How the Theories of Leadership Provide Practical Advice on How to Be an Effective Leader - Coursework Example

How the Theories of Leadership Provide Practical Advice on How to Be an Effective Leader Student’s Name: Institutional Affiliation: Instructor’s Name: Date: The concept of leadership should be understood as a complex process, and not a position. It is a process in that it involves something happening due to the interaction of a leader and the followers. The early part of twentieth century has been characterized increased interests in leadership. The early theories of leadership emphasized on the qualities that distinguished leaders from fro the followers. However, subsequent theories have centred on other variables like the skill levels and situational factors. This essay will discuss how theories of leadership offer practical advice to anyone aspiring to be an effective leader. The discussion will be confined to two theories of leadership, the participative and management theories of leadership. To begin with, participative theories of leadership give a suggestion that the most suitable style of leadership is the one that takes into consideration the input of other people (Lussier & Achua, 2010). The theory promotes the contributions and overall participations from members of a group. It helps them feel more important and dedicated to all decision-making processes. (Barrett & Sutcliffe, 1993). In this type of leadership theory, however, the input of other members is governed by the leader of the group. This means that the final decision lies in the hands of the leader. The participative theories of leadership are based on the fact that inclusive discussions involving many people yield better result than that made by one person. Involvement in a decision-making process facilitates better understanding of the subject matter. (Mackin, 2007). People (leaders) are more devoted to actions in because they have been involved in making the relevant decisions. According to the participative theories of leadership the social commitment to the decisions made by other people is very high when decisions are made by several people. The theory offers practical advices on how to be an effective leader in the sense that it encourages leaders to involve their followers in decision m-making process, rather than adopting an autocratic way of making decisions (Northouse, 2010). An effective leader involves stakeholders, subordinates, superiors and the peers. This helps in gathering sufficient knowledge of issues that could have not been understood better by one person. It also gives room for other people to give their views and personal opinions regarding the issue being discussed. However, most participative activities are within the immediate teams and the manager or leader is in control of the subordinate’s decisions. Therefore, the degree of influence by other people varies depending o the beliefs and preferences of the manager. According to the Harvard Business School (2005), an effective leader, through a system known as “management by objectives” is able to sell the idea to members of the team before comparing the findings of the team with his. That way, the analytical skills of the leader are sharpened hence improving the overall efficiency of his leadership. In other situations, the leader gives the description of the “what” of goals or objectives and allows the team to decide the “how” or process by which the objectives can be achieved. The theory inspires leaders to be effective by not only challenging the status quo but also encouraging their creativity among their followers. As one of the requirements of the participative theory of leadership, an effective leader is expected to encourage his followers to look at new methods of doing things as well as unexplored opportunities for learning purposes (Adair, 2009). The theory helps the leader in realising and acknowledging the efforts of teamwork. In other words, it teaches the leader not to ignore the decisions of the subordinate members after seeking their opinions as it is likely to result into betrayal and cynicism. The theory helps the leaders understand that they role models for their followers. This means that followers trust, respect and emulates them. Therefore, it trains leaders on how to create a positive image through their idealized influence. Under the participative theory, three forms of leadership styles are found. These include autocratic, democratic and laissez-faire styles of leadership (Williams, 1976).The three styles revolve around the decision-making process. The leader can chose when to employ any of the three styles depending on the type of decision being made. In autocratic style, there is no formal consultation because the leader takes actions or decisions without consulting anybody (Cragan, et al., 2009). The autocratic style is most suitable under situation where there is no necessity for the input of other people on the decision. The style is also applicable where the people’s commitment to a particular action cannot be affected by them being involved or not involved in the decisions. Unnecessary application of this kind of style in leadership is likely to cause a lot of discontent (Palestini, 2010). Therefore, an effective leader should be wise enough to know the situations that warrant the use of this style in order to avoid revolution from the subjects (followers). In democratic style, an effective leader involves his people in the decision–making processes. Though the final decision is in the ultimate hands f the leader, this style is mostly appreciated by many people, more so if they have been under autocratic style and decisions (Hamilton, 2011). However, democratic style can be problematic in situations where opinions vary greatly