Analysing leadership and determinants of Leadership Effectiveness

Analysing loss leadinghip and determinants of leading Effectiveness leading is the sort of an separate when he/she is giving directions and activities to a base moving towards a special K purpose. A draw is seen as s thoroughly up-nighone who stigmatises the paths in an effort to make concourse to adhere to those paths. leadinghip is an action and non just a position. It chamberpot be sh stimulate via assorted passel in various situations. A person may non born to be a attractor but can be cultured through the upbringing and environment. merely there atomic number 18 people who run through inborn capabilities to become drawing cards even though they ar not exposed. These innate signs compulsion to be polished in revision for the person to let his or her leading skills and capabilities shine through. Such leading the likes ofwise need to be push equipped with certain competencies so that they can pick up qualities that they should demo to become even prominenter attracters.A leadership own(prenominal) characteristics argon in like manner zippy for the let onments and motivations of the g everyplacenments. True leaders such(prenominal)(prenominal) as the instructors who illustrated that lead is an action (teaching and leading the students) and not a position. Personal characteristics can also delimitate what type of leading approach a person provide demonstrate and how in effect(p) his or her leaders capabilities be in different situations.Touching the lives and affecting the outcome of many different expectations, a teacher is the epitome of a leader. A leader has his or her own carriage of motivating the people in the organizations. A leader must(prenominal) visit the best skills in localize to provide directions, motivations and purposes. Effective leaders be flexible. organizational Leadership ModelThe in effect(p) lead shape is not the same for everyone. It depends on t inheritor ranks in the orga nization and abilities which argon required in leaders. The deuce-ace basic leading billets identified initiation, speech, and management.1. InitiationInitiation refers to think decision fashioning on insurance insurance formulation or morphologic change. These vital decisions ar the determinants of the organizations culture and mission.2. SpeechStrategic decisions and methods designed for slaying within the establishment. It includes adjusting or adding on to the present twist towards new policy demands.3. ManagementManagement is putting into practice the policies and measures that argon usable to exert the operations of the organization efficiently.These one-third kinds of Leadership be naturally kill 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 twist or understanding the companys mission. An understanding of the entire organization, culture, mission, vision and how it correlates with the international parties is mandatory for these top level case-by-cases. They represent the organization and what the business stands for. concord the policy decisions and practicing them to the brisk organization via utterance or speech is usually made by the intermediate-level managers. They must uphold a 2-way commit of reference by taking orders from the above management and adapting them for the let looseer hosts of people in the organization.Type of LeadershipProcessTypical Organizational take adviseCognitive(Knowledge)Affective(Emotion)Initiation Change, creation and elimination of social structure pate echelonsSystem perspectiveCharismaSpeechsupplementingandpiecing out of structure mediatelevelspivotal rolesSubsystem perspective bipartite orientationIntegration of primaryand secondary windingrelations humanrelation skillsManagement use ofexisting structureLower levelsTechnical knowledgeand understandingof system of rulesConcern w ith candour inuse of avenges andsanctionsEXHIBIT 16.1 The tether Leadership Models. The Position in the Organization. The Skill RequirementsA companys policies and procedures will be administered by the Lower-level supervisors. These personnel must possess both the technical knowledge and a clear lore of the organizations rules in order to be successful. They stick out to continually deal with issues such as equity, rewards and punishments in leading differents. Therefore, leading depends a crucial role in an organization because it has direct impact on the forte of the organizations. Leadership is when a person manipulates new(prenominal)s to perform a parturiency at their own will which they would not normally do. Leadership is a vital surgery to an organization and it can be deliberated on three different stages i.e. the individual, assort and organization.Analysis at the individual stage the leadership studies gather in give attention on the successful leader ad hominemities. Behaviors of both formal and unceremonious leaders atomic number 18 think at the group level. The force of an organization is decided by the relations between the leader, follower and circumstances. The studies comport caused an offshoot of different theories of leadership, that is to say situational and contingency.In Search for LeadershipThe requirements in selecting and procreation efficient leaders were empha surface during the World war I and the after part century between World War l and World War II numerous studies were made to examine the personal characteristics of nigh leaders. These studies argon usually referred as characteristic studies since the primary goal was to classify the characteristics and personal characteristics of successful leaders.The diverse methods used to study these leadership traits could possibly be the reason in the irregularities of the conclusions. The manner of studies was not consistent in identifying the leaders. A m ajority of the studies was in comparing efficient with inefficient leaders or leaders with non-leaders. nigh were identified by external observers, others selected by the group by way of recommendation or voting, nominated by observers such as teachers while some were chosen because they atomic number 18 already in leadership 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 fork out seen while some depended on the persons to report their own temperament traits.The trait studies were quite unsatisfactory as a whole especially since they had hoped to discover an accurate measure of leadership effectiveness. The spotlight on the leadership query moved because of the flimsy results, to contingency studies which investigated more than