Chapter 9 talks about transformational leadership. The chapter claims that in the transformational leadership process, the leader engages with his or her followers. The leader also creates a connection that raises the level of motivation and morality in both the leader and the follower. This is evidenced in the case of Mohandas Gandhi who raised the hopes and demands of millions of his people and in the process, he got changed himself as well. The claims are effective because in transformational leadership, the leader leads by example. Followers in this case are likely to find it easier to identify with the values championed by their leader.
Chapter 10 talks about servant leadership. It claims that in servant leadership, the leader puts the good of followers over their own self-interests and emphasizes follower development. The chapter gives an example of a highly qualified teacher, Mr Yon Kim. Despite his high qualifications, Mr Kim is a servant leader who helps his students - from the highly accomplished to the least capable – to grow through his teaching and guidance. The claims are not effective because it is hard to distinguish service from influence under this type of leadership.
Chapter 11 talks about authentic leadership. The chapter claims that authentic leaders exhibit genuine leadership, lead from conviction, and are originals; not copies. The chapter illustrates Nobel Peace Prize Laureate Nelson Mandela as an example of an authentic leader. Mr. Mandela is said to have had a strong set of values. He was also unyielding in his pursuit of justice and equality for all in his country, South Africa. He knew his values, and his leadership reflected those values. The claims in this chapter are effective. However, the challenge is determining whether or not a given leader is being authentic and that he or she is not copying from elsewhere (Northouse, 2013).
References
Northouse, P (2013). Leadership: theory and practice. Los Angeles, California: SAGE Publishers, Inc.