and there is o common of arriving at the final and equitable decision. This style provides an idea to the leader on the best way to approach such situations with causing serious unrests. The last type of leadership that can be found within the participative theory is the laissez-faire style. This style minimizes the involvement of the leader in the decision-making and giving the greatest opportunity to the people (Eagly, et al., 2003). However, the people are responsible for the results of their decisions. Laissez-fire style of leadership is effective when people are motivated and capable of making decisions touching directly on their lives and situations where there is no need for central harmonization (Glanz, 2002). The participative theory thus helps the leader to identify the most effective style based on the decisions to be made and the potential consequences to both the leader and followers. The second theory of leadership is the management theory. It is also referred to transactional theory and it was first described by Max Weber. The theory focuses on the supervision as well as the performances of the organization and the group. It is mostly used in business to streamline the performance of the employees and that of the organization as a whole (Dale, 1969). Basically, the theory analyse leadership within a framework of rewards and punishments. Management theory helps the leader to view the relationship between the subordinate and the manager as an exchange. When the performance of the subordinate is outstanding, they receive a kind of reward from the top management. Consequently, the subordinate receives a punishment if their performances are poor. This theory helps the leaders of organisations to practically enforce the rules, standards and procedures of the organisation. Management theories do not encourage followers to either find solutions to problems or be creative (Barna, 1997). Research has revealed that transactional theories of leadership works best in situations where the problem at hand is not complex or clearly defined. Management theory helps the leader understand that the primary role of the followers is to obey the commands and instructions given to them. The leader also gets to understand that his role as a leader is to monitor the subordinate in order to meet their expectations and those of the organisation. (Mehrotra, 2005). The theory plays a significant role to all leaders aspiring to achieve excellence in their leadership by emphasising the fact that the best results can be achieved if the workers are motivated. Therefore, they should incorporate an effective system rewards and punishments in their leadership. Also, the chain of command should be as clear as possible so that the flow of instructions and commands is smooth. In summary, participative theory of leadership develops effective leaders who are not only involved and concerned in the decision –making processes but also help every member of the team succeed too. On h other hand, management theory inspires positive changes in leaders who follow adheres to it. A leader who follows the provisions of the theory is generally enthusiastic, energetic and passionate. Through the strength vested in their personalities and vision, effective leaders can inspire their followers to change perception, expectations and gain motivation to work in unison towards common goals. Leadership theories help leaders inspire and stimulate followers to attain extraordinary results, and help them develop their leadership capacities. Furthermore, the theories of leadership empower leaders and help them acknowledge the importance of knowing the needs of the followers, group and even the entire organisation. References Adair, J. E. (2009). Effective leadership: how to be a successful leader. London, Pan. Barna, G. (1997). Leaders on leadership: wisdom, advice, and encouragement on the art of leading God's people. Ventura, Calif., U.S.A., Regal Books. Barrett, M., & Sutcliffe, P. J. (1993). Leadership theories: a critique and its implications for management education. Brisbane, Key Centre in Strategic Management, Queensland University of Technology. Cragan, J. F., Wright, D. W., & Kasch, C. R. (2009). Communication in small groups: theory, process, skills. Boston, MA, Wadsworth Cengage Learning. Dale, E. (1969). Management: theory and practice. New York, NY [u.a.], McGraw-Hill. Eagly, A, Johannesen-Schmidt, Mary E, & Marloes L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, Vol 129(4), Jul 2003, 569-591. 10.1037/0033-2909.129.4.569 Glanz, J. (2002). Finding your leadership style: a guide for educators. Alexandria, Va, Association for Supervision and Curriculum Development. Hamilton, C. (2011). Communicating for results: a guide for business and the professions. Belmont, Calif, Thomson/Wadsworth. Harvard Business School. (2005). Becoming an effective leader. Boston, Mass, Harvard Business School Press. http://www.lib.sfu.ca/cgi-bin/validate/books24x7.cgi?bookid=11370. Lussier, R. N., & Achua, C. F. (2010). Leadership: theory, application, skill development. Australia, SouthWestern/Cengage Learning. Mackin, D. (2007). The team building tool kit: tips and tactics for effective workplace teams. New York, AMACOM. Mehrotra, A. (2005). Leadership styles of principals: authoritarian and task oriented. New Delhi, India, Mittal Publications. Northouse, P. G. (2010). Leadership: theory and practice. Thousand Oaks, Sage Publications. Palestini, R. H. (2010). Practical leadership strategies: lessons from the world of professional baseball. Lanham, Md, Rowman & Littlefield Education. Williams, E. (1976). Participative management: concepts, theory, and implementation. Atlanta, Pub. Services Division, School of Business Administration, Georgia State University. Read More