A detailed assignment examining Leadership style management

A detailed assignment examining leadinghip ardour heed leadinghip is the behavior of an individual when he/she is directing the executeivities of a class towards a shargond goal. A attractor is seen as somewhatone who peg downs the paths in an effort to persuade people to adhere to those paths. leadhip is an action and non just a position. It erect be shown via contrastive people in various situations. A someone is non born to be a drawing card nevertheless cultured through the upbringing and environment.A lead private characteristics atomic number 18 also merry for the developments and motivations of the makeups. True leading often(prenominal) as the t severallyers who illustrated that lead is an action (teaching and leading the students) and non a position. touch modality the lives and affecting the outcome of many different expectations, a teacher is the paradigm of a attractor. A loss leader has his or her own sort of prompt the people in the or ganizations. A leader must find the take up skills in point to support program lines, motivations and purposes. rough-and-ready leading atomic number 18 flexible. organizational Leadership setThe legal leaders determine is not the very(prenominal) for everyone. It searchs on their ranks in the organization and abilities which atomic number 18 required in leaders. The terzetto basic leading roles identified initiation, speech, and trouble.1. InitiationInitiation refers to planned decisiveness malikeg on indemnity formulation or structural change. These vital endings are the determinants of the organizations culture and mission.2. SpeechStrategic decisions and methods designed for implementation at heart the establishment. It involves adjusting or adding on to the present anatomical structure towards parvenue policy demands.3. steeringManagement is putting into practice the policies and saloons that are available to maintain the operations of the organization efficiently.These one-third kinds of Leadership are naturally executed at diverse ranks in the company with different abilities and skills. The top level management would initiate new policies that involve a change in the businesss structure or understanding the companys mission. An understanding of the entire organization, culture, mission, vision and how it correlates with the immaterial parties is authorisation for these top level individuals. They represent the organization and what the business stands for.Understanding the policy decisions and practicing them to the real organization via utterance or speech is usually do by the intermediate-level managers. They must uphold a deuce- office point of beginning by taking orders from the preceding(prenominal) management and adapting them for the lower roots of people in the organization.Type of LeadershipProcessTypical OrganizationalLevelcognitive(Knowledge)Affective(Emotion)Initiation Change, creation and elimination of s tructureTop echelons establishment perspectiveCharismaSpeechsupplementingandpiecing out of structureIntermediatelevelspolar rolesSubsystem perspectivetwo-way orientationIntegration of primaryand snatcharyrelations humanrelation skillsManagement use ofexisting structure scorn levelsTechnical knowledgeand understandingof system of rulesConcern with equity inuse of rewards andsanctionsEXHIBIT 16.1 Three Leadership Patterns, Their Location in the Organization, and Their science RequirementsThe companys policies and procedures will be administered by the Lower-level supervisors. These personnel must possess two the technical knowledge and a clear perception of the organizations rules in order to be successful. They adjudge to continually deal with issues such as equity, rewards and punishments in leading an early(a)(prenominal)s. thitherfore, leaders plays a crucial role in an organization because the it has direct impact on the military strength of the organizations. Leadership i s when a person manipulates others to perform a caper at their own will which they would not normally do. Leadership is a vital process to an organization and it goat be deliberated on ternary different stages i.e. the individual, host and organization.Analysis at the individual stage the leaders studies buzz off paid attention on the successful leader privateities. Behaviors of both formal and informal leaders are heightensed at the mathematical group level. The effectualness of an organization is decided by the relations amongst the leader, follower and circumstances. The studies extradite caused an emergence of different theories of leaders, that is to say situational and contingency.In Search for LeadershipThe requirements in selecting and training efficient leaders were emphasized during the World War I and the quarter century in the midst of World War l and World War II many studies were made to examine the personal characteristics of good leaders. These studies are usually referred as characteristic studies since the primary goal was to classify the traits and personal characteristics of successful leaders.The diverse methods used to study these leaders traits could possibly be the reason in the irregularities of the results. The manner of studies was not consistent in identifying the leaders. A majority of the studies was in comparing efficient with inefficient leaders or leaders with non-leaders. few were identified by extraneous observers, others selected by the group by way of recommendation or voting, nominated by observers such as teachers plot some were chosen because they are already in leaders positions. The studies conducted were in conflict as to the way they deliberated on the traits. Some traits were measured by mental tests others relied on viewers to spot the traits they have seen piece some depended on the persons to report their own genius traits.The trait studies were quite unsatisfying as a whole especially since t hey had hoped to develop an accurate measure of leadership tellingness. The spotlight on the