Leadership Style during Transition in Society - Essay Example

Leadership Style during Transition in Society The core function of management in a company is to acquire the commitment of its workforce towards the aims and objectives of the company or organisation. This is called exercising leadership. Leadership can be defined as a process by which a person influences others to get support and accomplish a task. An important characteristic of leadership is to persuade others to come under one roof in order to achieve a common goal (Daft and Lane, 2008, p.5). Leadership is not only related to tradition, opportunism, personality or appointment, but also related to the attitude and behaviour of an individual towards others. Leadership in an organisation is a dynamic process where the individual is responsible for the result of his/her team. The leader seeks the commitment and collaboration of the group members for achieving the group goals. Leaders are individuals who have specific qualities to lead and influence people. They have the capability to bring about changes in the society and in people’s minds because they do not accept norms as they are. They judge the norms and decide whether to go with the flow or make their own path. Certain qualities such as self-confidence, determination and intelligence are always there in leaders, as it is a part of every leadership style. A dependable leader has the ability to develop the ethical atmosphere or environment of a company or organization through institutionalization of the ethical systems and the company compliances (Petrick and Quinn, 2000, 2001). This study is based on leadership theories and practices. It would be evaluating trait theories and style theories of leadership style, identify the strengths and weaknesses of these theories and compare them in order to understand the differences. This would assist the readers to understand the perspectives and challenges in the different leadership styles and traits. Research scholars like Vardiman et al. (2006) have stated that capable leaders help the organization to innovate, address existing challenges, respond to changing dynamics of market and achieve a sustainable competitive advantage. Popper and Lipshitz (1993) have defined that leadership is a way to motivate people to perform with the help of non-coercive means, while other research scholars like Alas et al. (2007) have stated that leadership depends on personal traits of an individual, such as behaviour, relationship with subordinates, interaction pattern with subordinates, influencing capability, ability to motivate people to perform well, influence on culture of the organization etc. Vardiman et al. (2006) have argued that leadership is a process of influencing others to accomplish predetermined objectives and not simply depending on the characteristics of an individual. The research on leadership and its approaches were limited. However the leadership theories which were developed in the twentieth century, mainly focused on the qualities that differentiated the followers from the leaders. In the recent times, the leadership theories are focusing on variables like the skill levels and situational factors. The theories of leadership are generally based on three perspectives. Firstly, leadership is a process or relationship; secondly, it is a combination of traits and personality characteristics and thirdly, leadership is the skill or certain behavioural quality of the leader. Various research scholars such as Johnson (2000) and Howell & Costley (2001) have stated that organizations need to develop leadership skills among employees in order to provide direction, commitment and engagement to their work. Morrison et al. (2003) have stated that leadership is basically the ability of individuals to understand and implement contemporary management theories to real life problems. Popper and Lipshitz (1993) have indicated that there are three pillars of successful leadership characteristics, 1- building self efficacy, 2- motivating others to perform well and 3- developing specific skills to influence the followers. Steers et al. (1996) have also stated that leaders must possess the ability to motivate employees in a workplace. Groves (2007) has proposed that systematic effort is needed in order to develop leadership qualities among individuals. Ryan and Deci (2000) revealed that socio-contextual conditions boost psychological development and self-motivation. These two factors increase self efficacy among individuals. According to them self efficacy is an important aspect of leadership. There are many theories of leadership such as trait theory, style theory, transformational theory, transactional theory, contingency theory, servant leadership theory, path-goal theory, situational theory, skill theory, relationship theory and participative theory. However, in this study the focus would be mainly on a comparative analysis of trait and style theory of leadership (Daft, and Lane, 2008). A comparative introduction of trait theory and style theories has been stated below. The term ‘trait’ signifies the different attributes that an individual has or possesses. This includes his/her personality, motives, needs and values. The personality traits of a person