The Concept Of Leadership Management Essay

The Concept Of lease Management EssayThe nonion of leading had now been not only within the frame of team, g everyplacenance etcetera it had been spread around the world and world is exercised by this concept. leading is very much required in to sidereal days turbulent world beca drug abuse of several(a) crises etc. loss attractorship is as well a popular concept. It is similarly a part of solicitude and too considered as a management function. draws is also interconnected with other management functions much(prenominal) as planning, organizing, communication, motivating, coordination and controlling. on that point had been various(a) confusions in the concept of leaders starting from definition of lead till surmisal and approaches of leaders. Mevery researchers of management concepts much(prenominal) as easy lay Webber, Mary Parker Follet, F.W Taylor etc. obligate lead to serious development of leadership concept.The concept of leadership had been researc hed by various researchers leading to various findings. Findings such as leadership theories, approaches or sprints had been analyzed and it is interpreted and given beneath.Further, lureers atomic number 18 born or do is a biggest argument of century. This is what the hearty research argues to conclude. leadingThere had been various definitions researched by various researchers.The universal definition of leadership is traveling with and by means of with(predicate) hoi polloi and influencing the behavior of population towards the achievement of everyday goals.Leading is a management function without which management privynot step into next function which will interrupt the total organizational job and per functionance. leadinghip involves iv elementLeader/Persuader.Fol piteouser/Persuadee.Situation.Communication.LeaderLeader is a person with the ability to influence or bend the behavior of his/her subordinates towards a common objective or depute to which the lea der is route on.Effective leader is a person who positively influence another persons behavior through hard-hitting approach or demeanor relating to the leadership possibility used which turns the behavior towards achievement of goals soundly and efficiently. usage of effective leadersThere atomic number 18 twelve assorted roles that an effective leader performs and these twelve roles argon reason into trio categories and its readd under shape an Inspiring Vision Lead by ExampleCreate an inspiring vision, establish sh atomic number 18d values, give precaution and set range goals.Manage change strategically, squander risks, create change, lead change, manage impedance to change.Lead by example, practice what you pr individually, set an example, and sh atomic number 18 risks or hardship. debate combine, win respect and combine without courting popularity. empower, Inspire, and Energize PeopleBe enthusiastic, inspire and energize people, create a positive work environm ent.Empower people, delegate authority, be open to ideas, arrive faith in the creative thinking of others.Communicate openly and h unmatchablestly, give clear guidelines, set clear expectations.Empathize, be willing to discuss and solve problems, listen with understanding, support and help.Build and Lead a TeamUse team approach, facilitate cooperation involve everyone trust your group rely on their judgment.Bring out the best in your people, have common touch with them coach and provide effective feedback. licence group finality, help your team reach better decisions.Monitor progress, scarce dont micromanage, lead your team avoid close supervision, do not everyplace boss, do not dictate, lead team self-assessment.To further discuss, an effective leader acts as a -Clarifier who listens, summarizes and attains things cle ber.Coach who encourages others to develop skills.Facilitator who helps the group set goals, rent decisions, choose direction, and evaluate progress.Delegator who helps each group member apply their talents and interests to the groups goals. provoker who gets things moving.Manger who helps coordinate the parts of a travail and keeps an eye on program.Mediator who helps resolve differences.Networker who connects people with people and people with ideas to move the project forward.Problem solver who suggests solutions and counsels to get things done.Visionary who sees creative solutions, sweet directions and possibilities.It is set six important roles are required during various changes occurring in the environment. They areRole theoretical accountSponsorDecision maker spokespersonMotivatorEnforcerSkills of a leaderAccording to management concept, skills are categorized into three divisions such as conceptual, human and technical skills. afterward various researchers findings being analyzed it had been concluded that an effective leader requires the pursuit skillsVision, mission and goalCompetencyCommunicationInspirationInterperso nal incontrovertible attitudeDiscrimination and strategic thinkingHonesty/integrity trueness/ cargoMagnanimity/humilityOpen mindedCreative/ in advance(p)Assertive/decisiveSelf-awarenessKnow the stuffEncouragingPractice makes amendPassionPersuasionDelegate, empowering and fearlessnessGenuineSupportiveMotivating horny intelligenceEmployee-relationsCrisis