leadership research moved because of the svelte results, to contingency studies which investigated more than(prenominal) than just traits of a leader. Numerous traits formed an weighty divergence in leadership usefulness and they inter associate with other qualified variables to stimulate the effectiveness of the leader.Physical BehaviorsPhysical attri besideses including height, weight, health and step to the foreance are also examined in the studies. It was concluded that there is a kindred between the above features and leadership. Apparently leaders have the tendency to be taller, heavier, correct fitness, greater physique, higher energy output and more attractive in appearance. However, these types of results were not alship canal reliable and consistent. The results neither are too puny in general and not consistent to be effective in selecting leaders nor are they helpful f or training functions since not much female genitals be made to alter most(prenominal) of these physical traits.IntellectIt was primarily agreed that leaders are more intellectual than non-leaders and the relationship was shown in the various studies. The relationship could probably begin from the reality that leadership functions depend mostly on success in problem solving. Leadership roles such as initiation, speech and management necessitate great mental readiness. In general, it is safe to assume that leaders seems to be more intelligent than non-leaders but the relationships are small. legion(predicate) other variables other than intellect inspire leadership effectiveness.It was also suggested that leaders should not be too intelligent than the group because associates who are notably brilliant than others are rarely chosen as leaders since the other fractions tend to snub them. Individuals with high IQs are addicted to have different sets of vocabulary, net bring ins an d aspirations that would create communication and inter-relations problems.Leaders do exceedingly well generally at school/college/university and score better grades. It is in-chief(postnominal) for effective leadership to know how to do things. Thus general and hardheaded knowledge are essential for leaders to make better decisions. peculiarity TraitsOnly a partial of the characteristic traits seem to be related to leadership and most are not especially convincing. It was suggested that the average leader is more used to social displays, greater initiative, persistent, knows how to get things through, self-confident, are more cooperative and adaptable, and possesses excellent communication skills. Leaders were prove to be more excitedly mature than non-leaders in the personality integration or emotional adjustment. It can be concluded that personal characteristics are related to leadership.Effective leadership does not depend on a mixture of personality traits only because sit uational variables are also in-chief(postnominal) since they always decide whether a character was associated with effective leadership either positively or negatively. Therefore, it can deduced that effective leadership depends on the leaders characteristics, his overcomes and the nature of the task at hand.Many leadership styles were based on studies of leaders behaviors. The finest researches on the styles of leadership are made together at the same condemnation i.e. The Ohio severalize University and the University of shekels. Researchers acknowledged two leader behaviors that were similar although the investigations were conducted separately. As a result, a two dimensional aspects of leadership have been to used to form the managerial football field.Authoritarian, Democratic, and Laissez-faire LeadershipDue to the diverse political systems in the US and Germany before World War II inspired studies of leadership which evaluated triplet leadership styles authoritarian, pop ular, and laissez faire. In the democratic leadership style, decisions were made by voting of majority equal participation encouraged criticism and punishment minimal. In the autocratic leader, the leader made all the decisions and others must follow the set procedures strictly. In the laissez-faire leader, there was minimal actual leadership and others were permitted to determine and play as usual without proper directives.Initiating Structure and ConsiderationThe two leadership factors were initiating structure and reflexion which admit leadership behaviors in organizing and delineate the tasks to be performed and goal achievements. A leader who assigns people to do item jobs, expected workers to follow set routines and meet deadlines. The consideration factor is viewing friendship, mutual trust, warmth and caution for subordinates.Production-Centered and Employee-Centered Leader BehaviorsProduction centered behaviors were akin to initiating structure in which leaders wou ld establish targets, gave directives, checked on operations and planned the group Employees work. Centered behaviors were similar to the considerations dimension in which the leader would develop a caring personal relationship with the subordinates and encouraged a two-way communication with them. The relationship between issue-centered and employee centered behaviors are found to be independent scopes of leadership. A leader with strong production orientation does not mean that he is disinterested in the employees.Managerial GridRobert Blake and Jane Mouton had created a framework which combines a affect for task performance and a cephalalgia for people called the Managerial Grid. They both assumed that concern for production and concern for people would produce the most effective leadership style. There are leaders primarily more concerned with accomplishing the production and task not concerned about people. This person wants the job done and schedule followed at all costs. There is also individual who is not concerned whether the group produces anything but concerned more about the personal needs and interests of the team members. Ideally, leaders should be concerned about