determine the way he/she behaves in a particular situation. In the twentieth century it was believed that the difference in the personality differentiated the leaders from the followers. It was also considered that a person not only becomes a leader simply by virtue but also because he/she has certain personal characteristics. These finding led to the advent of situational and contingency leadership approaches or styles (Northouse, 2009). Recent researches on this theory prove the fact that these personal characteristics hardly die out and this is what makes the leader effective. Trait theory was developed with the conception that people are born with the qualities that assist them to succeed in the leadership roles. They have certain qualities that are either inherited, such as personality, ability etc. or underlie effective leadership qualities which make them good leaders. The important leadership traits that are usually considered are: intelligence, management skill, determination, etc. The trait theory is also known as great man theory because it depicts that men are born great and they cannot cultivate the habit of being great. There are several characteristics of leaders that can be associated with trait approach and these characteristics of the leaders differentiate them from the followers (Yukl, 2009, p. 43-45). These characteristics are: stress tolerance ability effectiveness, focus, control, achievement oriented, emotionally stable, confident and integrity. Effective leaders have these characteristics in higher levels than the followers. Style in leadership signifies the behaviour of the leader. The style of leadership focuses mainly on the activities and the ways of approaching them. It not only includes traits but also the actions of the leaders and their followers. Researchers have studied that there are various styles of leadership. The curiosity in human beings at workplace is encouraged by the researchers of HRM (Human Resource Management). This has been adopted by social psychologists, guided rationally to an interest in the leadership as a facet of actions at the workplace. Since 1950s, several leadership style theories have been put forward, such as authoritarian style, democratic style, Laissez-faire or free-rein style, transformational style, transactional style, charismatic style, bureaucratic style, task-oriented leadership style, relationship oriented style, etc (Scheerens, 2012). After analysing the core of trait theory and style theory, the strengths and weaknesses of the both the theories are explained below, in order to identify the shortcomings of the traditional theory and strengths of the new theories. This explanation would also include the applicability of such theories in the organisations. The basic difference between leadership trait and style is that trait cannot be developed or learnt; a leader inherits or is born with the qualities or leadership skills while leadership styles can be adopted by individuals. A transformational leader or transactional leader can also reveal charismatic or democratic qualities of leadership. The difference between the trait theory and style theory of leadership is subtle but significant. The style theory refers to certain styles in leadership which the leaders adopt to manage their team members or workforce in the organisation. The methodologies and the theories that are utilised by the leaders to solve the issues and make significant decision are considered as the qualities of leadership styles. Leadership traits on the other hand are the personality traits or characteristics of the leaders. It generally involves the social influence, intellectual characteristics and the physical and emotional balance of the leader, which he/ she has not cultivated but is born with (Sperry, 2002). Researchers had analysed the psychological and physical traits, such as the level of energy, aggressiveness, psychological traits, dominance etc. and identified different sets of qualities that successful leaders are born with. These lists of qualities were set as prerequisites to determine the individual’s leadership capabilities. Only those candidates possessing these traits were considered to be leaders. Many trait studies had been done between 1930s and 1940s to identify the lists of traits or qualities. However, in the present times the trait theory is considered to be an over-generalized approach. It is a fact that certain qualities that leaders are born with get revealed since the time of their, such as Mahatma Gandhi. In recent times, the trait theory has been criticized on various grounds. It has been indicated that the management scientists have not identified specific traits or qualities that are absolutely essential for effective leadership. They have prepared an exhaustive list of personality traits but not mentioned the significant ones. Moreover, the quality that identifies a leader or leadership is not well-defined (Howell and Costley 2001). The quality of these traits mentioned is also not quantifiable. So it becomes difficult for others to understand the amount of a particular quality a leader should possess in order to be an efficient leader. Apart from this, it was also evaluated that for being an effective leader, simply