Tuesday, June 4, 2019

Leaders are Born, Not Made Essay

Leaders atomic number 18 Born, Not Made EssayAssignment Topic-2Leaders ar born, not made. Discuss the statement with book of facts to leadinghip modelling currently in us in organisations.IntroductionThe establishment of relationship between followers and attracters that contract on true(a) changes and outcomes that reflects through shargond purposes is basic entirelyy leading. Leadership also involves in creating change not still in main(prenominal)taining status quote. An otherwise leading important trace is to bring people and make them insureing to come together around a common vision and to bring change rough desired future. In m either aspects, the enormousness of leadinghip is vital without it families, communities and as well as organisations would go d stimulate apart. In other sense, the focusing of improving efficiency, morale, customer run and performance is the critical aspect of leadinghip. It is also essential for the organisations to handle criti cal situation and lead that efficaciously and only a severe leader with good leading ability can lead team successfully. thither argon different styles of leadership basically it is way the person deals with that in order to confirmation alive in his or her position. These are authoritarian, democratic and laissez-faire. In authoritarian leadership style, leader holds all the power and responsibilities. In this style, employees are assigned to unique(predicate) task by the leader and expect to get it through orderly. In laissez-faire leadership style, leader gives power to employees. There are two or to a greater extent alternative decisions taken by leader, employees can choose any of them from there it dep repeals up to them. In democratic leadership styles, leader gives much importance on employees and tries to encourage them and shows anxiety to individuals.Current structure of leadershipA good considerate of leadership requires a gathering of ideas and we regrettably can not fallback on a simple theory to explain it. We will stomach to discuss that how leadership can fit in spite of appearance the organisation instead of engaging in conversation. The organisations throw away a structure to work form through seduceing an agreement about leadership. Organisation must have to be comprehensive for everyone to come a leader. Leaders need to be relational, it would only be possible because of the reason there is a spiritual side to leadership. Leaders must have unvoiced spiritual convictions and beliefs to establish a base for their personal value systems. This translates into relinquishing one-self to others and it whole caboodle best when the leader is compelled to work on things that represent his or her deepest values. These values can be moral based on values that are outside the organization or ethical values within the organization. Therefore, leaders must be very much grounded in dealing with values -struggling with a tension between chan ge and stability what works and what does not work.1Arguments in support of Leaders are born not madeHistorically there are many leadership approaches that linked with different theories of leadership. It can be discussed through nature verses nature deliberate. The owing(p) man theory and Trait speculation represented the best nature argument related to above statement.Great Man theory of leadership1900s This is the earliest theories of leadership. At that time most of the researchers believed that leaders are born, not made. In Great Man theory, describes that the main secrets of a great leader lies in being born great. It gives importance on the study of all the great leaders who were great, may be they are from nobleness or from the lower classes but they had the opportunities to lead. By finding out those people who did great things such as Nepolean, Hitler, Curchill if we go further back then gentle Krisna, Gesus and Hazrat Mohammad were very easy to point out them. Accord ing to Great Man theory, it considers that leaders must have inherent capacity for leadership that leaders are born not made. This theory often depict great leaders are brave, mythic and intended to rise leadership when needed.Leaders must have some qualities ilk good commanding power, cleverness, good character, courage, self-possession fierceness and expressiveness by born that cant be possessed through learning or through particular taught programmes.Trait Theories of Leadership1900s-1940 Trait theories are similar to Great Man theories in some ways. It assumes that leaders must possess widely distributed traits or personal features that they get by born and common to all and create them better matched to leadership. In Trait Theory of leadership just seek to find traits of well-known leader that were frequent. Sometimes Trait theories recognize exacting record and behavioural features shared by leaders. This approach was based on the turning away that is individuality and p ersonal intrinsic worth that distinguish successful leader form everyone else. In 1994, Yukl conducted research on traits and skills and linked to organisational effectiveness. These were energy and pressure patience, self-possession, national locus of control, emotional maturity, worthiness, supremacy inspiration, reaching orientation, need for affiliation.Arguments opposite to Leaders are born not madeThe other leadership theories explain companionable and contextual perspective like Behavioural Theories, Situational Theories, and Normative theories, transactional and transformational