|Fabio Galliano - i7806748 |
|Contemporary Issues in Management |
Written in the sixteenth century, Machiavelli hasdone a study on the nature of the ‘Prince’. A term used to denote all mandates that became the leader of an empire, country or an independent province, and behaviour of their subordinates. The author has produced a theory on how to come to power and, more importantly, keep at it, effectively. From the analysis of human behaviour, Niccolo Machiavelli showed how a leader can use knowledge of humannature to influence their followers.
In a passage of the Prince, Machiavelli emphasize that in order for a prince to succeed he must conquer people’s satisfaction and goodwill to avoid conspiracies and despair.
This essay aims to critically analyse theories regarding leadership making this analysis a comparable with Machiavelli’s statement and the reality of the leadership of change.
Thisanalysis has as an objective identifying key facts of contemporary leadership and leadership of change by analysing various theories and by making comparables with Machiavelli’s theory from the extract of the book The Prince.
Leadership is the course of action which a person tries to get organizational members to do something he desires. The leader’s notoriety extends beyondsupervisory responsibility and formal supremacy. Bruno Faria (2000)
The analysis of the definitions shown above shows some heterogeneity; however, that can be found as more common among some of them is the need for planning of change, its character of response to the demands of the environment, its objective to increase in the organizational performance, and its scope the various organizationalcomponents.
The first analysis regarding the challenges that awaits the leader is to acknowledge what forms this role, or leadership, was conquered. There is the leadership from inside the group itself, and other arrivals from the outside. There are those conquered by an articulation of the leader himself, with methods you do not agree or shady, as well as others appear for the structure itself ofthe organization that predicts an ascent for time of service or with another criterion stipulated by rules.
In each case there will be a degree of difficulty, depending on how the new followers will adapt to the arrival of the new leader. There are cases in which the new leader takes office with great prestige and they all feel an honour and great motivation in making part of his team. In othercases his arrival is even received by suspicion or by opposite reactions, which promises to create great problems of adaptation in the function of command.
One of the principal qualities expected from a leader is the deep knowledge of the human nature, to realize, and share opinion is his initial duty in front of the commanded ones. In which form is it being realized and since it will beaccepted by the group.
Adopting strategies for change to obtain success involves understanding aspects of the environment, individuals and of the organization as a whole. This concept identifies variables of context that would be causing changes, which can be continuous or discontinuous. So far as this knowledge could allow the management and the implantation of change, the increase in theorganizational effectiveness and their chances of survival.
Robbins (1999) presents six specific aspects that act as triggers of change: the nature of the work, technology, the shocks economic, competition, the social trends and world politics. These aspects would be present in everyday organizational more or less acute in certain moments, but constantly exert pressure on the organization.
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