Theories Of Leadership And Trait Theory

Theories Of drawship And Trait TheoryINTRODUCTIONThe question Are Leaders Born or Made? has been the intimately discussed topic in drawship studies. There has been research related to to the proposing inherited traits of leadership such as Kilpatrick and Locke (1991). However, later in the century, theories surfaced regarding behavioral approaches to leadership. Blake and M come forthon (1964) and Northo maven-valued function (1997) focused on leadership behavior which contradicted the scheme establishing that leadership is just for the chosen few, non accessible to alone concourse. Firstly, we go away discuss what leadership means, then explore research and theories and its relationship with the concept of employee indigence.LEADERSHIPDEFINITIONA LEADERSHIP is a social process in which one individual has the power to actuates the group of others without the use of threat or violenceTHEORIES OF LEADERSHIPThere are 4 basic theories of leadership. Given and expound belowTRA IT suppositionPeoples are born with inherited personal qualities know as traits. approximately(prenominal) traits are particularly suited to leadership.People with having soundly leaders qualities experience sufficient combination of traits.This theory was basically a Psychology one. In which individuals are given importance on their natural or personal characteristics or traits. Importance was given to enhance and discovering those traits in individuals, often by studying made leaders. But with the underlying assumption was if those qualities are to be found in other peoples as intumesce then they, too, could father the talent to become great leaders. Some of the traits and skill to become great leader is given below in the chart.Stogdill (1974) identified the following traits and skills as minute to leadersMcCall and Lombardo (1983) researched both achievement and failure identified four primary traits by which leaders could succeed or derail stirred up stability and com posure Calm, confident and predictable, particularly when under stress.Admitting error Owning up to mistakes, rather than putting capacity into covering up.Good interpersonal skills Able to communicate and persuade others without resort to negative or peremptory tactics.Intellectual breadth Able to understand a wide range of areas, rather than having a compact (and narrow-minded) area of expertise. umteen years back these inherited traits were existence sidelined as learned and internet siteal fixingss are being given due(p) importance and are considered as far more realistic as motive for people in acquiring leader positions. But now they are being given importance as no individual merchant ship become leader if he has non take ind the leadership qualities personally or have learned from experience.SITUATIONAL THEORYThe brilliant reaction of the leader shows in the situational factor.When the decision is required the leader here does not just go into the single preferr ed style such as transactional or transformational because to them things are not as simple as they seem.The factor that can affect this physique of theory is the motivation and cleverness of the chase towards the leader. As the relationship between a leader and the pursuit is another thing in this regard depending on each others behavior among the leader and the retainers.Perception of the leader is also very important in this regard towards his followers because if he has good perception or so his followers than he ill deal calmly otherwise he will threaten his followers to follow him.Yukl (1989) seeks to combine other approaches and identifies six variables dependant effort the motivation and actual effort expended.Subordinate ability and role clarity followers knowing what to do and how to do it.Organization of the bunk the social organisation of the excogitate and utilization of resources.Cooperation and cohesiveness of the group in working to containher.Resources and support the availability of tools, materials, people, etc. outdoor(a) coordination the need to collaborate with other groups.Leaders here work on such factors as orthogonal relationships, acquisition of resources, managing demands on the group and managing the constructions and culture of the group.Tannenbaum and Schmidt (1958) identified three situations affecting leaders action. The forces in the situation the forces in the followers and the forces in leader. This recognizes that the leaders style is really variable and even such contrasted that a family dispute can also affects his perception and working with his followers and can create hostility as well among them.Maier (1963) noted that leaders not tho consider the likelihood of a follower accepting a suggestion, but also the overall importance of getting things done. Thus in critical situations, a leader is more likely to be directive in style simply because of the implications of failure. discriminating THEORYThis theor y goes with the combination of the above two theories namely THE TRAIT THEORY and THE SITUATIONAL THEORY. This deals in having the factor of both the above discussed theories of leadership. To have a successful and friendly environment between the leader and the followers. hyphen THEORYThis theory deals with the behavior of leader himself with his employees or the followers. If the behavior will be good the affect of the good relation of both will portrays on the situation or problem which is considered to be solved. decision maker THEORYIn this theory the manager or the leader has both a high business orientation and a high relationship orientation.COMPROMISING THEORYIn this theory the leader is slimy at making and sticking to decisionsBENEVOLENT AUTOCRAT THEORYIn this theory leader has some trust and regard for his team so is more effective in doing any work.AUTOCRAT THEORYIn this theory the leader has no confidence in others and is unpleasant, overbearing and less effective.DEV ELOPER THEORYIn this theory the leader builds trust on the team implicitly and wants to develop them as people.MISSIONARY graciousle THEORYIn this theory the leader mainly focussed on harmony and cooperation so not as effectiveDESERTER THEORYIn this theory the leader is someone who is uninvolved and withdraw in or from the working or dealing.BEAURAUCRAT