Theories. The Behavioural theories assume that leaders are made not born. Mainly Behavioural theory focuses on leaders action not upon internal state and mental qualities.Behavioural Theories of LeadershipIn this theory mainly focus on behaviour of leaders in the direction of the followers and this became a leading mode of leadership approaching within the organisation. Diverse patterns of manners were grouped together and categorized as styles. These activities of management through training became very famous. Basically these styles are-Task concern Here leaders give important on objectives accomplishment through mellowed level productivity, and ways to manage people and activities for achieving those objectives.People concern Here leaders focus on their followers as people what their needs, interests, what their problems, how it can be development and so on. They are not simply units of production or heart to an end.Directive leadership This style is considered by leaders make decisions for others and desiring all the followers or subordinates will pursue that directions.Participative leadership Here leaders take part in decision-making by sharing among others. (Wright 1996 36-7)Situational Theories of LeadershipIn situational theories of leadership gives more importance on the different situations like where the task to be accomplished, fit surrounded by personalities , power and perceptions. Effectiveness of leadership relies on those situations. These situational theories are also called chance theories because this Theory is reliant upon the requirements or the status of the situations.The Hersey Blanchard TheoryThis situational theory developed by Paul Hersey and Kenneth Blanchard and it focuses on activity and operational surround of the organisation. Their main approach was that followers will always get favour from the leader about their willingness to do the handicraft. In this approach leaders have to understand about the followers properly and have to identify their stage of development and correspond to that apply the leadership style. With taking dish from Ohio State studies and develop cardinal leadership styles that is available for managers-Directing or revealingCoaching or sellingParticipating or supportingDelegatingDirecting or telling Job responsibilities is defined by the leader and inform to followers about when to do th at and where to do it and how can it be done.Coaching Its a two way communication here leader gives supportive direction to followers and sometimes ask for ideas or suggestion from followers as well.Supporting or participate The leader and follower share in decision accordingly to achieve a maximum values like what will be the best to make out with high worth jobDelegating Followers get little support from the leaders.Implications of this theory one problem is that it does not matter how hard leaders try but they are against to change from one style to another.+SupportiveCoachingSupportive behaviourDelegatingTellingDirective behaviour+ throw Different styles1960s-70 In Contingency/situational theory argues-what leaders perform that can be de circumstanceined by that situations and that behaviors must be related with that environmental situations in hand. A good situational leader can only apply different leadership styles with the changing situations. The best action taken by the leader depends on of the leader depends on a range of situational factors. How the model works simply to achieve resultsIdentification of detailed job and taskAsses present performance tally leader responseDifferent leadership styles could influence by the wide range of variables depending on the different environmental situations and it creates an impact on leader behaviour, in which leader can function. There are some critical contingencies like organisational volume, complexity in task, maturity of worker and so many others. According to situational theory, situational factors are limited and vary according to that contingency and specified behaviour of leader can only work in certain kind of situations not for all.There are three most prominent theories of contingency-Path-Goal theoryFeidlers Contingency theoryThe Vroom-Yettons modelPath-Goal theoryIn this theory according to House 1971 mainly focus on leaders wantal function and it can be enhanced by increasing individual payo ffs to subordinates for work goal achievement, gain personal triumph by escalating opportunities. According to these theories key occupier is that the effectiveness can be measured through the behaviours of different leaders that will be influenced by situational variables.Fiedlers Contingency theoryIn 1971, Feidler proposed clarification on that how group performance can be affected through the relations of leadership orientation, group setting and job characteristics. Leaders situation can measure though various extents like relationships between leaders and members, structure of job and position power.The relationship between leader and member This refers to how the leader is liked by the group members. When good relationship exists between leaders and members then all are get high merriment in work and organisations values is achieved through individual values. If the relation is going badly then there is lack of common trust. Another important term group cohesiveness, it is v ery difficult to make all the employees work together when it low.The Vroom-Yettons model of leadershipThis model is widely used in the development of leadership in corporate centre and also gets enough