How to Be an Effective Leader - Coursework Example

LЕАDЕRSHIР, INNОVАTIОN АND СHАNGЕ Name Institution Professor Course Date 1. How do theories of leadership provide practical advice on how to be an effective leader? Discuss, with reference to at least two theories or models of leadership. Introduction The establishment of responsible leadership has obtained great grip in the modern management scholarship. Accountable leadership present a potentially useful and an attractive research on leadership. Simon (2009: 24) defines leadership as the aptitude to set aside selfish pursuits and work to promote communal interests. Leadership entails the potential to develop and maintain a group that functions well compared to its competitors. According to Gallos (2008:1), leadership is an intricate social procedure, rooted in skills, knowledge, values and ways of thinking for both the followers and leaders. Leadership often entails adaptive change. Most definitions of theories of leadership and leadership share the postulation that leadership entails a social procedure where intentional influence is exerted by one individual over other people in efforts to structure the relationships and activities in an organisation or a group. Situational theory Leadership styles refer to the conducts that differentiates a leader (Shanifaz, Arshad & Rasli 2013:368). An effective leader holds the ability to influence followers to act accordingly in order to conquer organisational objectives. With respect to situational theory developed by Paul Hersey, effective leaders adopt diverse leadership styles in different situations and the appropriate leadership styles based on situational leadership include directing, supporting, coaching and delegating (Gaspar, Kolari & Smith 2005: 257). Effective leaders alter their leadership styles depending on the task details and the type of their followers. Through this theory, effective leaders focus more or less on the links amid their followers and the task. Effective leaders adopt diverse leadership styles in diverse situations (Goethals and Sorenson (2007:104). For instance, permissive, participatory and democratic leadership styles are not effective in every situation. In modern organisations, effective leaders can be directive, supportive, participative and achievement-oriented depending on their followers and the situation of an organisation. For instance, when a firm is embracing innovation or change, effective leaders employs transformational leadership style. (Shanifaz, Arshad & Rasli 2013:368) assert that transformational leadership is about the involvement of leaders to establish clear and strategic vision and communicate it with their followers. Transformational leadership style comprises of idealised behaviour, idealised attributes, intellectual stimulation, individual consideration and inspirational motivation. According to Chen, Lin and McDonough (2012: 240), effective leaders promote competitiveness and innovation in efforts of sustaining growth in organisations. For instance, Asian leaders look for distinct positions from where they can outperform international competitors in the international market. Effective leaders competing in unstable setting play a crucial role in assisting firms to enhance their performance. Chen, Lin and McDonough (2012:240) affirm that transformational leadership is an effective leadership style in firms that are changing as it facilitates organisational innovation. The characteristics of employees in a firm determine the type of leadership style a leader should adapt. In this regard, most effective leaders assess the attitudes, personality, behaviours, values and organisational environment before adopting their leadership style Kitchen (2010:121). This is a clear indication situational leadership theory offers a practical guide on effective leadership. Effective leaders evaluate a given situation before deciding on what leadership style is most effective in accomplishing the desired outcome (Gaspar, Kolari & Smith 2005: 257) . The suitable leadership style is influenced through subordinates’ qualities, specifically subordinates’ capacity and potential that the behaviour of the leader would inspire satisfaction of the subordinates (Shanifaz, Arshad & Rasli 2013:368). Effective leaders adopt leadership styles that helps them attain individual satisfaction, accomplish goals and attain personal needs while balancing the characteristic of the situation and the abilities of subordinates (Terziovski 2007:24). Path-Goal Theory Effective leaders help their followers to comprehend their present reality and create brighter expectations from it. With respect to the path goal theory, an effective leader’s actions reinforce the conviction of their followers that if they increase their effort, they will complete a task and this will instigate a reward. An effective leader ensures that followers get particular rewards (goal) if they follow the right way (path) (Gaspar, Kolari & Smith 2005: 257). Effective leaders use rewards and recognition derived from the path-goal theory to motivate their followers. More so, effective leaders define desirable goals to eliminate barriers that affect goal accomplishment. Francesc and Gimenez (2013: 1) assert that the success of a firm depends to a great degree on the complete application of skills and knowledge on of effective leaders. Effective leaders motivate their followers to accomplish personal and organisational goals. According to Worsch (2004: 1), motivation entails the driving forces for individual’s conducts in a work setting. Motivation holds a great impact on organisational productivity and it is instigate through effective leadership. Unmotivated workforce affects the productivity and profitability of a firm. Employees’ motivation inspires innovation. The aptitude to work and willingness to do work impacts the efficiency of an individual and that of the organisation (Garten, Williams & Nyce 2009:49). The willingness to work efficiency is achievable through motivation and willingness is crucial compared to the ability. Motivation facilitates organisation success through improving performance, changing negative attitudes of employees, lowering employee turnover, absenteeism and resistance to change. The path-goal deems that motivation is essential. The path-goal theory gets its name from the postulation that effective leaders can promote employees motivation through determining followers’ perception of work goals, connecting meaningful rewards with attainment of goals and explaining