come across schedules in order to get the work done and at the same time are concerned about the team members interest and feelings too.The Managerial Grid is prevalent among managers. It is extensively used by schemes as part of their training class to assess leadership style. However, the effectiveness of the Managerial Grid is not systematically supported. The factors which are considered in determining leadership styles interact in modify ways which resulted in various leadership styles.SITUATIONAL LEADERSHIPIn assessing leadership effectiveness, there are many factors that must be combined. Paul Hersey and lot Blanchard developed a situational leadership manakin which considers triad variables(1) guidance and direction provided by the leaders (task behavior)(2)emotion al support given by the leader (relationship behavior)(3) the maturity date level exhibited in performing the taskAs a result, quartet potential leadership styles have been created using a combination of the above factors S1 TellingGive instructions and supervise performance closely. Suited for pursuit who are unwilling but of low maturity.S2 SellingDecide and provide opportunity for explanation. Appropriate for pursuit who are not able but willing.S3 ParticipatingSharing ideas in do decisions. Suited for following who are able but not willing.S4 DelegatingResponsibility handed oer for decisions and performance. Appropriate for groups who are able and willing.Contingency Theory of LeadershipFiedler study the interaction of leadership style and situation. He identified and developed ways to measure leadership orientation of the leader and situational factors which influence leadership.Leader orientation course dickens types of leaders were identified, i.e. relationship-orient ed or task-oriented. Leaders who are relationship-oriented tend to tint at others as coworkers and look upon interpersonal relations as a requirement towards accomplishing the task. However, for task-oriented leaders, they react strongly against people whom they could not get along with in performing a task.Situational favorableness(1) relationships between leader and member can be good or bad(2) the task is comparatively well planned or not and(3) the leaders authority is relatively strong or weak.The task structure becomes the second most significant situational variable as evaluated by judges who examined four aspects of the task structure. clarity whether requirements of the tasks are stated clearly,Multiplicity which the problems encounter can be solved.Verifi big businessman which the rightness of the decisions can be ascertained.Specificity which there are generally more solutions convoluted in performing the task.Group effectivenessRelationship-oriented leaders perform resplendently well in situations where concern for the team members is apparently necessary in order to motivate them to perform well. People naturally prefer leaders who care about them and their welfare. However, task-oriented leaders are clearly more effective in impossible situations.Path-Goal ModelDirective leadership subordinates are told what to be expected. Specific guide, standards and work schedules are provided to ensure that task are performed as expected.Supportive leadership subordinates are treated equally and show concern for their needs and well-being develop pleasant interpersonal relationships among the group members.Achievement-oriented leadership challenging goals are set and subordinates are expected to perform at their highest level, improvement in performance always.Participative leadership subordinates are gossiped on suggestions and ideas in making decisions.Situational factorsSituational factors characteristics of the chase and environmental factors wh ich affect leadership style. Significant characteristics of the following which have been identified as determinants of leadership style are(1). pursual with internal locus of control believe that they are rewarded for their own effort. Meanwhile, followers with external locus of control believe that external forces have a control on their rewards.(2). Authoritarianism an individuals willingness to accept the influence of others.(3). Abilities The followers ability and experience influence a leader whether they are able to work with an achievement oriented leader or a supportive leader who are patient enough to provide encouragement and instruction.The path-goal model recognises three environmental factors which effect leadership stylesthe nature of the task to be performed,the existing organisations authority systemthe organisational norms and dynamicsThe above factors may influence the effectiveness of different leadership styles in a many ways.Normative Decision-Making Model o f LeadershipBased on the contingency theory of leadership, this leadership model does not assume any leadership style as enchant for all situations. Leaders must develop a range of leadership styles and take on the most appropriate style depending on the situation. Leaders are required to know in which circumstances they need to consult others and vice versa.Even though the leader may be the moderate of the group, he is just one of the group members and does not try to influence the group to adopt a picky solution.Criteria for selecting a leadership style.Two criteria used for assessing the efficiency of a leadership style are flavor and acceptance. The shade of the decisions made refers to the accurateness of the actions interpreted and the extent which some objectives are achieved. The quality of decisions depends on accurate and relevant information Conferring with other group members frequently provides additional information.Diagnostic decision rules.In order to save time and minimize costs, some managers choose the lead autocratically. If the aim was to further the subordinates personal development, the participative style is selected. In some strategies, the manager decides alone. At times, the manager decides on his own after earlier consultations with his