support from practitioners. The most important aspects of this model is that legitimates both the autocratic and democratic leader behaviour and duplicate that is suitable in meticulous situations. This model also provides fruitful information about what would be the perfect time of using groups or opposed to personality decision making.This model has some limitations like leaders are always have to take decision in choosing of leadership styles, it considers each decision in term of situation but it does not depend on previous factor.Transactional TheoriesThis approach of leadership was most popular at that time and this is defined by Gibson, Ivancevich and Donnelly. It has some similar features with situational theories. Its a kind of leadership where leaders find out what the nee d of followers to achieve organisational performance as a means of rewards. In this theory has several(prenominal) assumptions like it motivates people through reward and get punishment for the cause of mistakes, followers know what they have to do according to direction for the purpose of getting rewards. Sometimes they use management by exception techniques. The transactional leader sometimes use Path-Goal theory as a framework but leader take all the responsibilities for setting goals, mission for gaining effectiveness.Transformational TheoriesFollowers are motivated and inspired by the transformation leaders and to achieve results more than desired. This is the most recent theories of leadership. This leadership ability based on different personality factors like charisma, person attention and rational recreation. There are several effects of transformational leadership defined by Bernard Bass and Bruce Avolio (1994) .These are as follows-Motivating others to involve them in wor k from new perceptionConsciousness about what the mission of the organisationDeveloping ability of others to achieve performance at exceeds levelInvolved in determining the benefits of the organisations by motivating the beyond their attention as they could have.Theory X and Theory Y of LeadershipIn 1960, Douglus and McGregor described this leadership theory that the activities of leaders are based on their intellection and considerations about the individuals at work. He also described the behaviour of leaders in two contrasting sets of bliefs.These are theory X and Theory Y.The assumptions of Theory XAverage individual do not like work and avoid if they canIndividual need to keep pushing for achieving desired objectives by directing, controlling and threatening through giving punishmentThis approach can take actionsThe assumptions of Theory YPeople will work in their own responsibilities and control according to how they are committed.In common people have some qualities like cre ativeness and imaginativenessThe average individuals are not only accepted but look for objectives.Charismatic LeadershipThis theory is defined by Max Weber and mainly focuses on leaders charismatic characteristics. done these characteristics leaders influence the followers and they can change anything. It is not possible to access these qualities by ordinary people generally they are extraordinary. They are like magic leaders they got particular power to handle complex situations.Leadership modelsLeaders how they act and the way how they do that can be understood by the assister of Leadership models. There are two models the Four model Approach and the Managerial storage-battery grid.2Four poser ApproachIn the Four mannikin Approach, Bolman and Deal (1991) propose that leaders exhibit leadership behaviours in one of 4 types of frameworks Structural, Human Resource, Political, or Symbolic.According to this model, leaders can be surface into one of these four different fram eworks and there are times when one approach is proper and times when it would not be. It also describes that styles may either businesslike or inefficient depending on situations. It would be better not to rely on one of the four different approaches. It can explain by an example, for the period of time of major organisational change Structural leadership style is more preferable than symbolic leadership style when an organisation need strong growth at that time symbolic approach is far better than structural approach. So we need to be aware about using these approaches and its limitations.Structural FrameworkIn structural framework, leaders are focuses on arrangement, strategy, environment, execution, experimentation, and alteration. It also describes the leaders as a social architect and their leadership is design and analyse.Human Resource FrameworkIn human resource framework describes the effectual circumstances of leadership the leader is a vehicle and servant whose leadersh ip style is sustain, advocating, and empowerment. In other ways for an inefficient condition of leadership, the leader is a soft touch, whose leadership style is abandonment and deceit. Human Resource approaches leaders have faith in people and share their belief they are perceptible and available they empower, increase involvement, support, share their information, and move in decision making along into the organization.Political FrameworkIn political framework, the leader is a campaigner, whose leadership style is alliance and building which best describes an effective leadership situation. In a useless leadership situation, the leader is a hustler leadership style of leader is manoeuvring. Political leaders make clear what they desire and what they can get through assessing the storage allocation of power