how desired rewards and goals are attainable. With respect to path-goal theory, effective leaders inspire their followers through offering meaningful incentives and clear goals (Gaspar, Kolari & Smith 2005: 257). Path-goal theorists maintain that motivation is crucial to effective leadership. Effective leaders enhance motivation through augmenting the number of prospects for their followers to earn personal rewards for attainment of goals (Chauvel2011:39). Behavioural, Interactional and Contingency Theories Effective leaders are masters of social influence tactics and they know how to influence the behaviours and attitudes of their followers. With respect to behavioural leadership theory, the way leaders’ behave influences their effectiveness in their leadership roles (Caplan, 2007:342). The leadership ability is learnt and not inborn and effective leadership is a learnable behaviour. Effective leaders are keen to learn and adapt qualities that are influential to their followers. Behavioural leadership theories enable leaders to learn and adopt behaviours that lead to positive influence on their followers. According to Caplan (2007:342), behavioural leadership theories claim that leaders are made not born and anybody can be a good leader as long they hold the capacity to influence others through their conducts. The describable actions of a leader hold the potential to influence their followers. According to Irby, Brown, Duffy & Trautman (2002: 308), an effective leader should lead through bartering, providing something in exchange for something else given that an exchange is satisfying to both parties. In addition, positive work atmosphere is essential for effective leadership where employees develop relationships and attain their individual gaols. Effective leaders work together as a team to develop and propose new goals besides increasing the worth of their role (Irby, Brown, Duffy & Trautman 2002: 308).This understanding emanates from the relationship or interactional leadership theories that put into consideration the factors that affect leadership effectiveness. Relationship-oriented leaders focus on developing links with their followers and they work hard to uphold communication with their followers in efforts of upholding social interaction levels (Caplan 2002:342). The relationship theories allow leaders to create followers and leaders that enhance their leadership effectiveness. Leaders who employ these theories inspire and motivate people, focus on the performance of their followers and hold high, oral and ethical standards (Koeing 2009:3) . With respect to Fiedler’s Contingency theory, the effectiveness of a leader is maximised when they make their conducts dependent on the characteristics of the situation and the followers (Caplan 2002:342). Effective leaders make their conducts contingent on certain characteristic of their situation and followers courtesy of the contingency theory. Conclusion Good leadership is emotional compelling and effective leaders motivate and inspire their followers. Whether leadership is behaviour or an act, an exercise of power, an end result, a form of persuasion or an influence exercise, what matters is that the meaning and definitions of leadership are assessed critically and consciously in working toward an extensive comprehension of leadership theory and practice. Leadership theories try to expound on the factors entailed in temperament of leadership and its effects or the surfacing of leadership. Theories of leadership provide a practical advice on how to be an effective leader. All leadership theories underscore the same kind of underlying principle of social procedure in leadership influence and effective leadership entails successful application of influence and theories to move followers to attain organisational objectives. The single most aspect that differentiates major organisational shifts that succeed from those that fail is proficient leadership. In this regard, leaders are critical for organisational success. The process of influencing people so as to attain organisational objectives is paramount .Leaders hold an important role in the failure or success of an organisation, team or group. Leadership theories hold strong effect on motivating employees. Effective leaders use leadership theories to motivate and inspire their followers. Based on interactional and participative, contingency, path-goal and situational leadership theories, effective leaders create a positive work environment and culture. These theories promote input from followers and leaders. . Reference List Caplan, George (2007) BTEC national sport, Book 1. USA: Heinemann. Chauvel, Daniele (2011) Leading issues in innovation research. UK: Academic Conference Limited. Chen, M.Y, Lin, C.Y, Lin, H & McDonough, E.F (2012) Does transformational leadership facilitate technological innovation? The moderating roles of innovative culture and incentive compensation. Asia Pacific Journal of Management. 29 (2):239-264. Francesc, Josep & Gimenez, Valls (2013) Beyond the low cost business: Rethinking the business model. UK: Palgrave Macmillan. Gallos, Joan (2008) Business leadership: A jossey-bass reader. UK: John Wiley & Sons. Garten, Edward, Williams, Delmus & Nyce, James (2008) Advances in library administration and organisation, Volume 26. UK: Emerald Group Publishing. Gaspar, Bierman, Kolari, Hise & Smith, Arreola-Risa (2005) Introduction to business. UK: Cengage learning Goethals, George & Sorenson, Georgia (2007) The quest for a general theory of leadership. USA: Edward Elgar Publishing. Irby, B Brown, G, Diane, J.A & Trautman, A (2002) The synergistic leadership theory. Journal of Educational Administration. 40 (4): 304 -322. Kitchin, Duncan (2010) An introduction to organisational behaviour for managers and engineers. UK: Routledge. Koenig, Martin (2008). Premises for successful leadership. USA: GRIN Verlag Shafinaz, A, Arshad, M & Rasli, Amran (2013) Proceeding of the international conference on management, leadership and governance. UK: Academic Conferences Limited. Simon, Mariot (2008) An investigation of bass’ leadership theory on organisational performance of small and medium enterprises in Trinidad and Tobago. UK: ProQuest. Terziovski, Mile (2007) Building innovation capacity in organisations: An international cross-case perspective. London: Imperial College Press. Worsch, Marek (2004) A better employee motivation through the application of public feedback processes: Enhancing the effectiveness of job appraisals. New York: diplom-de Read More