The Leadership Theory by Utilizing Academic Material - Term Paper Example

LEADERSHIP Insert Name Introduction In the modern world, the setting of long and short-term objectives is important towards the realisation of a pre-determined goal. Where several individuals are involved for example in organisation, leadership plays a vital role in guiding the individual activities towards the achievement of the objectives and eventually the goal. This paper seeks to comprehensively discuss the leadership theory by utilising academic material that highlights the various leadership philosophies. Additionally, the paper will provide a personal reflection on leadership through a self analysis based on the leadership theories. Leadership Theories and Philosophies Northouse defines leadership as the capability of an individual to willingly or unwillingly exercise command over a group of individuals by influencing their actions and thoughts (2009, p6). In this sense, influence refers to an individual’s ability to ensure conformity upon other group members. Northouse suggests that the approach in which a leader ensures conformity within a group gives rise to several leadership styles that have varying impacts on the followers (2009, p9). The autocratic leadership style does not involve the subjects in the decision making process whereby they only take orders from their superiors. On the other hand, the democratic leadership style creates a rapport between the leaders and their followers by enhancing involvement in the decision making process. The leissez-faire leadership style enables the followers to decide on the best possible approach to achieve the pre-set objectives identified by their leader (Northouse 2009, p11). Bolden et al (2003, p6) notes that leadership theories have evolved over time due to the different bases analysed by various schools of thought. For example, the Great Man Theory states that leaders are born with innate abilities that enable them direct and influence the actions of others. According to this theory, individuals born with the innate leadership qualities were destined to lead others (Bolden et al 2003, p6). However, this theory did not integrate the role of the followers in leadership but only focussed on the leader and the leadership qualities. The Great Man Theory gave rise to the Trait Theory that identified several qualities identified among leaders that make them successful leaders. With the identification of these traits, the Trait Theory contradicted the Great Man Theory since these traits could be learnt and individuals did not have to be born with them. One major weakness of the Trait Theory was that the traits evident among the various leaders at the time were inconsistent hence making it difficult to generate a comprehensive list of the leadership traits (Bolden et al 2003, p6). Similar to the Great Man Theory, the Trait Theory defined successful leadership by focussing on the leader traits and ignoring the followers. It can therefore be concluded from the Great Man Theory that leadership is a gift since it requires some innate capabilities. Due to the weaknesses of the trait studies, behavioural scientists emerged developed the behavioural leadership approach theory. Douglas McGregor developed the Theory X and Y managers where he analysed two assumptions made by leaders on human behavioural nature. According to this theory, leaders may either choose the autocratic or democratic leadership styles depending on their view on human behaviour. Conclusively, McGregor stated that Theory X leaders prefer the autocratic style whereas Theory Y leaders prefer the participative leadership style (Bolden et al 2003, p8). However, other schools of thought had the view that leadership styles arises from an environmental situation as opposed to individual views on humanity. The situational leadership theory states that leaders decide on a leadership style depending on the present situation and its implications (Bolden et al 2003, p9). Where leaders sense that slight deviations may worsen the present situation, they are most likely to adopt an autocratic approach to arrest the situation. With the situational leadership theory, leaders sought to handle the situation without analysing the various variables that could influence the situation. The contingency theory focuses on establishing the various variables that could influence the present situation and utilising these variables in deciding a leadership approach (Bolden et al 2003, p10). The transactional theory outlines the importance of adopting a participative leadership approach by emphasizing on creating rapport between the leaders and followers (Bolden et al 2003, p14). Mutual benefits derived from this relationship increases the possibility of the achievement of the preset objectives. On the other hand, the transformational leadership theory is driven by the change concept to improve organisational performance. From the transformational leadership theory, leadership can be identified as another term for boss who issues commands that have to be followed (Lussier & Achua 2009, p47). Visionary leaders should be able to implement transformations within the organisation without negatively impacting on the organisation’s performance. Jean Paul Sartre Jean Paul Sartre’s philosophical career sought to enhance understanding on human existence rather than understand the world itself. From his philosophical book, Being and Nothingness, Sartre describes the object of consciousness and consciousness itself as two types of realities that lie way beyond the conscious experience of human beings (Onof 2010, Para 6). According to Sartre et al, consciousness exhibits negative