than just traits of a leader. many traits formed an of the essence(predicate) divergence in leadership effec tiveness and they coordinated with other conditional variables to stimulate the effectiveness of the leader.Physical BehaviorsPhysical attributes including height, weight, wellness and appearance be also examined in the studies. It was concluded that there is a relationship between the above features and leadership. Apparently leaders film the angle of dip to be taller, heavier, better fitness, sweller physique, risqueer energy output and more attractive in appearance. However, these types of results were not always reliable and consistent. The results n both are too weak in general and not consistent to be effective in selecting leaders nor are they helpful for facts of life functions since not much can be made to alter most of these material traits.IntellectIt was generally agreed that leaders are more ingenious than non-leaders and the relationship was shown in the various studies. The relationship could probably begin from the human beings that leadership functions de pend mostly on success in undertaking solving. Leadership roles such as initiation, speech and management necessitate great mental readiness. In general, it is safe to assume that leaders seem to be more intelligent than non-leaders but the relationships are small. Many 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 members tend to slight them. somebodys with high IQs are inclined to have different bandings of vocabulary, net holds and aspirations that would lay down conversation and inter-relations problems.Leaders do extremely well generally at condition/college/university and score better grades. It is heavy for effective leadership to know how to do things. Thus general and practical knowledge are essential for leaders to make better decisions.Characteristic 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 social, has greater initiative, is more persistent, smart in getting things done, highly self-confident, cooperative, and adaptable to situations and possesses excellent communication skills. Leaders were found to be more emotionally mature than non-leaders in the record 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 solitary(prenominal) because situational variables are also important since they always decide whether a character was associated with effective leadership either positively or negatively. Therefore, it can be deduced that effective leadership depends on the leaders characteristics, his subordinates and the genius of the task at hand.Many leadership bearings were establis h on studies of leaders behaviors. The finest researches on the geniuss of leadership are made unitedly at the same time i.e. The State University in Ohio and the Michigan University. Researchers adjudge deuce leader behaviors that were similar although the investigations were conducted separately. As a result, a ii 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 onward World War II, studies of leadership have been inspired which evaluated the three leadership styles the authoritarian, the democratic and the laissez faire. In the democratic leadership style, decisions were made by voter turnout of majority equal participation support 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 minim al actual leadership and others were permitted to choke and play as usual without proper directives.Initiating Structure and ConsiderationThe two leadership factors were initiating structure and consideration which include leadership behaviors in organizing and delimitate the tasks to be performed and goal achievements. A leader who assigns people to do particular(prenominal) railway lines, expected workers to follow set routines and meet deadlines. The consideration factor is friendliness, viewing trust, exhibiting warmth and fretfulness for chase.Production-Centered and Employee-Centered Leader BehaviorsProduction centered behaviors were akin to initiating structure in which leaders would establish targets, gave directives, checked on operations and think 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 associations between the production-centered and employee-centered behaviors are found to be in mutualist 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 simulation which relates task accomplishment to concern for people called the Managerial Grid. They both sour that concern for production and concern for people would reveal the most effective leadership style. There are leaders primarily more touch with accomplishing the production and task not concerned round 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 close the personal needs and interests of the aggroup members. Ideally, leaders should be concerned about meeting schedules in order to get the work done and concurrently are concerned about the team mem bers interest and feelings too.The Managerial Grid is popular among managers. It is extensively used by organisations as part of their training program to assess leadership style. However, the effectiveness of the Managerial Grid is not consistently supported. The factors which are considered in determining leadership styles interact in complicated ways which resulted in various leadership styles.SITUATIONAL LEADERSHIPIn assessing leadership effectiveness, there are many factors that must be combined. A situational leadership model developed by Paul Hersey and Ken Blanchard considers three variables(1) the guidance and the direction provided by the leaders (task behavior)(2) the emotional support habituated by the leader (relationship behavior)(3) the maturity level exhibited in acting the taskAs a result, four potential leadership styles have been created victimisation a combination of the above factorsS1 TellingGive instructions and administer performance closely. Suited for f ollowing 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 making decisions. Suited for followers who are able but not willing.S4 relegatingResponsibility handed over for decisions and performance. Appropriate for groups who are able and willing. misadventure Theory of LeadershipFiedler studied the interaction of leadership style and situation. He identified and developed ways to measure leadership orientation of the leader and situational factors which work on leadership.Leader OrientationTwo types of leaders were identified, i.e. relationship-oriented or task-oriented. Leaders who are relationship-oriented tend to look 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 