Reflection

REFLECTION 3

This essay offers a synopsis into chapters 11 and 12 of RichardDaft’s book: The Leadership Experience. Through the chapters,Richard aims at exploring on divergence in the places of work as wellas scrutinizing the categories of headship in the task forces.

Chapter 11

Under this chapter, he points out that drifts in societal ethnicvalues, integration to other regions as well as deviations instatistics of human populace patterns ignite divergence in the workplace. While the ancient workforce was only limited to a fewattributes, technology and changing times have led to anall-encompassing divergence (Daft &amp Lane, 2005). This has made itan integral player in widening up on ideas hence capitalizing oncompetitive advantage over organizations that do not upholddivergence. Defies holding it back are biasness and labeling wheretrivial entities feel extinct. Worth noting is that feminism thriveshighly in executive positions mainly emanating from their cooperativeheadship.

Chapter 12

Here, he explores on the various arrays of headship.Transformational headship just like compelling headship aims atbringing an overhaul into the workplace rekindled by the leader whiletransactional headship involves candid participation between leadersand their subjects (Daft &amp Lane, 2005). While some executors mayopt to form coalitions through which they garner supports for theirheadship, others go for the Machiavellian style with an authoritativeattitude. Richard argues that while a leader has options between softand hard power, the former outdoes the latter in a majority of theorganizations.

Noting that these explorations are evidence based, they areapplicable in any work setting and are fundamental in shaping uporganizations as well as guiding executors on their headship.

References

Daft, R., &amp Lane, P. (2005). The leadership experience.Mason, Ohio: Thomson/South-Western.