. Passive Followers: Similar to conformist followers, passive followers rely on a
leader’s judgment, taking action only when the leader gives instruction. They
follow the crowd. Both dependent and passive.
5. Exemplary Followers: They add value and make a positive difference in
helping the organization achieve its goals. They focus on goals and take
initiative. Independent and active.
Module 1.3 Legitimate Authority
versus Other Types of Power Plain

“Legitimate Power is where a person in a higher position has control over
people in a lower position in an organization.” Legitimate power can be
favorable, if the followers believe that the power is deserved. Legitimate
power can also be unfavorable if the person in charge has power only, but
none of the knowledge or people skills to back it up.
“Coercive Power is where a person leads threats and force.” While it can be
effective in the short term, it is unlikely to win respect and loyalty for long.

“Expert Power is the perception that one possesses superior skills or
knowledge.” A degree or certification helps solidify expert power.
Informational Power can be easily confused with expert power. It “…is where a
person possesses needed or wanted information.” This is a short-term power
that doesn’t necessarily influence or build credibility.” For example, a project
manager might know who to call in case of an emergency, or recall how many
widgets were delivered in the last order.
“Reward Power is where a person motivates others by offering raises,
promotions, and awards.”
“Connection Power is where a person attains influence by gaining favor or
simply acquaintance with a powerful person.” This power is all about
networking and the ability to gain approval from others without being seen as
political or power hungry. Nepotism is a type of connection power typically
perceived as negative.
“Referent Power is the ability to convey a sense of personal acceptance or
approval. It is held by people with charisma, integrity, and other positive
qualities. It is the most valuable type of power.” It comes from the same root
word as “revere,” so it’s the type of power you have when others revere or
respect you.
MEN’S AND WOMEN’S LEADERSHIP STYLES: Analysis of male and female leadership
styles can easily become confusing and fraught with emotion. Sometimes analysis
becomes prescriptive and tends to characterize one style (over another) as “normal.”
Analysis that begins as descriptive can become stereotypical, and stereotypes can lead
directly to prejudice. But, at the same time, the fact that gender can affect a person’s
approach to a problem set should not be ignored.
Much of the research, found in articles like Eisner’s Leadership: Gender and Executive
Style,Links to an external site. [PDF File, 15.2MB] finds that there appear to be no
reliable differences in the ways men and women exercise leadership. Executive women
were not found to be, for example, more impulsive, less dominant, better able to reduce
interpersonal friction, or more understanding or humanitarian than men.
However, Rosener argues, in her article “Ways Women Lead,Links to an external site.”
[PDF File, 3.6MB] that the first generation of women leaders who entered the
commercial world adhered – of necessity – to typically masculine cultural mores. But, if
you look at the second generation of women leaders, Rosener concludes that:
1. Women are more likely than men to engage in “transformational” leadership,
(focused on subordinating or transforming their own self-interest into the
interest of the group) as opposed to “transactional” leadership (leadership that
relies on extrinsic motivators, such as punishment and reward).
2. Men tend to rely on “position” power, power that is derived from their place in
the organizational hierarchy. Women tend to focus more energy on “personal”
power, power related to personal characteristics like hard work, charisma, and
personal contacts.
3. Women leaders generally exhibit “interactive” leadership, “drawing on what is
unique to their experience as women.” This approach is designed to make
interactions with subordinates positive for everyone. By signaling to
employees that they are respected and trusted, interactive leaders enhance
employee self-esteem, generate information, and create support, loyalty, and
You have completed the readings and viewing for Module 3. Let’s continue with M3.3
Characteristics of Charisma.
CHARISMATIC LEADERSHIP: Erin Brockovich would be considered a charismatic leader.
Derived from the Greek word “charis,” meaning favor or grace, the word charisma refers
to a charm or appeal that some people tend to exude that makes others want to be in
their company.

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