t ask.Situational positivism(1) relationships between leader and member can be good or bad(2) the task is relatively well planned or not and(3) the leaders authority is relatively strong or weak.The task structure becomes the second most important situational variable ground on military rank of four aspects of the task structure.Clarity whether requirements of the tasks are stird clearly,Multiplicity which the problems befall can be solved.Verifiability which the correctness of the decisions can be ascertained.Specificity which there are generally more solutions involved in performing the task.Group effectivenessRelationship-oriented leaders perform excellently well in situations where concern for the team members is apparently necessary in order to motivate them to perform well. deal naturally prefer leaders who care about them and their welfare. However, task-oriented leaders are clearly more effective in impossible situations.Path-Goal Model directive leadership subordinates a re told what to be expected. Specific guide, standards and work schedules are provided to visualise that task are performed as expected.Supportive leadership subordinates are hard-boiled every bit and show concern for their needs and well-being develop gentle 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 consulted on suggestions and ideas in making decisions.Situational AspectsThe distinctive personalities of those who follow and the environmental factors which affect the leadership style are called situational aspects or features of the situation. Significant characteristics of the followers which have been identified as determinants of leadership style are(1). followers with intragroup locus of restraint believe that they are rewarded for their own effort. Meanwhile, follow ers 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 recognizes three environmental factors which effect leadership stylesthe nature of the task to be performed,the existing organizations authority systemthe organizational norms and dynamicsThe above factors may influence the effectiveness of various styles of leadership in a many ways.prescriptive DECISION-MAKING MODEL OF LEADERSHIPBased on the contingency theory of leadership, this leadership model does not assume any leadership style as purloin for all situations. Leaders must develop a race of leadership styles and take on the most appropriate style depending on t he situation. Leaders are required to know in which circumstances they need to consult others and vice versa.Even though the leader may be the chairman of the group, he/she is just one of the group members and does not have or even try to influence the other group members to undertake or follow a particular solution.The principle in selecting a leadership approach.The two measures/principles used for assessing the efficiency of a leadership style are excellence and approval. The quality 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 lots 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 strategie s, 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 fairly different. A significant reason which contributes to this is that normative decision- making model likens leadership to decision making and considers only this aspect of the leadership function. The model also uses different criteria for evaluating leadership effe ctiveness.DETERMINANTS OF LEADERSHIP EFFECTIVENESSAlthough identifying what makes an effective leader seems like a simple task, however, individuals who are in leadership positions are often faced with a dilemma on deciding which leadership shape to practice.Choosing a Leadership StyleChoosing the most appropriate leadership style to adopt depends largely on the context of the organization. A successful leader must be capable of assessing the situational forces in the organization and respond whence to the needs. The forces include the organization culture, business goals as well as the organizations strategical plans. Effective leaders must understand themselves, the group, company and social environment.Strategies for amend LeadershipOne of the main variables to improve leadership relates largely to the organizations reward system. Leaders should not overlook his capacity to reward his followers therefore since followers will respond otherwise. For instance, the managers of hi gh- performing groups generally are paying(a) 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 imputable to factors such as organizational structure, state and federal law, technological specifications and innovations as well as the absence of other alternatives.Many other organisational factors can bring down limitations on the leaders capability to communicate with subordinates or reinforce their behavior towards achieving the organisational purpose. For example, organisational policies, nature of task, skills and abilities of available resources and other external factors may impede the capac ities of organisational leaders.extraneous factors.In terms of external factors, leaders are constrained by factors that they have no control on such as state and federal laws. Other external factors include the world economy and orbicular issues. Irrespective of their leadership style, leaders with unskilled 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 do 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 mop up or influence group members who are highly unified. This will create difficulty for leaders to demonstrate his true capabilities in performing tasks for the organisation.Individual proficiencies and competencies.The leaders own talents and aptitudes may become their constraints because leaders can only possess limited expertise, energy, and power. Some situations may need greater amount of skills, experience and capabilities compared to what the leader may possibly have.Substitutes for leadership.Leadership is an extremely important function. It has an enormous influence on the value of organizations, especially in a business environment. However, in complex situations, we may not know hardly which leadership behaviour will be the most effective to adopt. In addition, certain situations warrant that leadership may be unnecessary subordinates.summary1. Leadership is the increasing influence which occurs when an individual manipulates others to do task voluntarily which they would not do otherwise. The basic leadership roles include initiation of policy and structure, speech, and management. Leadership is required within organizations to provide direction to employees towards a parkland organisational objective.