subordinates.Comparing the leadership models.All situational leadership models emphasize on the effect of external factors on a particular leadership style. Different leadership styles suggest styles that are determined by various situational factors. The models focus on different methods, which are situational factors and criteria for selecting the best style task-oriented versus relationship-oriented.The normative decision-making model ascertains three leadership styles, namely autocratic, consultative, and participative. In each model, situational factors which influence the effectiveness of leadership are somewhat different. A probatory reason being that normative decision- making model eq uates leadership with making decisions and looks at only this leadership function. The models also use different criteria for evaluating leadership effectiveness.DETERMINANTS OF LEADERSHIP EFFECTIVENESSAlthough identifying what makes an effective leader seems like a dim-witted task, however, individuals who are in leadership positions are often faced with a dilemma on deciding which leadership pattern to practice.Choosing a Leadership StyleChoosing the most appropriate leadership style to adopt depends for the most part on the context of the organisation. A successful leader must be resourceful of assessing the situational forces in the organisation and respond gibely to the needs. The forces allow the organisation culture, business goals as well as the organisations strategic plans. Effective leaders must understand themselves, the group, company and social environment.Strategies for Improving Leadership unmatched of the main variable to improve leadership relates largely to t he organisations reward system. Leaders should not overlook his faculty to reward his followers accordingly since followers will respond otherwise. For instance, the managers of high- performing groups generally are compensated according to their achievements. Considerate leaders manage to create satisfaction among their performing subordinates while at the same time, changes in the behavior of the leaders could be caused by the performance of the subordinates.Constraints on leader behavior.Leaders have limited opportunities to influence others. Leadership effectiveness is inhibited by a variety of factors. For example, the managerial decisions are planned ahead because of the law, structure, technological specifications and the absence of alternatives.Many other organisational factors can impose limitations on the leaders capability to either take with or to reinforce the behavior of the subordinates. For example, organisational policies, nature of task, skills and abilities of a vailable resources and other external factors may impede the capacities of organisational leaders.External factors.In terms of external factors, leaders are limit by factors that they have no control on such as state and federal laws. Other external factors accept the world economy and global issues. Irrespective of their leadership style, leaders with menial resources will face great challenges in leading. The availability of skilled followers is subjected to the external labor market.Organizational policies.The organization may limit a leaders effectiveness by hampering the amount of communication between leaders and followers. The existing company policies may also pose restrictions on the ability of leaders to reward or punish followers.Group factors.Leaders may find it hard to penetrate or influence group members who are highly unified. This will create difficulty for leaders to demonstrate his true up capabilities in performing tasks for the organisation.Individual skills and abilities.The leaders own skills and abilities may act as constraints since leaders can only possess so much expertise, energy, and power. Some situations may simply require greater skills and abilities than the leader may possibly hope to possess.Substitutes for leadership. While some situations constrain leaders other situations make leadership unnecessary. These variables are referred to as sculptural relief variables because they substitute for leadership either by making the leaders behavior unnecessary or by neutralizing the leaders ability to influence subordinates.Leadership is an extremely substantial function. It has an enormous influence on the value of groups and organizations. The complexity of the situation, however, may veto us from knowing in advance which will be the most effective leadership behaviors.SUMMARY1. Leadership refers to increasing influence which go through when an individual manipulates others to do tasks voluntarily which they would not do oth erwise. The basic leadership roles include initiation of policy and structure, speech, and management. A need for leadership at heart organizations stems from the incompleteness of the organization design and the dynamic nature of the internal and external environments.2. The studies of leadership were mainly studies on traits that tried to identify the characteristics of effective leaders. The studies focused mainly on physical traits, intellect and characteristic. The results were usually weak and inharmonious although some personal characteristics were always related to leadership. Most studies concluded that the characteristics of the subordinate and the nature of the task were as important as the characteristics of the leader in determining success.3. Another approach to studying leadership set on leader behaviors i.e. how leaders truly behave. One of the studies compared three leadership styles authoritarian, democratic and laissez-faire. Although democratic leadership prod uced the greatest satisfaction, autocratic leadership had the highest levels of productivity.4. Research conducted simultaneously at two universities identified two similar leadership behaviors. At The Ohio State University the researchers labeled these two leader behaviors initiating structure and consideration. At the University of Michigan the same two factors were labeled