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Analyze contemporary views of leadership presentation 8-10 slides,

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Select three contemporary leadership models – one from each column below. Though you can start with the Wren chapters and ERR articles, you will need to read more broadly about each theory you choose.
Wren text:
ERR – in the readings under Emerging paradigms:
ERR – in the readings under Non-dominant paradigms:
In the Chemers chapter:
Social network approach
Indigenous leadership
In the Burns and Couto chapters:
Feminist principles
In the Nadler/Tuschman chapter:
Leadership in knowledge management
Harmonious leadership
Kotter chapter
CDE model
ERR –  in the readings under Traditional paradigms:
Relational leadership
Emotional intelligence
As you begin your analysis of contemporary leadership, and similar to Week 2, you will develop an analytical framework containing three theories and three to five processes or categories to use to understand the theories. You may use leader/follower relationship as one of the processes.
Then, similar to Week 3, you will analyze the models for similarities, differences, sequencing, arrangement, gaps (areas none of the models address), etc. Remember, the framework by itself does not constitute analysis – you must apply your critical thinking to the content of the framework! J 
Create an 8- to 14-slide Microsoft® PowerPoint® presentation of the information described above using these design criteria:

Four to six bullet points per slide,
Six to eight words per bullet – not full sentences,
Each bullet point containing an assertion should also have a citation to literature,
Speaker notes in full sentences contain an expanded version of bullets on slides and also have citations as necessary, and
Reference slide with a minimum of six peer-reviewed articles, journals, and scholarly literature located in the University Library and cited on your slides

*Additional Readings you can you!

Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50(5), 1217-1234.
Goodall, A. H., & Pogrebna, G. (2015). Expert leaders in a fast-moving environment. The Leadership Quarterly, 26(2), 123-142.
Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know about leadership: Effectiveness and personality. American Psychologist, 49(6), 493-504.

Emerging Leadership Paradigms

Balkundi, P., & Kilduff, M. (2006). The ties that lead: A social network approach to leadership. The Leadership Quarterly, 17(4), 419-439.
Crossman, J. (2010). Conceptualizing spiritual leadership in secular organizational contexts and its relation to transformational, servant and environmental leadership.Leadership & Organization Development Journal, 31(7), 596-608.
Eoyang, G. H. (2004). Conditions for self-organizing in human systems. Futurics, 28(3-4), 10-59.
Lakshman, C. (2007). Organizational knowledge leadership: A grounded theory approach. Leadership & Organization Development Journal, 28(1), 51-75.
Uhi-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. The Leadership Quarterly, 17(6), 654-676.
Walter, F., Cole, M. S., & Humphrey, R. H. (2011). Emotional intelligence: Sine qua non of leadership or folderol? Academy of Management Perspectives, 25(1), 45-59.

Non-Dominant Leadership Paradigms

Fitzgerald, T. (2006). Walking between two worlds. Educational Management Administration & Leadership, 34(2), 201-213.
Lazzari, M. M., Colarossi, L., & Collins, K. S. (2009). Feminists in social work: Where have all the leaders gone? Affilia, 24(4), 348-359.
McElhatton, E., & Jackson, B. (2012). Paradox in harmony: Formulating a Chinese model of leadership. Leadership, 8(4), 441-461.

Traditional Leadership Paradigms

Kendrick, J. (2011). Transformational leadership changing individuals & social systems. Professional Safety, 56(11), 14.
Kriger, M., & Seng, Y. (2005). Leadership with inner meaning: A contingency theory of leadership based on the worldviews of five religions. The Leadership Quarterly,16(5), 771-806.
Pieterse, A. N., van Knippenberg, D., Schippers, M., & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609-623.
Spears, L. (1996). Reflections on Robert K., Greenleaf and servant-leadership. Leadership & Organization Development Journal, 17(7), 33-35.
Thompson, G., & Vecchio, R. P. (2009). Situational leadership theory: A test of three versions. The Leadership Quarterly, 20(5), 837-848.

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