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 unreconciled although some personal characteristics were always related to leadership. Most studies concluded that apart from behaviour characteristics and traits of the leader, the nature of subordinates and the type of task to be performed were as equally important to determine success.3. Another approach to studying leadership set on leader behaviors i.e. how leaders actually behave. One of the studies compared the three leadership methods i.e. the authoritarian type, the democratic style and the laissez-faire mode. A democratic leadership produced the greatest satisfaction among subordinates while autocratic leadership style encouraged high level of productivity in the organisation.4. A research conducted at the same time at two different universities identified two groups of similar behaviors of leadership. At The State University in Ohio, the researchers identified these two leader behaviors as initiating constitution and thought whereas at the Michigan University, the two couple features were called the production-centered which focus more on the production and the employee-centered with the workers as the focal repoint. These two leader behaviors seem to relate leadership functions which are essential to the effectiveness of a group. A matrix named Managerial Grid had been formed based on these two factors. The Managerial Grid correlates the concern for production and the concern for people in identifying leadership effectives.5. As a result of unfulfilled researches conducted to identify superior leadership behaviors, four situational theories of leadership were developed instead. Theories have suggested that the effective of leadership style depends largely upon situational factors, especially nature of the group and the task to be performed.6. A situational leadership model that matches various amalgamations of chore and relationship manners with maturity of the subordinates. As the number of followers increases, the appropriate leadership style that should be employed would be telling, selling, participating and delegating.7. iii situational variables are used to assess the most appropriate leadership style. The variables are the connection between the leader and the members (either good or bad), the task (structured or unstructured) and the strength of the leaders power. Based on findings, the most effective leadership style when these three variables formed an extremely favorable or unfavorable circumstance is task-oriented leadership. Nevertheless, a leader with high concerns for interpersonal associations is most effective when there were intermediate levels of favorableness.8. The path goal model theory is derived from foreboding theory. It suggests that effective leaders must clarify the paths to a ttract followers. Based on this theory, the command, the sympathetic, the accomplishment-oriented and the contributive leadership styles emerged.The most appropriate leadership style is dependent on two types of situational factors characteristics of followers as well as the internal/external environment. Three significant characteristics of follower are the locus of control (internal or external), authoritarianism and personal capabilities. The three environmental attributes are nature of the task to be performed, the existing organisational authority system and norms and dynamics of members.9. The three leadership styles identified are autocratic, consultative and group decision making. find which style is most appropriate depends largely on several factors such as considerations whether adequate information is made available to the leader when making decision alone, whether the goals of the organisation are acceptable by the subordinates, or whether the followers accept decision s made without their involvement.10. Members of the group also have a correlative influence on the leader. Group member can induce heir leaders behavior by reacting to the specific leaders behaviors selectively. The power and influence of a leader can also be limited due to certain external factors such as policies of the organisation, norms of the group members as well as the skills and abilities of followers.POSITIONING ON LEADERSHIP CRISISMany leadership theories have been in existence as more people try to determine the most effective leadership style available. In addition, various leadership models and approaches have been used to produce identified types of leaders. Arthur G. Jago (1982) had projected a structure that organizes leadership theories that are based on each theorys focal point and approach. However, effective leadership also depends on specific situations, among other factors. The result of exposure to different experiences in life throughout the learning trans it also have the potential to produce mature leaders with high capabilities to lead organisations. Coupled with certain identified competencies which can be acquired, these leaders can demonstrate high skills and capabilities in their capacities as organisational leaders.There are various kinds of behavior that leaders can display to its followers. The two leadership behaviors that have been consistently identified are called the production-centered and the consideration-centered activities. A person can change his or her behaviour without being forced to based on the amount of influence exerted by another individual. Influence is also a contributing factor in shaping the behavior or personality of people.I concur with A. Ange on the presence of leadership crisis but I also foresee the resolutions taken and are still being taken to resolve the problem. Many organizations are spending money in displace their employees to be groomed and trained for future growth of the company whereb y 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 with innate capabilities also need to be exposed to certain conditions in order to build their characters and polish their leadership capabilities. Some can be molded through exposure to various lifelong knowledge and skills training available today. With all kinds of methods and approaches easily accessible, average leaders can become even greater leaders with enough exposure and experience.Leaders come and go and new ones are always on the threshold to take over the empty 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. greathearted 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 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 gr