THEORYIts basically about the Conscientious of the leader himself that how frequently loyal is he to himself and others.CHARACTERISTICS OF LEADERSHIPACCEPTANCE OF RESPONSIBILITY Leader should have the feeling to accept his responsibility.self-importance CONFIDENCE Leader should have the self confidence container to avoid confusions and hesitations during his work.GENERAL CONFIDENCE m oldishiness have the ability to have confidence on plotting or presenting general views on any thing and issues regarding matter. right He must be the strong holder of integrity or honesty to present himself well. information Leader must have the int elligence on and in his work of any type. This would avoid arguments and confusions with his work and employees.SKILLS OF THE LEADERSHIPThere are several characteristics of leadership which are required to become a good leader.ORGANIZATIONAL ABILITY Person must have the ability to organize things and people according to their capability in doing any work.ACCEPTANCE BY PEOPLE AT ALL LEVELS Leader must have the ability to influence all peoples idea towards his own and the ability to accept him as their leader.ENERGY Must have the energy or power to deal with any situation with his followers or employees. back up INITIATIVE IN OTHERS Leader must have the ability to take proper and appropriate actions in different situations without any confusion or hesitation.DELEGATION Must have the input to make delegations and actuate others as well.TACT Should have ability to care and sill in ones behavior to people, to avoid hurting or offending them.SELF-DISCIPLINE Must be disciplined as well fo r causeting an example for his people and to look after them.PROBLEM SOLVING Leader should be able to solve any kind of problem arise during working to set up a leader impression and to be out of mistakes.OLD EMPLOYEE MOTIVATIONIn this qualitative study, the 1950s-1970s work of Frederick Herzberg, the father of work motivational research, was compared, and contrasted with current information study about management effectiveness to explore how employee motivation may have changed. Staff members and managers (N=38), primarily form healthcare settings, but also from academic, public, and private sector businesses were interviewed.Interpersonal relations now range first as a motivating factor in this study. Recognition, the work itself, and responsibility are good-tempered ranked as critical motivating factors. These are important to understand as work is redesigned. back up positive interpersonal relations among subordinates, supervisors, and peers can be viewed as an effective ma nagement strategy to accelerate employee motivation. For employees, developing positive interpersonal relations with co-workers can enhance individual motivation and may reform job satisfaction.CRITICISIM ON THE NOTION OF LEADERSHIP AND ITS RELATIONSHIP WITH THE CONCEPT OF OLD EMPLOYEE MOTIVATIONThe concept of old employee motivation and its relation with the notion of leadership shall be criticized on the base that in early condemnation people were given important on their realistic things and truths they dont have to learned any thing to acquire leadership, but now a days people have to be more sophisticated creative thinker and broadminded to take good decision and some ages have to be more biased to give their attach to profit and make their order reach to highest peak.People now criticize the thing that old employee motivation was better as compared to now because now managers or we can say leaders are only thinking of themselves while the consentient work is done by the employers as well. But employers are not given due importance in this regard now a day. So the mind set of leadership is creating bad affect in companies now because everyone is equally important in the team work including the manager himself.Peoples or the employees need satisfaction from their managers to get encouraged in their work and so can do much more better work in organization. Today as the advancement is increase the organizations are creating partitions or fields for different work which cause lack of communication between the employees and the manager.alternatively of this the raw(a) employees that come in organizations by recruitment feel really difficult to understand the whole process of the vast organizational functions. This will make them unable to flow proper with the organization. They want to get introduced first to the system before coming its part and this will be very difficult for them if company or organization have many departments in itself.This will c reate a big cattle farm between the new employees and the old existing staff as well. Which later shows disputes between the staff members and the new employees as well.In fact the old concept was to make an organization really family like structure that can be understand by any one whether new or old all should get into the flow of system its basic aim was also to take the whole team together with courage, equality and power so that the organization can get good output results and which boost up the profit of the company or organization.Communication between the manager and the employees creates a friendly environment in which everyone should love to exchange views and share companies problem to get the best possible solution for their company.This was also due to the reason that the employees and manager get in touch more and discuss problems with full swing which is not the part of today occurring management systems.Thus this was a basic weak point of present organizations whic h is affecting the countrys economy as wellCONCLUSIONLeadership is elusive but momentous, passionate but single minded a matter of patience but sudden opportunity, a great struggle for success and finally creating a leader to replace you. As shown in the figure 0.15.http//www.uptecnet.com/rel2/tv/download/TV010407/images/fig15.gifNowadays, most scholars in the field have come to conclude that leaders are both born and made. Many leaders are born with qualities and attributes that assist them in leadership effectiveness. While at the same time development in their childhood and adolescence, education and later work experiences encourage and cultivate leadership abilities. (Bass, 1990 and Conger, 1992)