managementOwnership and responsibilityfairnessLeadership TheoriesLeadership had been one of the concept universally researched by many, individually or together with and which had resulted into various theories in the past centuries and it had been revised for various benefits. Out of these various theories major(ip) eight theories are discussed belowGreat man openingTrait hypothesisBehavioral theoriesRole dust.McGregors surmisal X and system Y.Managerial grid.Participative leadershipLewins leadership mode.Likerts leadership mode.Situational leadership styleHersey and Blanchards homeal leadership.vroom and yettons normative model.Houses path goal conjecture.Contingency theoriesFiedlers Least preferred co-worker(LPC) theoryCognitive resource theory.Strategic contingency theory.Transactional leadershipLeader Member-Exchange (LMX) theoryTransformational leadershipBurns transformational leadership theory.Bass transformational leadership theory.Kouzes and Posners leadership dynamic inventory.Great Man TheoryThis theory is brought by Thomas Carlyle in 1840s stating that The history of the world is exclusively the bio graphy of nifty man. This theory is certain with the assumption that leaders are born and not made. He also assumes that great leaders will arise when there is a great look at and that this is power inheritance within men.The greatest critique or counter argument for this theory arose in 1860 by Herbert Spencer that You moldiness acquire that the genesis of a great man depends on the long serial of complex influences which has produced the be given in which he appears, and the mixer st ate into which that race has slowly gr witness. Before he can remake his society, his society must make him which says that great men are the product of their societies and their actions would be unworkable without social conditions built before their lifetimes.This theory makes us see a great man as heroic person from birth which shows examples such as Napoleon, Shakespeare, Martin Luther, Mahatma Gandhi etc. the counter argument of Herbert Spencer is the one that helped this theory to be alive from its findings till date.Trait TheoryTrait theory is major area of ponder on human character. Trait can be defined as behavior, thought, emotions, etc. of people that differs among people and influence behavior. It can be described as behavioural act through which leadership style has been performed. It also has similarity with great man theory.Gordon Allports three stage modelGordon Allport was the first-year researcher to come up with this theory in 1936. He described four thousand genius signs. He categorized these traits into three directsCardinal trait- traits that dominate an individuals whole life and person becomes to be recognized. These traits are rare.Central trait- these are general characteristics that form the basic foundations of disposition. These are the major characteristics that is used to describe another person nevertheless not dominating as cardinal trait. Terms such as intelligent, honest, burning are considered central trait.Secondary trait- these are the traits that are sometimes link to attitudes and often appear only in certain situations. E.g. get animated speaking to a group.16 Personality Factors consequently, Raymond Cattell reduced the number of primary(prenominal) personality traits found by Allports list of four thousand to one seventy one by eliminating uncommon traits and combining common characteristics. Then using, a statistical technique known as factor analysis, he identified closely connect terms and reduced h is list to that sixteen key personality traits. This is known as sixteen personality factor questionnaire (16PF). The sixteen personality traits are openness to exist, conscientiousness, extraversion, agreeableness, neuroticism, conceit, harm avoidance, impertinence seeking, perfectionism, alexithymia, rigidity, impulsivity, disinhibition, psychotism. Since its findings in 1949, it had been revised four times, once in 1956, then 1962, 1968 and in 1983.Eysenk three dimensions of personalityHans Eysenk, a british psychologist developed a three dimensional trait model which includesIntroversion/extraversion infolding involves focal pointing on inner experience while extraversion focusing watchfulness outward on other people and environment. So, person with utmost introversion might be quiet and reserved while those with senior high school extraversion might be sociable and outgoing.Neuroticism/Emotional perceptual constancy This dimension is related to moodiness versus even- temperedness. Neuroticism refers to an individuals tendency to become emotional while stability refers to the tendency to remain emotionally constatnt.Psychoticism Individuals who are high on this trait tend to have difficulty dealing with reality and whitethorn be anti-social and manipulative. Eyesenk added this trait after studying individuals suffering from mental illness.Big 5 Personality Trait ModelBig five dollar bill framework of personality traits from Costa and McCrae emerged base on research findings of Eyesenk and Cattell. This emerged because Cattell focused on in like manner many traits and Eyesenk focused on too few. This model focuses on five core traits that interact to form human personality. Those five