Leadership Theories and their Relevance in Leadership and Management Practice - Essay Example

Name Professor Course Date Leadership Theories and their Relevance in Leadership and Management Practice Introduction Leadership refers to the social process of influencing others so that a certain common task can be accomplished. In this regard, many believe that a leader may just be a person whom many people follow, or directs and guides others to achieve a common goal. Leadership is both different from and similar to management. This is because they are both concerned with people achieving the same goal; they involve influencing people, and require that those influenced should be working. However, the two concepts espouse some differences; for instance, each has its own dimension. One of the common characteristics of all managers is that they tend to be reactive, being involved very little, emotionally. However, some authors concur that leadership can be different from management. They agree that an effective leader ought to espouse certain managerial skills (Benjamin, and Charles 460-472). Even if leadership involves some management, it is important to note that it will all involve supporting and encouraging people as one listen to them, so that any problem solving and decision making can be smooth. In this regard, one should note that in order for the business to motivate its employees to achieve the desired corporate outcomes, which involves engagement, retention so that productivity can be assured, one needs to rise above the traditional leadership theories (Bass, B. and Bass, R 341-351; Skills you Need, n. pag). In this regard, the paper will explore various concepts and theories that have explained about effective leadership and capabilities, evaluating them, to come up with the best leadership practices that can ensure that an organization achieves more. Theories of Leadership Earlier on, there had been theories that leadership is vested on an individual and therefore, he ought to espouse certain distinct attributes that other people do not have (France 7; Derue, et al. 7; Bass, B and Bass, R. 123). However, in the late 1940s and 50s, saw the emergence of alternative theories to explain leadership. According to the Ohio study, in 1940, leadership normally arises from two perspectives: people oriented and task oriented. For people oriented perspective, also known as to as consideration, it will have dimension where the leader is concerned with the welfare of those that he is leading. On the other hand, for task oriented or initiating structure, he will put more concern on accomplishing a certain task. Therefore, it turns out that for consideration, the leader normally has healthy interpersonal relationship with others that is characterized with mutual trust and friendship, and therefore this kind of leadership is people oriented. For initiating structure, the leader will define roles of people/ groups of people, initiating actions, organizing activities and defining how the goals should be accomplished. As the comparison of the two dimensions, the intiating structure tends to be dictatorial and therefore less empowering (Mujtaba et al. 160-162; Lambert et al. 914-923). For Michigan University Study, in 1950, it came up as a response to measure the how managers favored the scope and effectiveness of task performance. In this regard, the study concluded that managers could either be classified as job oriented, participative oriented or relationship oriented. It is also important to note that the period that followed in 1980s, trait theories begun reemerging. Consequently, as criticism to the theories, there was an argument by some theorists that leadership does not arise in an individual as an individual totality, but because of the summation of all attributes in him and in his environment (Mujtaba et al. 160-162; Lambert et al. 914-923). In response to such kind of criticisms, behavioral researchers, led by David McClelland asserted that for leadership to be successful, a person is supposed to be strong in his ego which is marked with self esteem, and self confidence. In this development too, Kurt Lewin, Ralph White and Ronald Lipitt would go on to shows how various styles of leadership( authoritarian, laissez-faire and democratic) influences employees’ performances (Derue, et al. 10 ). By developing their grid in 1964, Jane Mouton and Robert Blake in 1964 suggested five different styles of leadership. Other behaviorist theories have included the B.F. Skinners’ theory of positive reinforcement that explains about behavior modifications when positive reinforcement is offered (France 8). For situational and contingency theory, it is based on the Herbert Spencer’s assertion that it is time that “produces” a person, but not the converse. Therefore for them, an individual should try to do his leadership in accordance with the ensuing situation. Under this rubric too, other psychologists would go on to suggest situations under which every kind of leadership is necessary (France 10; McArthur 4). Moreover, there has been development of other theories such as functional theory, which has produced functional leadership model. For functionalists they assert that a leader must espouse certain behaviors that will enable him to carry out certain functions so that to contribute to the unit/ organization effectively. For integrated psychological theory, while incorporating elements of all other theories, it asserts that, for the trait theories, although they may be relevant when selecting a leader, they cannot be useful when developing him. Moreover, as earlier proposed by ideal stylists, the integrated psychological theorists assert there is no leadership style that can be suitable at all times (Eberly, et al 7-11). For contingency theory, they respond that for a leader of this kind to be effective it will be essential that he works out first his inner psychology (Ayman 148-170). Nonetheless, the earlier theories did not mention something on a “feeling of leadership presence”. This is because there are those people with inner traits that inspires people, commands their attention, and wins their mind and therefore their trust so that they can be their loyal followers. Bernard Bass and others developed