The paper "Implications and Implementations of Leadership Theories" is a perfect example of management coursework. In the present corporate scenario, success depends mostly on effective leadership. In the contemporary business environment, various problems of gigantic magnitude are faced by firms which can only be solved by competent leaders having the capability of solving day to day problems and issues in the light of leadership theories. The success of any group activity usually depends heavily on leadership. It can, therefore, be advantageous for a manager to possess a broad understanding of different theoretic styles of leadership. There are many theories of leadership.
Every firm adapts leadership theory according to its needs and requirement in the light of its specific condition. The theories are the following. Trait theory relies on certain personality characteristics, which can range from intelligence, and self-assurance to upbringing and education or even personal appearance and health, the list is endless, yet 80 years of study have failed to identify anyone trait to distinguish a leader from a non-leader. The belief here is that certain styles of leadership work better than others in getting the most out of staff performance.
These styles are identified as: Dictatorial - basically "bully-boy" tactics are used to force subordinates to work; Autocratic - the leader makes all the decisions and expects things to be done his way; Democratic - group decision-making is employed and subordinates must be willing to participate; Laissez-faire - minimal direction is given to subordinates who are given extensive autonomy. Implications and Implementations of Leadership Theories The contemporary organisations are different from the ones that existed in the past in terms of techniques, management styles and structures. (Sarros, & Santora, 2008) Historically, traditional management is very much rooted in the ideas of the industrial revolution where a company’ s competitiveness and success, within a more or less stable environment, depended on the efficiency and control processes while new ideas were seen as a disturbance and workers were not encouraged to think for themselves.
These leaders gave directions to direct report subordinates, often with a rather impersonal approach. (Handy, 2008) However, times have changed and factors such as globalisation have made the environments to shift from a more stable environment of little change to a constant and ever-changing dynamic environment.
(Barton, et. al. 2005) Rapid technological changes, increased competition and power of suppliers, as well as changes in customer needs and demands may alter the demand and supply for goods and services quickly. Organization Development and Leadership Effectiveness In today’ s businesses to have a competitive advantage can be very difficult, especially since technical advances, products, infrastructure and strategies can be copied and duplicated by competitors. (Coulson-Thomas, 1997) Therefore you must generate your own best practices, which involves people; leaders and employees working together and with the environment.
The knowledge, drive and enthusiasm cannot be duplicated. This becomes a new competitive advantage (Daft, 2005). However, leaders may face resistance from employees as change is often perceived as disruptive, especially from people who have a high self-interest in preserving the status quo of the organisation, or simply are insecure and scared as they fear the unknown. In this last example, a ‘ communication champion’ leader would be required to openly communicate a clear vision and strategy and help employees understand the benefits of change. (Stoner, et.
al. 1985), Leaders must also create an open communication climate to share information and knowledge among employees.
Bartol, K, Tein, M, Mathews, G & Martin, D. (2003) Management: A Pacific Rim focus (Enhanced Ed.), Macquarie Park, McGraw-Hill.
Barton, K. and Tein, M. and Matthews, G. and Martin, D., Management: (2005) A Pacific Rim Focus, McGraw-Hill Book Company Australia Pvt Ltd., Australia
Bennis Warren: 2003; On Becoming Leader. Rev. Ed. Cambridge MA, Perseus Pub
Boyatzis, R. & McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope, and compassion. Boston: Harvard Business School Press.
Campling, J., Poole, D., Wiesner, R. and J. R. Schermerhorn. (2006). Management, Second Edition. John Wiley & Sons Australia
Charles B. Handy: 2008: Myself and Other More Important Matters: MACOM/American Management Association.
Coulson-Thomas, Colin J.: 1997: The future of the organization: selected management and development issues: Industrial and Commercial Training, Volume: 29 Issue: 7: 204-207
Daft, Dorothy Marcic, Richard L: Understanding Management: 2005, South-Western Publications.
Daily News Page (1997), Emerging Technologies: Toyota Tries Hybrid Propulsion, www.industryweek.com, accessed 12/10/2009.
Dalglish, D. (2003). Knowledge management and the learning organisation Leadership, an Australian focus. Chapter 5. Australia: Milton, John Wiley and sons.
Davidson, P. & Griffin, R.W. (2003). Management: An Australian perspective (2nd Ed.). Milton, Qld.: Wiley.
DuBrin, A., Dalglish, C. and P. Miller. (2006). Leadership, Second Asia-Pacific Edition. John Wiley & Sons Australia
Hermance, D. (2001) 'Sustainable Transportation', www.zevnet.org, accessed 12/10/2009.
Overton, R., 2002, Leadership for the New Millennium, Martin Management, Australia
Parry K.W. (Ed.), (1996): Leadership research and practice: Emerging themes and new challenges (pp. 3-15). Warriewood, NSW: Business & Professional.
Robbins SP, Bergman R, Stagg I & Coulter M (2003), Foundations of management, Prentice hall, Frenchs forest, NSW
Sarros, J. C., Cooper, B. K., & Santora, J. C. (2008) Journal of Leadership & Organizational Studies, vol. 15, pg.145
Stoner, J. and Collins, R. and Yetton, P., (1985), Management in Australia, Prentice Hall, Sydney