qualities or traits do not serve the purpose. The trait theory depicts that leaders are born and not made. Hence, this implies that the leaders are not adaptable or flexible to changes, as they cannot adjust to the changing environment or cultivate new skills. They cannot develop new expertise but if they adapt to new situations, they would not be a leader any more. This simply means that the trait theory is rigid and do not answer the questions that leaders face in the present scenario (Morrison, Rha, and Helfman, 2003). In this regard, the style theories of leadership can be discussed because according to this theory the leadership style of an individual depends on his/ her approach of dealing with problems in an organisation and managing his/ her team or workforce. Many researchers were not satisfied with the approaches put forward in the trait theory. So they started taking a closer look at the duties that managers perform in the organisations. They categorised their study into two ways. One line of the research was to examine the activities, functions or responsibilities that the managers do or perform to spend their time. They also examined the constraints they faced and strategies they applied to cope with those issues and manage their employees. Another line of the research was dependent on the identification of the leadership behaviour. It does not deny the fact that leaders are born with certain skills or qualities but on the same time it also validates the statement that leaders may learn, develop, cultivate or adopt different styles or qualities with changing situations or environment. The style theories provide the direction for implementing plans and motivating people. The leadership styles depend on different situations. So it depends on the leaders as to which style they adopt to deal with situations effectively (Steers Porter, and Bigley, 1996). The style theory suggests that leaders differ on the basis of the level of involvement that is allowed to the subordinates. On one hand the leaders can be autocratic when they direct activities by taking the decisions themselves instead of consulting the subordinates and on the other hand leaders can be democratic who allow flexibility to the subordinates for contribute in the brainstorming session. The competitive environment for business has changed drastically in the last two decades due to various reasons like resource contingency, globalization, increase in buyer power etc. Academic scholars have pointed out that organizations need the right form of leadership in order to survive in the changing competitive environment. Trait theory cannot be considered totally wrong because history reveals that there are many exemplary who revealed their leadership qualities from childhood but the when it comes to leadership in organisation, trait theories cannot be considered to be the appropriate measure for evaluating the leadership skills of individuals. Style theories depict ways by which individuals cultivate or enhance their efficiency to manage people (Groves, 2007). References Alas, R., Tafel, K. and Tuulik, K., 2007. Leadership Style during Transition in Society: Case of Estonia. Problems and Perspectives in Management, 5(1), p. 50-60. Daft, R. L. and Lane, P. G., 2008. The Leadership Experience. USA: Cengage Learning. Groves, K., 2007. Integrating leadership development and succession planning best practices. Journal of Management Psychology, 26(3), p. 239-60. Howell J. P. and Costley D. L., 2001. Understanding Behaviors for Effective Leadership. New Jersey: Prentice Hall. Johnson, M., 2000. Reliability and Validity of the Leadership Self-Efficacy Scale. PA: Pennsylvania State University Morrison, J., Rha, J. and Helfman, A., 2003. Learning Awareness, Student Engagement, and Change: A Transformation in Leadership Development. Journal of Education for Business, 79(1), p. 11-17. Northouse, P. G., 2009. Leadership: Theory and Practice. USA: SAGE Petrick, J. A., and Quinn, J. F., 2000. The Integrity Capacity Construct and Moral Progress in Business. Journal of Business Ethics, 23, p. 3-18. Petrick, J. A., and Quinn, J. F., 2001. The Challenge of Leadership Accountability for Integrity Capacity as a Strategic Asset. Journal of Business Ethics, 34, p. 331-343. Popper, M. and Lipshitz, R., 1993. Putting Leadership Theory to Work: A Conceptual Framework for Theory-Based Leadership Development. Leadership & Organization Development Journal, 14(7), p. 23-7. Ryan, R. M. and Deci, E. L., 2000. Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-being. American Psychologist, 55, p. 68-78. Scheerens, J., 2012. School Leadership Effects Revisited: Review and Meta-Analysis of Empirical Studies. USA: Springer. Sperry, L., 2002. Effective Leadership: Strategies for Maximizing Executive Productivity and Health. USA: Psychology Press. Steers R. M., Porter L. W. and Bigley G. A., 1996. Motivation and Leadership at Work. 6th ed. New York: McGraw Hill. Vardiman, P., Houghston, J. and Jinkerson, D., 2006. Environmental Leadership Development. Toward A Contextual Model of Leader Selection and Effectiveness. Leadership & Organization Development Journal, 27(2), p. 93-105. Yukl, G. A., 2009. Leadership in Organizations. 7th ed. New Jersey: Prentice Hall. Read More