traits areExtraversionAgreeablenessConscientiousnessNeuroticismOpennessMany psychologist believe this model is not only universal but also have biological origins.Totally, trait theory was researched by various other researchers such as D.W.Fiske(1949), Norman(1 967), Smith(1967), Goldberg(1981) etc. One of the illustrious research work is Stogdills trait research.Stogdill (1974) identified the following traits and skills as critical to leaders.Traits areAdaptable to situationsAlert to social environmentAmbitious and achievement-orientatedAssertiveCooperativeDecisiveDependabledominant allele (desire to influence others)Energetic (high activity train)PersistentSelf-confidentTolerant of striveWilling to assume responsibilitySkills areClever (intelligent)Conceptually ball-hawkingCreativeDiplomatic and tactfulFluent in speaking well-educated about group taskOrganized (administrative ability)PersuasiveSocially sizableMcCall and Lombardo (1983) researched some(prenominal) success and failure identified four primary traits by which leaders could succeed or derailEmotional stability and lethargy Calm, confident and predictable, particularly when under stress.Admitting error Owning up to mistakes, rather than set energy into covering up.Goo d interpersonal skills open to communicate and run others without resort to negative or coercive tactics.Intellectual breadth Able to understand a wide range of areas, rather than having a nail down (and narrow-minded) area of expertise.To be finally said that trait theory as great man theory follows the same phrase of Leaders are born, not made. The only difference it also includes an extra element of personality rather than looking it as a historic way.Behavioral TheoryAfter the criticism of trait theory, many researched leadership in the form of behaviors, values etc. which lead to the behavioral theory that states behaviors of leaders pave way to learn and engage in leadership very easily. It also states that great leaders are made, not born. This theory focuses on actions of leaders, not on mental qualities. People learn to become leaders through teaching and observation. Under this theory there were two great studiesOhio verbalize University Study This study was conducted by a group of people from Ohio state university. They developed a list of one-fifty statements which was designed to measure nine several(predicate) behavioral leadership dimension. The resulting questionnaire is known as Leaders Behavior translation Questionnaire(LBDQ). This was provided to students, administers, even to military personnel. The primary goal of the study was to identify common leadership behaviors. After analyzing the results, study led to a conclusion that there were two group of behaviors that were strongly correlated. These were defined as consideration(People oriented behavioral leaders) and initiating structure(Task oriented leaders).University Of Michigan Study(1950s) This study was led by Dr. Rensis Likert. This leadership study identified three characteristics of effective leadership. Two were which already found in Ohio State University study. Third dimension which was found in this study was participative leadership. several(prenominal) of the theories t hat are categorized under behavioral theory are listed belowRole Theory Various researchers are concern in this theory. slightly are Margaret Mead, Talcot Parsons and Robert k. Merton. But, this became famous through B.F. Skinner. Role theory states that chase are able to send their expectations of how their leaders might act and leaders also have expectations of their own roles and responsibilities of how to act to the situation. If the leader is so sensitive to people they may accept the pursual expectation. This theory really states what the leader should do depending on situations. This might also solve run afouls and sometime lead to role-conflict.It shows that the way the leader acts in the normal life must be utilize when they are needed to act as a leader. This can be considered as an avatar or second life. The leaders who are role-playing may require their pursual to act as they do. To be said in phrase Do as I do. This theory can take any style such as autocratic or sometimes representative. This depends on the behavioristic psychology of leader i.e. the way they look or the way they act etc.McGregors Theory X and Theory Y This theory was developed by McGregor in 1960s. This theory outlines the motivation need and behaviorism of leaders. Theory X outlines that leaders think their followers are otiose and doesnt want to work, they are who wants to ignore work as wherever possible. Leaders also think that they are responsible to restructure their followers through high restrictive supervision and a punitive atmosphere. This might lead to mistrust and cause diseconomies of scale in large business.Theory Y outlines that leaders think that their followers are ambitious, self- triggerd and they know what their responsibilities and make themselves work to what they seek. This influences the leader that their only job is to make available a comfortable environment for workers purpose. This improves superior-subordinate relationship, participative s kills, human resource development ability, conflict solving etc.Managerial Grid