the transactionary leadership where a leader exerts his powers through reward and punishment as exchange process of the pre-established agreement. On transformational style, it takes into account the considerations of employees, intellectual stimulation and makes sure that they are empowered to attain their vision (France 16). The other theory is the leader-people exchange, which involves the leader extending some benefits to individual followers as a bid to empower them. There are other psychologists who believe that the whole process of leadership is emotional, entwined with social process. In this regard, the mood of the leader also affects his group in the same way. This is normally explained in three ways: the way he transmits his mood, the effectiveness of his mood in communicating, they way he influences the processes of his group in ways like coordination, task strategy and effort expenditure. From neo-emergent theories, it is perceived that leadership emanates from the information that the leader has from himself or his stakeholders. In this case, they are the people who makes the leader but the not the actions of the leader himself (McArthur 12). Applications of the Theories in Management and Leadership In the whole discussion, the underlying principle is the BF Skinner’s principle of reinforcement. Most theories have been trying to explain the principle but in relatively different ways. Importantly, one should note that whole process of reinforcement is emotional. In this regard, leaders are supposed to maintain positive moods to inspire their followers so that what they want to accomplish may be assured. Secondly, the leader should have effective tone, the one that represents a homogeneous communication for the consistent functioning of the firm (Bass, B. and Bass, R 21). I n this regard, he should also maintain the group’s effective tone so that even the group tone and therefore its mood is positive. The first skill that a leader should espouse to ensure the emotional connection with his people therefore should be the effective communication skills. In this regard, communication involves communicating and listening to the followers/ subjects. The leader should be in a position to listen, read body language, provide feedback and ask question. Importantly, this should be done in an effective two way communication so that there is trust between him and his people and therefore improve performance between him and his people. Moreover, he should be able to effectively utilize different communication styles so that he can articulate goals effectively depending on situations. When goals and objectives are articulated effectively, there will be smooth working environment and every employee will be free to participate in his project (Mujtaba, et al. 160-162). Group processes of the leader that will reinforce positive moods at the working environment will also involve the way he spends his efforts, coordinates his processes and strategizes his tasks, to bring the expression of accomplishment in advance. This involves the group members acting on the project since there is already a positive mood that there are hopes to win. In this regard, leaders will be signaling advance attainment of their intentions, goals, and attitudes which are already the positive signals to the attainment of the project. It this positive mood, the people in his community would deem the whole project as achievement. As the project continues unfolding, members by cognitive and behavioral process will always respond to the processes positively. Generally, as already noted, an effective leader should also espouse management practices. This does not mean that he subjects his subordinates to the traditional management practices but he should be able to inspire and empower his people to carry out his tasks effectively (Benjamin and Charles 460-472) . The other important skill the leader should have is the effective management. In this regard, he will have to espouse sound organizing skills, that will really invoke self and others motivation, and time management. Therefore, he will have to decide on what is the most urgent and important need and carry out a breakdown of the tasks, delegating them to his people. The leader will always get on top, to oversee what will be going on in his project so that he does not lose track. The others tasks under this rubric will be action planning, decision making, risk management, and problem solve (Benjamin and Charles 460-472). Moreover, it is important to note at the work place, differentiated from political scenarios, due to the anticipation of one’s reward (like in monitory term) as his sole motivation, a manager can employ the Skinner’s reinforcement model by rewarding those who perform well his duties. However, it should not be founded on the model where people are carelessly punished, but it should involve emotional stimulation where employees, although they are paid according to their efforts, are objectively evaluated, corrected, and trained so that productivity can reach the desired level. The manager should, in this regard, be always providing intellectual simulation and group vision so that effective outcome can be reached (Benjamin and Charles 460-472). It is important also to realize that since there may be many people in the organization, the leader should not expect to use the same criterion on everybody. According to integrated psychological theorists, the leader should be flexible in his behavior and always apt in psychological mastery. In this regard, he will be a servant leader and in fact authentic to deal with every situation, that provokes him. In this respect too, the next skills will be emotional empathy and emotional intelligence. In this regard, an effective leader is supposed to put his issues, needs, and concerns behind of those of his people. He should be able to empathize, understand situation, build rapport, encourage, show concern, engage, and connect with the ensuing matter of events directly. In this course therefore, it will mean that he values others a lot. Valuing others imply focusing on individual people, understanding their needs, preserving their dignity and providing an environment of empowerment (The Ken Blancard Companies 1). Moreover, the