power through which individuals experience nothingness by creating an internal lack of self-awareness (2007, p41). Therefore an individual’s self-awareness requires an understanding of the conscious being as opposed to being absolute. For the establishment of consciousness, individuals require objectives through which they are motivated from the conscious self. On the other hand, the originality in the choice of an individual’s projects lies upon the individual’s freedom driven by the conscious mind (Onof 2010, Para 10). However, self-deception arises where individuals engage in selfish acts and disregard the impact of their actions on others. From the existentialism philosophy, leaders should seek to unite their followers by influencing them to forsake their individual interests and fully engage in the pursuit of collective interests. This complements the Theory Y leaders that believe that individuals are committed where they fully understand the importance of achieving the preset objectives (Bolden et al 2003, p7). In leadership, ego plays an important role through which the followers are able to accept an individual as their leader. According to Sartre, ego presents itself in all forms of consciousness hence obstructing an individual’s conscious access to the world. Due to this, Sartre separated consciousness into two; consciousness of ego and that of the world that should be joined to enable the individual to perceive the world (Onof 2010, Para 10). Leaders should therefore avoid considering themselves superior for them to fully understand the environmental requirements and exercise servant leadership. Ernest Gellner Ernest Gellner’s Nations and Nationalism philosophy sought to explain the prosperity of nations through various social structures than enhance social cohesiveness (Gellner 2006, p19). According to Gellner, changes within the economy require cultural unity that is complemented by the state machinery hence giving rise to nationalism. Gellner defined nationalism as a political methodology that combines both the political and national outfits into one (2006, p21). On the other hand, state refers to the social institution that is comprised of institutions that enforce social order. From the nationalism philosophy, participative leadership seeks to ensure harmonised operations at all the levels of the society directed towards the achievement of a pre-determined objective. Lussier and Achua states that leaders ought to identify the various sections of their organisations, establish adequate leadership structures to enhance cooperation and direct the utilisation of the available resources towards the achievement of the organisation’s objectives (2009, p121). According to Gellner, extensive social participation equal development and prosperity within the nation hence increasing national productivity (Gellner 2006, p91). Similarly, leaders ought to avail equal opportunities within their organisations to their followers for them to realise their full potentials without being subjected to actions of prejudice or discrimination (Greenleaf & Spears 2002, p67). Towards the establishment of a homogenous culture, a structured educational system ought to be put in place and should be protected by the state hence the achievement of nationalism (Gellner 2006, p57). Leaders should create a suitable working environment that appreciates the values of the followers irrespective of their backgrounds. Effective leadership is value-based hence creating a supporting environment that allows individuals to grow, thrive and co-exist peacefully. Values within the organisation give rise to ethical leadership whereby the leader leads by example (Koestenbaum 2002, p51). Immanuel Kant Kant believed that developing a reliable moral system within an organisation was possible through reason and rationality (Wood 2008, p27). According to Kant, rational individuals adhere to a set of moral laws since they are applicable to moral actions (McCormick, M 2005, Para 4). The moral laws guide individual actions towards analysing their impacts to other individuals as well as the cost-benefit analysis of the actions. Kant stated that rational individuals did not have to depend on another individual or system for them to identify what is right or wrong. Kant’s moral philosophy was meant to guide individuals in dealing with the moral dilemmas they face in their daily lives as well as engage in actions that are right (Wood 2008, p56). The duty based ethics arose from the ‘categorical imperative’ that state that moral rules are universal and must respect human beings. Northouse states that leaders have the moral duty to respect their followers and not to treat them as slaves due to their subjectivity (2009, p59). Followers submit themselves to their leaders out of their own free will and they should not be mistreated. Ethical leadership seeks to undertake rightful actions towards the achievement of the organisation’s objectives. As Kant’s deontological theory states, leaders should concentrate on choosing the right course of action regardless of the consequences. However, Kant’s ethics are absolute since they consider each individual as a moral agent which is not the case (Wood 2008, p127). In the real sense, moral actions are upon the will of an individual that do not possess moral ethics at the same levels. Therefore, leadership is a responsibility whereby the leader is looked upon to ensure that the preset objectives are achieved. Reflection My leadership model is centred on change whereby transformational leadership influences, changes and elevates the follower’s motives, values and goals hence achieving considerable change in the leadership process. According