Leadership has been described as a “complex process having multiple dimensions” (Northouse, 2013). Over the past 60 years, scholars and practitioners have introduced a vast amount of leadership models and theories to explain this complex field and examine its many perspectives. Numerous leadership theories and models have attempted to define what makes a leader effective. From the early 1900s, the trait paradigm dominated leadership literature, focusing on inherited traits of leaders and suggesting that “leaders are born, not made”. However, during the 1950s, the trait approach lost enthusiasm as focus shifted to the behavior of leaders. Similar to the trait theory, the behavioral paradigm was based on general effective leadership behaviors …show more content…
A leader's situation or environment plays a critical role in his or her success or failure, especially in today's ever-changing organizations and marketplace. The contingency and situational leadership perspectives, such as Fiedler's Contingency Theory of Leadership and Hersey and Blanchard's Situational Leadership Theory, proposed that a leader's effectiveness is influenced by situational factors as well, rather than simply traits and behaviors. Both leadership theories introduced a pragmatic approach to leadership by recognizing leadership as an interactive process involving the leader, the follower, and other internal and external organizational factors. Fiedler and Hersey and Blanchard's theories broke ground in the leadership field by departing from the “one style fits all” leadership …show more content…
However, Fielder's theory provides useful implications for understanding the complex leadership process. First, Fielder's theory demonstrates that it is unrealistic for an organization to require a leader to be effective in every situation. Fielder argues that leaders should be placed in situations which match their style in order to optimize success. He proposed that organizations “build an organizational environment in which the leader can perform well” (Koontz, 2009). Fielder stressed that placing leaders in “mismatched” situations places a tremendous amount of pressure on a leaders which ultimately results in decreased organizational performance (Northouse, 2013). Second, Fielder's theory provides useful information to organization to help them in determining which leaders are better suited for certain situations. Using the Fielder's theory information, an organization can determine the likelihood of success before placing a leader in an a certain
In the context of the Situational model leadership theory, there are three identifiable weaknesses in my leadership practice. These weaknesses represent shortcomings in my role as a leader and might prevent my team from fully executing the organization’s mission. The three weaknesses are:
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
The Art of Leadership asks the question “What does it take to be a successful leader?” Early studies showed one of the two main theories was called the “Leadership Trait Theory”. This theory focuses on the qualities of a leader as opposed to their actions. Additionally, this theory prominently factors in psychological and physical traits when determining the effectiveness of leadership. When discussing the various studies that have been conducted, the texts states: “Almost always included in these and other lists of important leadership traits are (1) basic intelligence, (2) clear and strong values, and (3) high level of personal energy” (Manning and Curtis, p.18, 2012). A prime example of this theory is Steve Jobs: an enigmatic, sparkplug
Leadership Theories Good leaders are those who possess strong traits that give them the capability to influence, motivate and encourage others to do a particular task. Some of these traits are drive, honesty, integrity, confidence, business knowledge, charisma and emotional maturity. According to Baack (2012), these traits differentiate them from the followers. Though many research studies have been conducted over the last three decades and core traits have been identified, there is still some controversy over whether possessing these traits will necessarily make a good leader. " ’Nardelli brought discipline.
Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).
I believe that defining a leader by one set of traits can be challenging, if not impossible. That is mostly likely that when you research leadership traits you come across various opinions; among them is Baker (2001) who believes that when leaders are defined they should be defined based on the traits associated with three systems. These systems (Baker, 2001) include the classical system, the equilibrium system, and the transforming system. Each of the systems (Baker 2001) has traits associated with them, for the exception of the transforming system.
The leadership is a result of a combination of traits, with special emphasis on the personal qualities of the leader, which he should possess certain personality traits that would be special facilitators in leadership performance. This theory shows that leaders are born as such, there is no likelihood of 'making' them later with personal development techniques.
Working at a large healthcare organization, it is important that managers are aware of the different management styles. This will help in becoming effective leaders. The theory I have identified in my organizations Situational Theory. Situational leadership
In my view, people employ certain traits that differentiate us from our neighbor next door, and leadership is no different. The test produced by the University of Kent in the United Kingdom (University of Kent, n.d.) has developed a process that I feel accurately defines what sort of leader you are based on 50 simple questions. I was not surprised by the results and found them to be quite accurate and expected. In this essay, I will explore why I feel the test is an accurate way to determine your leadership style due to my personal experience with
As a growing debate, the question at hand is whether great leaders are born with specific leadership traits, or if one can be taught certain traits over time. According to (Wikipedia.com) the approach of listing leadership qualities, often termed "trait theory of leadership", assumes certain traits or characteristics will tend to lead to effective leadership. I believe that leadership traits such as honest, competent, initiative, inspiring, hardworking, intelligent, and the ability to lead the masses, are some of the leadership traits one should possess. Within this paper, I will examine the overall concept of leadership traits, while observing the traits that were, or can be associated with successful leaders.
The situational theory of leadership is based on the characteristics of the organizational followers and determining the appropriate leadership behavior. The theory has four standard specialist styles, organizing, supporting, educating, and entrusting. The style associated changes in perspective of the task and behaviors of the followers or employees. “The situational leadership theory suggests the difference between the successful and unsuccessful of the four leadership styles is the appropriateness of the leader's behavior to the particular situation in which it is used” (Waller, D, 1989) or the ability of the leader to change based on the needs of the follower or employee. The situational theory evaluates the aficionados by ability, duty, and advancement the pioneer changes the activity style to support the follower's ability to achieve the various leveled targets.
and styles. In this paper, situational leadership theory will be discussed and its relevance in
Trait theory of leadership, as viewed by Antonakis, J., Day, D. and Schyns, B. (2012) suggests that personality traits influence leader emergence and effectiveness. As well as initial empirical evidence supporting the particular perspective, the proliferation of studies have examined the relationship between personality and leadership using self-ratings of personality. Allport (1954) distinguished that the traits can be catergorised into three levels; Cardinal traits, Central traits and secondary
Some situations may work in one of the business may actually fail to work in others situations. Each situation demands the best leadership styles to be employed in the firm. There are various business styles which need to be applied in different business situations. The situation in a business is normally having a greater effect on a leader actions which he or she takes as opposed to the personal traits possessed. This is due to the fact that, while personalities may have an inspiring firmness over a period of time, they have slight reliability across business situations. This makes some scholars to argue that process theory of leadership is better than the trait theory of leadership. In most cases, power in the business is misused and this leads to negative impacts to the business and those
The Situational Theories of leadership explain how leadership style must be tailored to the demands of the task and the qualities of subordinates.