Managerial grid is also known as leadership grid. This is formed by Robert Blake and Jane Mouton in 1960s. It is a graphical portrayal that depicts two dimension of leader behavior appertain for people on y-axis and concern for production on x-axis. This grid ranges from low(1) to high(9), creating 81 opposite positions to which leaders style may fall.Five leadership styles that results in the graph are -Indifferent or Impoverished Management (1,1) In this style leaders have low concern for people and production. Leaders use this style to preserve job and job seniority, and protect themselves by avoiding getting into trouble. The main concern of leaders is not to be held responsible for any mistake. Employees will have high degree of dissatisfaction, disharmony within group. unable approach resulting ineffective operations and decisions for organizations.Country club or reconciling (1,9) Leaders h ave high concern for people and low concern for production. Leaders have qualities of yield and compliance to the situation. Leaders pay tutelage to the security and comfort of peoples hoping that performance would increase. Atmosphere would be friendly but ineffective productivity. Employees are happy and harmony within team.Status Quo or Middle of the road Leaders in this style try to vestibular sense and compromise amidst company goals and workers ineluctably. Leaders try to achieve the needs of people and production but its not really met. Even though if it is met it will be average production. There will be good harmony in teams and average production.Dictatorial or Produce, Perish or Control (9,1) Leaders focus all their attention to production related matters and very petty towards the needs of followers. Leaders will dominate as they hold the belief that gain could be achieved through rigid disciplines. This style remains effective where human interaction remain less. Productivity is go around lived. This style is inspired by McGregors Theory X. followers experience high level of dissatisfaction and there will be high level of conflict within group.Sound or Team (9,9) This is considered as the most effective leadership style where leaders will contribute, are committed, can motivate and are motivated while believing that trust, respect and empowerment are essential for fostering a team environment where followers are motivated which results in maximum employee satisfaction as well as most efficient productivity. This is inspired by McGregors Theory Y.To this grid afterward certain additions were madeOpportunistic style Leaders using this style do not have a fixed location on the grid and they adopt the behavior that offers the greatest benefit. Exploit and manipulative characteristics.paternalistic style Leaders using this style support and guide and warn challenges to their thinking. This style defined to alternate between the (1,9) and ( 9,1) locations on the grid.Behaviors of initiative, inquiry, advocacy, decision, conflict, critique, resilience were associated with managerial grid.Participative Leadership demeanorParticipative model can be known as an approach or style as well as a theory in leadership concept. Participative theory is also known as democratic theory which is described under title of leadership approaches below.This theory views that leaders make available a clear definition roles/responsibilities to his/her followers and leaders require their views or participation to the task or situation which increases motivation, consignment level and more collaborative and creativity. Participant may be subordinates, peers etc. But, the decision will be made by the leader through various views are taken. Many methods exists such as quotation, democratic leadership, management by objectives, joint decision make etc. prejudicial impact is, if the participants view is totally neglected the followers may o lfaction as they are betrayed and less motivated leading to less commitment.Lewins leadership style In 1939, Kurt Lewin with Ron Lippit and Robert White came up with three set of leadership styles which are autocratic, democratic/participative and delegative/free-rein (Laissez-Faire) styles.Autocratic leader takes his own decision without consultation of members, Laissez-Faire style leader allows the followers to work on their own and participative leader takes decision with the consultation of his/her followers. Even, Kurt Lewin says that participative leadership is the most effective leadership style among his three findings.Likerts leadership style Rensis Likert and his colleagues studies the styles of leaders for three decades at University of Michigan and identified a four model system. This model was based on basis of questionnaire which is provided to managers at various managerial positions in over two-hundred organizations.Likerts four leadership style are governance 1 ex ploitatory AuthoritativeResponsibility lies in the hands of top managers. Superior has no trust, assumption in subordinates. Subordinates are not allowed to participate in decision making. Communication is very little and motivation is based on threats.System 2 Benevolent AuthoritativeResponsibility lies at managerial levels but not at lower level of organizational hierarchy. Superior has confidence and trust in subordinate which