and interests they assemble linkages to other stakeholders, use wiles first, and then use negotiation and oppression only if necessary.Symbolic FrameworkIn symbolic approach gi ves precession on leadership style that leaders use for inspiration as an efficient situation. In other sense of inefficient leadership situation is leaders are fool and their styles of leadership is like smoke.Managerial GridIn 1985 according to the Blake and Mouton Managerial Grid, also recognized as the Leadership Grid describes two axes. Vertically it describes concern for people and horizontally describes concern for task. Both of these axes have range from 0 to 9.Majority of people plunge somewhere airless to the centre of the two axes Middle of the Road. People can notch up on the extreme end of the scales by going to the extremes. There are four types of leadership styles by reaching to extremes that is,Authoritarian strong on everyday jobs, puny on people related worksCountry Club strong on people related works, weak on everyday jobsImpoverished weak on everyday jobs, weak on people related worksTeam Leader strong on everyday jobs, strong on people related worksAutho ritarian LeaderPeople who get this be are very much task related and are rigid on their workers. These types of leader always expect people to get work done about what they exactly said with no issue or debate.Team LeaderThese types of individual lead positively and influence all the team members to reach in highest potential, both as team members and as people. They encourage the team to reach team goals as efficiently as potential, while also working diligently to make stronger the bonds between the various members. Productive teams are lead by them successfully.Qualities of people in leadership positionsThere are three levels of leadership positions in an organisation. These are strategic level, operational level and team level. A good leader should possess some good qualities to handle this position effectively and tactfully. These are as follows-Good characterGood personalityDevotionSelf confidence-this will help them to identify subordinates giving basically that will help the business to go upGood communication capability- it is very important for any business to run effectively without this it is impossibleGood learner-it will help them to developRisk taking abilityProblem solving capabilityRelationships-this qualities need to maintain positive relationship in all areasCreative minded-this qualities help them to bring any change when there is esteem needs in order to sustain in the business for achieving high level of success autocratic attitudesServant leadership-decision making ability through considering the opinion attractiveness with business vision by stimulating the followersBraveryInnovativeGood motivation powerLeadership development initiativesThere are several practices which describe the best leadership development initiatives.Firstly, the good commitment between top leaders and managers and be highly regarded, associated with business strategy and resolute on the right business issues. Secondly, through the identification of successful l eadership competencies. Thirdly, leadership development is more important than training of management. If leaders are effective in organisation then all levels of people in organisation steered up. Fourthly, need to apply leadership all levels of management. Fifthly, leadership development programme must include ongoing approach like assignments for development, meetings with overseas counterparts, case studies etc. Finally, the successful incorporation of talent management.3Examples of Starbucks company leadershipIn the history of Starbucks growth Howard Schultz was the greatest leader. In 1982, when Starbucks was going to decline after introducing in the market. At that time Howard Schultz was get name as a new CEO for Starbucks and accelerated the whole to become a global brand worldwide. In my opinion he just transforms everything within a short time. He made people understand that selling a cup of coffee in Starbucks is a lifestyle familiarity, unlike any other caf. He applied leadership contingency approach to make changes in organisational settings. Under Schultzs leadership, the company has achieved a number of milestones. Starbucks was one of the first in camera held companies in North America to offer two unique benefits to its partners (employees). He mainly focused on customers and made them understand their needs.4ConclusionAt the end we can conclude by summarising on that leaders are born, not made. In early age of Leadership they thought that leader should posses some special talent in born. That cannot be possessed through learning, or developed though training. They didnt consider the positions as well as they were only born to lead. In current research on leadership focused on the personality trait of leader that should have. Now in our organisation all the leaders are well educated and properly trained. They have got the knowledge to handle the critical situations. Currently in compared to corporate sector, Most of the organisations now fo cusing on main diversity initiatives and it can tackle through behavioural approach of leadership. These diversity initiatives can only be implemented through behavioural approach in todays or tomorrows in the organisations. The quality of the leader is very important. The success of the company is fully depending on the good quality of the leader.s

No comments:

Post a Comment

Note: Only a member of this blog may post a comment.