Application Assignment: Formal and Informal Leadership

Application Assignment: Formal and Informal Leadership

Application Assignment: Formal and Informal Leadership

Traditional models of organizational management promote a hierarchal structure of roles and responsibilities. Modern public and nonprofit organizations are moving away from this model and toward a more networked and collaborative management structure. The new structure allows for the presence and influence of informal leadership within an organization. It is important to recognize both the formal and informal leadership operating within an organization, as it is often the informal leaders who have the influence that will result in the success of an initiative. Understanding the interaction between formal and informal leadership is vital to bringing about results and success in all areas of the organization.

ORDER NOW FOR CUSTOMIZED SOLUTION PAPERS

 

For this Assignment, review this week’s Learning Resources, and focus on the leadership structures with public or nonprofit organizations.

The Assignment: 3–4 pages, not including title pages and references

• Briefly describe one public or nonprofit organization from the Learning Resources.
• Describe the formal leadership structure of the organization.
• Describe the informal leadership that is present in the organization.
• Explain how the formal leadership structures and informal leadership manifest themselves, overlap, and relate to one other in the organization.
• Explain the influence of informal leadership on the organization leadership.
• Explain the implications (positive and/or negative) of adhering to a formal leadership structure.

Support your Assignment with specific references to all resources used in its preparation. Use correct APA formatting for all resources.

Required Resources

SHAFRITZ, J. M., RUSSELL, E. W., BORICK, C. P., & WYDE, A. C. (2017). INTRODUCING PUBLIC ADMINISTRATION (9TH. ED.). NEW YORK, NY: ROUTLEDGE.READINGS

• • Chapter 8, “Managerialism and Information Technology”
  • Chapter 10, “Leadership”
• Donaldson, S. (2006). Outside, looking in. Public Integrity, 8(3), 207–214.
  Retrieved from the Walden Library databases.

• McCurdy, H. E. (2006). Vision and leadership: The view from science fiction. Public Integrity, 8(3), 257–270.
  Retrieved from the Walden Library databases.

 

• Nagel, J. H. (1991). Psychological obstacles to administrative responsibility: Lessons of the MOVE disaster. Journal of Policy Analysis & Management, 10(1), 1–23.
  Retrieved from the Walden Library databases.