The paper "Effective Leadership Issues" Is a wonderful example of a Management Assignment. Green (2012) states that leadership is one of the most important concepts associated with human activities. Equally, McKimm and Phillips (2009) buttress Green’ s (2012) viewpoint by stating that leadership comes before anything else in human activities. For instance, leadership starts right from the family unit to the national representation, which involves politics, governing, and the control of resources. Therefore, effective leadership helps organizations stay focused on achieving their objectives. Thus, this paper aims at delineating two significant leadership theories: Fiedler’ s contingency theory and Hersey-Blanchard theory with respect to leadership.
The paper will also discuss other relevant concepts and theories of leadership to depict the significance of effective leadership in the society and organization. Fielder’ s contingency theory According to the Fred Fielder’ s contingency theory, there is no single way that has been proved to be the best for leaders to follow with regards to leading (Miller, Butler & Cosentino, 2004). In his model, Fiedler postulates that every situation often comes with its leadership requirements (Miller, Butler & Cosentino, 2004).
In other words, Fiedler’ s contingency theory contends that effective leadership depends typically on the control over the existing situation thus not depending on a particular leadership style. Accordingly, effective leadership is associated with an excellent leader-to-member relationship, whereby there are properly designed tasks with clear goals as well as procedures. Besides, the solution that a manager would settle on during a particular situation is often subject to the impinging situation. For instance, in a working environment, where the tasks involved are routine-oriented, a relatively directive leadership style would be appropriate to achieve the best performance results.
On the contrary, in a dynamic working environment, whereby the tasks involved are unique and keep on changing, a more flexible as well as participative style of leadership would be appropriate. In his model, Fiedler highlighted three distinct situations that may dictate the condition of a managerial task. First, is the leader-member-relationship situation, which defines the relationship between the leader and the manager: how well they get along. The second situation is associated with the task structure. Under this situation, one would want to find out if the job is highly or fairly structured before initiating any leadership solution.
The third is the position of power, which is related to how much power or authority the manager has over his or her subordinates. Having identified the above situations, Fiedler went ahead to rate managers with the intent of knowing whether they were task-oriented or relationship-oriented. In effect, Fiedler discovered that task-oriented managers often perform well in good leader-member relationship situations (Miller, Butler & Cosentino, 2004). Moreover, Fiedler found out that task-oriented managers also performed best in situations that had structured tasks as well as both weak and strong position power conditions.
Furthermore, Fiedler also learned that managers also perform well in situations that are characterized by unstructured tasks. This indicates that different situations often call managers to employ various kinds of leadership styles (Miller, Butler & Cosentino, 2004).
Adair, J. E. 2007, Develop your leadership skills (Vol. 11). Kogan Page Publishers.
Bruno, L. F., & Lay, E. G 2008, Personal values and leadership effectiveness. Journal of Business Research, 61(6), 678-683.
Cherry, K 2010, Leadership theories–8 major leadership theories. About. com: Psychology. Veebimaterjal: http://psychology. about. com/od/leadership/p/leadtheories. htm.
Gesell. I, M.ED, CSP 2010, Leadership and Legislative conference (AIA Grassroots) Agile Leadership: Innovative Approaches to Leading in Uncertain Times, Leadership and Legislative Conference, Washington, D.C
Green, R. L 2012, Practicing the art of leadership: A problem-based approach to implementing the ISLLC standards. Pearson Higher Ed.
Howell, J. M., & Shamir, B 2005, The role of followers in the charismatic leadership process Relationships and their consequences. Academy of Management Review, 30, 96–112.
Johansson, C 2007, Goffman's sociology: An inspiring resource for developing public relations theory. Public Relations Review, 33(3), 275-280.
Judge, T. A, & Piccolo, R. 2004, Transformational and transactional leadership: A meta analytic test of their relative validity. Journal of Applied Psychology No.89, PP.755-768
Kaiser, R. B., Hogan, R., & Craig, S. B 2008, Leadership and the fate of organizations. American Psychologist, 63(2), 96.
Langton, N., & Robbins, S 2007, Leadership. In N. Langton & S. Robbins. Organizational behavior: Concepts, controversies, applications (pp.386-426). Toronto: Prentice Hall Canada
McKimm, J., & Phillips, K. (Eds.) 2009, Leadership and management in integrated services. SAGE.
Miller, R. L., Butler, J., & Cosentino, C. J 2004, Followership effectiveness: an extension of Fiedler's contingency model. Leadership & Organization Development Journal, 25(4), 362-368.
Parry, K. W., & Bryman, A 2006, Leadership in organization. In S. T. Clegg, C. Harry, T. B. Lawrence & W. R. Nord. The Sage handbook of organization studies (pp. 447-468). London, Thousand Oaks, New Delhi: Sage Publications.