to Bernard Bass, this model arises from the notion that the leader changes the behaviour of the followers which is highlighted as a one-way process (Bolden et al 2003, p15). From the transformational model, leaders exhibit the assertive, dominant, self-confident, stress tolerant, ambitious and adaptive to the extreme environments. These traits were identified by the Trait school of thought as a requirement for successful leadership. Transformational leadership must be willing to take responsibility for the actions of their followers since they exercise full control over their actions. Leadership traits can be acquired either through heredity or training but are important towards the exercise of the leadership function (Ruggero & Haley 2005, p67). The Trait Theory outlines the intelligent, creativity, diplomatic, tactful, eloquent speaking and persuasive, organised, technical and social skills as important to the transformational leader (Bolden, Gosling, Marturano & Dennison 2003, p4). As earlier highlighted, these skills and traits might not be evident among all transformational leaders although majority of them can be learnt through training. An effective leader should possess tactful skills in order to determine the most appropriate approach to their subjects (Greenleaf & Spears 2002, p61). The leader’s most important tasks include generating ideas that relate to the organisation’s objective, inspiring and motivating their subjects, designing and establishing training and development programs as well as stimulating others. As the Theory Y states, individuals are committed to clearly outlined objectives and hence the transformational leader ought to motivate their followers to enhance their commitment (Bolden et al 2003, p16). Leaders should also stimulate their followers to enable them seek different opinions in problem solving. The core values of transformational leadership include among others respect, trust and faith (Bolden et al 2003, p16). These values seek to instil pride among the followers, pursue the group’s interests over and beyond their self interests. According to the Kantian ethics, respect among humans is a moral value that seeks to enhance productivity within the group (Woods 2008, p91). The transformational leadership model gives rise to a close rapport between the leader and followers due to the participative leadership style adopted by the leader (Lussier & Achua 2009, p64). Individuals are able to assist one another in developing their skills and overcome their weaknesses. Where the transformational leadership model is used, a team culture is established where the leaders collaborate with their followers to identify the most suitable course of action. Team work enables the group members to develop their skills and concentrate on their areas of expertise (Bolden et al 2003, p13). This leadership model seeks to pursue the objectives of the group through different approaches and enhancing satisfaction among the group members. Within the organisation, team work plays a vital role that is achieved through transformational leadership. Additionally, transformational leadership strives to ensure the sustainability of the core activities through increased motivation and intellectual simulation whereby individuals are able to generate creative ideas towards solving a problem (Bolden et al 2003, p16). Fig.1: How I intend to practice leadership Conclusion Leadership is inherent to human personality that is diverse hence the presence of various leadership styles. As a management tool, the study of leadership has sought to explain the effectiveness of the tool in organisations and groups (Northouse 2009, p97). Resultantly, various schools of thought have emerged that seek to explain the leadership elements and its most effective context. However, none of the schools of thought fully define leadership and its requirements especially due to its subjectivity to the environment. Philosophers have identified various leadership elements that determine the effectiveness of the management tool. Unlike the theorists, the philosophers identify various leadership elements that constitute leadership based on the human nature (Koestenbaum 2002, p78). All in all, leadership involves managing other people towards the achievement of specified objectives through the various management styles. Simply placed, leadership is getting things done through others. References Bolden, R, Gosling, J, Marturano, A & Dennison, P 2003, A Review of Leadership Theory & Competency Frameworks, UK: Centre for Leadership Studies. Gellner, E 2006, Nations & Nationalism, Parts 1-2, 4-9, 2nd Ed, New York: Wiley- Blackwell. Greenleaf, RK & Spears, LC 2002, Servant Leadership: A Journey into the Nature of Legitimate Power & Greatness, 25th Ed, Birmingham: Pualist Press. Koestenbaum, P 2002, Leadership: A Philosophy for Leaders, 2nd Ed, California: John Wiley & Sons. Lussier, RN & Achua, CF 2009, Leadership: Theory, Application and Skill Development, 4th Ed, Boston: Cengage Learning. McCormick, M 2005, Kant Metaphysics, Internet Encyclopaedia of Philosophy, Accessed on Feb. 27, 2010 from < http://www.iep.utm.edu/kantmeta/ > Northouse, PG 2009, Leadership: Theory & Practice, 5TH Ed, California: Sage Pub. Onof, CJ 2010, Sartre’s Externalism, Internet Encyclopaedia of Philosophy, Accessed on February 27, 2010 from < http://www.iep.utm.edu/sartre-ex/ > Ruggero, E & Haley, D 2005, The Leader’s Compass: a Personal Leadership Philosophy is your Key to Success, New Jersey: Academy Leadership Publishing. Sartre, J, Kulka, J, Macomber, C & Elkaim-Sartre, A 2007, Existentialism is a Humanism, Texas: Yale UP. Wood, AW 2008, Kantian Ethics, Cambridge: CUP. Read More