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Leadership - Essay Example

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Question 1 a) Yes, I believe that a person who is not a ‘born leader’ still has a chance of becoming an effective leader. Leadership qualities and skills can be acquired through learning and interacting with other leaders. There are many instances of the ordinary people with no reputation of leadership qualities go on to become a successful and effective leader…
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Download file to see previous pages This theory concentrates on the behavior of the individual and not on the personal traits or skills. Behavior theory suggests that people through teaching and observation can be come great leaders. Some examples of successful leaders who were not known for their leadership qualities but when to become leaders by learning are Gurubaksh Chahal (Internet Entrepreneur) and Che Guevara. Gurubaksh Chahal today is successful entrepreneur known to be a very good leader. But while growing up he was a silent kid and did not seem to have any leadership qualities. He himself has said that he has picked up leadership qualities along the way. The same is true with Che Guevara. He is said to have acquired the leadership qualities when he travelled through out South America as a medical student. Hence, an effective leader can be developed. b) Vroom-Yetton Contingency Model is aimed at suggesting a leadership style to be used while decision making. It helps a leader in determining the amount participation of team members that he should use during decision making. This contingency model unlike other contingency model is normative, suggesting the leaders when to be participative or directive. The benefits of using consultative, democratic or authoritative styles during making a decision are identified by this model. According to the model, there are five decision making forms: A1: The decision is made by the leader alone with the knowledge of the available information. A2: In this style, the leader makes the decision himself but gathers the information needed to make the decision from his subordinates. The reason for requesting the information of the problem is not discussed or revealed to the subordinates. C1: The subordinates are involved in this style. The leader discusses or shares the problem with his subordinates. The interaction is at an individual level. But the decision is still made by the leader which may or may not include the views of his subordinates. C2: The subordinates are involved here to, but the interaction here is not on an individual basis. The leader shares and discusses the problem with the subordinates in a group meeting. Their suggestions and ideas are obtained but may or may not be used in decision making by the leader. G: In this style the subordinates are actively involved in the decision making. The leader explains the problem to the group and final decision is made by the group. The leader here only facilitates the meeting (discussion) but in no way influences the final decision. A leader can decide on the right leadership style by answering the following questions: Is the quality requirement of the decision high? That is, the importance of the decision’s technical quality. Do you have the necessary information to make the decision yourself? Does the problem have a proper structure? How important is the acceptance of the decision by the subordinates? That is, are they important for the effective implementation? If you make the decision by yourself, are you certain that the decision will be accepted by your subordinates? Do the subordinates same enthusiasm and commitment towards achieving organizational goals (achieved by solving the problem in question) as you do? Is there a likely possibility of a conflict over preferred solutions? A real life example of Vroom-Yetton Contingency Model at work is the 360 degree employee evaluation process. In this process, an employee is ...Download file to see next pagesRead More
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