other factor that promotes emotional energy and therefore the Skinner’s reinforcement will be the manager’s subject knowledge in his area of leadership. In this regard, a leader such as an army general will arouse positive emotions and therefore reinforcement which will stimulate both cognitive and behavioral processes towards his projects. The leader should have specific behaviors that will make people trust him that he understands what he leads. When he can well show people that, he can actually perform a certain duty he will also have the ability to socially arouse emotions so that it can well be done. According functionalist theorists, in fact this will be the best orientation, since a leader is supposed to be taking initiatives first rather than being literal manager who issues instruction and waits for the job to be done as he waits (The Ken Blanacard Companies 1). The next critical skills and values a leader should have are espousing and maintaining integrity. In order that one is able to inspire others, it is important that he poses tremendous integrity and honesty and preserve his dignity as a role model of others. In this regard, he should have a greater sense of humility without expecting something in return. The next quality he should espouse is the vision. In this regard, he must be able to talk to people about his vision, mobilize them and cascade the vision into everybody’s job. This will often result into a collective movement with people to share the same vision. As concerns, what puts the leader ahead of the manager is the empowerment quality and skills. The leader would like to bring an air whereby the last era of misfortune and disgrace is totally forgotten so that everybody experiences a new sense. He will make his people to achieve by providing the skills, knowledge and opportunity so that they can perform what he wants them to perform (The Ken Blancard Companies 2). Moreover, according to the functionalists, although leaders have been being chosen on the two perspectives, that, on initiative and consideration structure, emotional stimulation should first all be considered. In this regard, the leader should first of all ensure fostering effective relationship at the work place between him and employees before initiative structure (Lambert et al. 914-923). Since the latter structure will involve that leader just to clarify roles, set performance standards, and hold subordinates accountable, it may be a source of dictatorial tendencies that may leave everybody in bad relationship with him. The latter should be preferred because one will have to understand the environment that the employees should work in, motivate them, train them, and intervene effectively in group’s work to check any anomalies (Benjamin and Charles 460-472). As a matter, of recap, although some early authors have listed in born traits as major determinants of an effective leader, it is important to note that, although they can be useful in some aspects the can stand all along in development of one’s leadership skills. Most of them may be accomplished in the functionalist theory, where for instance a certain profession may be determined by certain body attributes (Benjamin and Charles 460-472). Development of one’s career normally takes place through experiences, education and training. If the above condition is fulfilled, the neo-emergent’s assertion that they are people that make up a leader will be assured. However, for the leader to earn this status, he must have first of all have shown the leadership qualities discussed. Conclusion In conclusion, leadership is a social process where one is supposed to influence others to accomplish a certain task. Despite one having managerial skills, leadership skills will be much necessary. As already discussed, for the social process to be effective in influencing others to accomplish the common goal, the Skinner’s principle of positive reinforcement is the basic underlying principle. This will involve ensuring that there is always positive moods at the work environment inform of good interpersonal relationship with others and the effective management of the project. Since he manages many people, he should be able to understand everybody so that he can serve them variedly, in bid to accommodate everybody. Moreover, he should be able to understand the subject matter of the task that he is leading, as he is supposed to be taking certain initiative roles. When the leader accomplishes his role effectively, in engaging, motivating and retaining others to ensure productivity, he will always receive the required support from them. Works Cited Ayman, Roya. Situational and Contingency Approaches to Leadership. The Nature of Leadership, 2004, pp.148-170. Print. Bass, Bernard. M. & Bass, Ruth. The Bass Handbook of Leadership: Theory, Research and Managerial Applications. Simon and Schuster: New York, NY, 2009. Print. Benjamin, Beth. & O’Reilly, Charles. Becoming a Leader: Early Career Challenges faced by MBA Graduates. Academy of Management Learning & Education, 2011, 10. 3:452-472. Print. Derue, Scott D. et al. Trait and behavioral theories of leadership: integration and Meta-Analytic test of their relative validity. Personnel Psychology, 2011, 64 (7). Print. Eberly, Marion B.et al. An Integrative Process Model of Leadership: Examining Loci, Mechanisms and Event Cycles. American Psychologist. Advance Online Publication, 2013. Print. France, Hilaire STH. Leadership Theories: Toward a Relational Model. Laval: University of Laval (Canada), 2008. Print. Lambert, Lisa., Tepper, Bennet. J, Carr, Jon C., Holt, Daniel. T, & Barelka, Alex. Forgotten but Not Gone: an Examination of Fit Between Leader Consideration and Initiating structure Needed and Received. Journal of Applied Psychology, 2012, 97. 5:913-930. Lambert et 914-923. Print. McArthur, Douglas G. Leadership Theories and Style: A Transitional Approach. Earl Russel, 2011. Print. Mujtaba, Bahaudin G. et al. Task and relationship orientation of Chinese students and managers in the automotive industry. Journal of Technology Management in China, 2013, 8. 3:142-154.Print. Skills you Need. Leadership Skills, 2014. 2014, Online The Ken Blanchard Companies. Critical Leadership Skills, 2014. Web. 2014, online, Read More