involves master-servant relationship. Still subordinates do not feeling free to discuss things about the job with their superior. Communication is very little and motivation is based on reward system.System 3 consultiveResponsibility is widely spread throughout the organization. The superior has substantial confidence in subordinates. Some discussion about job-related things take place between superior and subordinates. Fair communication takes place and motivation is based on rewards and involvement in job.System 4 ParticipativeResponsibility to achi eve organizational goals is widely spread throughout the organizational hierarchy. Superior has high level of confidence in subordinates. last level of team work, communication and participation.Likert compares the four systems on the basis of leadership process, motivational force, communication process, interaction-influence process, decision making process and concludes that system 1 and 2 are least racy whereas system 3 and 4 are most productive. Finally, it is noted that system 4- participative model is the most effective style among the four systems.Situational Leadership StyleAs participative style, situational leadership is also considered as a style and theory. The famous leadership model discussed under this theory is Hersey and Blanchards leadership style discussed below. This theory shows the effective leadership style to be chosen defending on the situation i.e. depending to the maturity level and ability to willingness etc. This theory was first introduced as Life cy cle theory of leadership which is renamed to situational leadership in mid 1970s.Hersey and Blanchards Leadership style First, Hersey and Blanchard developed their own situational leadership concept. In 1970s, they mutually agreed and developed the concept of situational leadership based on task and relationship behaviors that leader provides to the followers. They categorized all leadership styles into four behavior types which they named asS1 Telling/Directing high task focus and low relationship focus. Leaders define the roles and task of followers. Decisions are made by leaders and announced, so communication is largely one way. pursuit need direction and supervision to get started. This is required for people who leave out competency but are enthusiastic and committed.S2 Selling/Coaching high task focus and high relationship focus. Leaders define roles and tasks to followers and also seek suggestions from followers. Communication is two way. helpers need direction and su pervision because they are still in see. They need support to build self-esteem and involvement in decision making to restore their commitment. This helps for people who have some competence but leave out commitment.S3 Participating/Supporting low task focus and high relationship focus. Leader pass day to day decisions to followers but control is with the followers. This is required for people who have competence but lack confidence or motivation but, they do not need much direction because of their skills.S4 Delegating low task focus and low relationship focus. Leaders are still involved in decision and problem solving but control is with followers. Follower decides when and how leader will be involved. It is useful for people who have both competence and commitment. They are able and willing to work by themselves.Hersey and Blanchards situational leadership style developed four levels of maturityM1 followers of this maturity level lack specific skills or knowledge to work on their own. They need to be directed and supervised.M2 they are willing to work but are unable to take independent responsibility to the task on which they are willing to work.M3 followers at this maturity level are experienced and are able to work on the task but lack confidence to take the responsibility.M4 followers at this maturity level are ones willing to take the task and be responsible for it and they have the experience to work on it.A good leader develops the competence and commitment in followers, So they are self-motivated rather than being dependant. So, Hersey develops four cabal of competence and commitment which is known as development level.D1 Low competence and high commitmentD2 Low competence and low commitmentD3 High competence and low commitmentD4 High competence and high commitmentCompetence shows ones task focus, experience etc. and commitment shows ones confidence and motivational level.Vroom and Yettons Normative Model This model is created by Vroom in collaboration with Yetton and later joining hands with Jago. The Vroom-Yetton-Jago model identifies five different styles on situation and level of involvement. They areAutocratic type 1 (A I) Leader makes the decision on his/her own with the information he/she quickly have at the time. This style is completely autocratic.Autocratic type 2 (A II) Decision is made by the leader, but information from relevant followers are collected. Decision or the problem is not informed to the followers. chase only involvement is providing information.Consultative type 1 (C I) Leaders make the decision alone but he/she shares the problem to relevant followers individually and seek their ideas. Followers do not meet each other and leaders decision may or may not reflect his/her followers i