production-centered and employee-centered leader behaviors. These two leader behaviors appear to identify leadership functions essential to the effectiveness of a group. The two Factors have been used to form a matrix called the Managerial Grid which places a concern for production on one side of the grid and concern for people on the other. The research evidence does not support this last consistently.5. The unsuccessful research to identify leadership traits or universally top-hole leader behaviors caused an emergence of development of four situational theories of leadership. The theories suggest that the m ost effective leadership style depends upon situational variables particularly the characteristics of the group and the nature of the task.6. A situational leadership model that matched different combinations of task behavior and relationship behavior with the maturity of the followers. As the followers increase, the appropriate leadership style is telling, selling, participating, and finally for highly mature followers, delegating.7. The most appropriate leadership style was determined by assessing three situational variables whether the relationships between the leader and the members were good or poor, the task was incorporated or unstructured, and the power position of the leader was strong or weak. When these three situational variables created an extremely favorable or extremely unfavorable situation, the most effective leadership style was a task-oriented leader. However, where there were intermediate levels of favorableness, a leader with a high concern for interpersonal re lationships was more effective in these situations.8. The path goal model theory is derived from expectancy theory. It suggests that effective leaders must clarify the target paths and increase its attractiveness for followers. Four explicit leadership styles are proposed in the model directive, supportive achievement-oriented and participative leadership styles.The style most appropriate depends upon two types of situational factors the characteristics of the follower and characteristics of the environment. Three of the most important follower characteristics include the locus of control, authoritarianism, and personal abilities. The three environmental factors include the nature of the task, the formal authority system within the organization, and the group norms and dynamics.9. The three leadership styles include autocratic decision making, consultative decision making, and group decision making. The decision titles determining which style is most appropriate include such questi ons as whether the leader has adequate information to make the decision alone, whether the subordinates will accept the goals of the organization, whether subordinates will accept the decision if they do not participate in making it, and whether the decision will produce a controversial solution.10. The influence of the group upon the leader should not be overlooked. The relationship between the leader and the group implies a reciprocal influence. Groups have the capacity to influence the behavior of their leaders by responding selectively to specific leader behaviors. The influence of a leader can also be constrained by several external factors, such as organizational policies, group norms, and individual skills and abilities. Other variables have been found to neutralize or substitute for the influence of a leader, such as the skills and abilities of followers and the nature of the task itself.POSITIONING ON LEADERSHIP CRISISThere are many leadership theories. Arthur G. Jago (1982 ) had proposed a framework that organizes leadership theories based on each theorys focus and approach. Focus refers to whether the leadership is seen as a set of traits or actions. There is a universal formula of traits or behavior for an effective leader. However, effective leadership also depends on specific situations.The kinds of behaviors that leaders can actually perform in a group. The two leader behaviors that have been consistently observed including task-related activities, called initiating structure or production-centered activities, and interpersonal relations activities, sometimes called consideration or employee-centered activities. The incremental influence that one individual exerts upon another and that causes the second person to change his or her behavior voluntarily. Three leadership roles include origination of the structure by top-level managers, interpolation or adapting the structure by middle-level managers and administration or implementation of the polic ies and procedures by lower-level supervisors.I declare with A. Ange on the presence of leadership crisis but I also foretell the resolutions taken and are still being taken to resolve the problem. Many organizations are spending money in sending their employees to be groom and trained for future growth of the company whereby they are exposed to different methods of management and how to be great leaders. Leaders are born to leaders but in some circumstances, situations and environments also play a huge role in creating a leader.Leaders come and go and new ones are always on the threshold to take over the overturn space. The qualities of the leaders and their leadership styles vary but they are vital in the development and motivation processes of the organizations. There is a crisis in good leadership but it is not at a critical point. Big organizations would have everything in place for the future growth of the company and would have in line the replacements for all aspects of the management. Even is small to medium sized organizations have planned their management line-ups for the future. The ongoing programs and trainings that are conducted by organizations to produce capable leaders and groom them further showed that companies are aware of the could be crisis and had taken steps to overcome the situation.Yes, there is a crisis but the severity of the crisis is not huge enough to cause panics throughout the organizations.