Leadership as a Complex and Dynamic Process - Essay Example

Leadership Theories Leadership is the process of influencing other people towards the attainment of certain group or organizational goals and objectives. There are a growing variety of theories that explain the concept and virtue of leadership. Some of them are dominant and better known and applied than others. Some of the emerging approaches and theories of leadership include servant leadership, transformational leadership, translational leadership, trait theory, contingency theory among others. Leadership is a combination of traits, attributes, behaviors and other personality characteristics that influence people or groups of people towards the realization of certain goals (Northouse 2007, p. 24). For long, people have been interested much in leadership throughout the history of humans, but it has been just recent that several formal theories of leadership have emerged. Early leadership theories focused much on the qualities that distinguished leaders and followers, whereas subsequent theories have looked at other major variables such as skills and other situational factors (House & Aditya 1997, p. 417). Leadership as a personality trait The study of scientific leadership started with a focus on the personality traits and characteristics of effective leaders. This basic premise behind this theory is that effective leaders are born but not made. Many studies on this theory were carried out in the 1930s, 1940s and 1950s. This theory looks at physical traits such as height, physical countenance, as well as mental traits such as intelligence and other personality traits (Zaccaro, Kemp, & Bader 2004, p. 114). The “Great man” gave rise to this theory as a way of discovering the key attributes of a successful leader, who is supposed to possess such attributes as a leader. Through this approach of leadership, significant traits could be discovered and isolated and that such persons with those traits could then be selected, recruited in leadership and managerial positions. It was commonly used in the military and even up to today, this approach is still used to select candidates for commissions. In the current world, leadership traits are very critical for the success of many groups and organizations. When leading a group of two or more people, one ought to possess certain leadership traits, attributes and skills for that group to remain successful. Some of these significant traits include (Zaccaro, Kemp, & Bader 2004, p. 110): Adaptable to several situations Ambitious Achievement oriented Staying alert to surrounding environment Assertive Decisive Having desire to influence others Creative Cooperative Organized Persuasive Diplomatic Fluent in speaking The main limitation to this leadership approach is that apparently some leaders may possess certain crucial traits but their absence does not necessarily mean that a person is not a leader. Several studies on trait theory have shown to be inconclusive. Many of these studies have showed that no consistent traits can be obtained in a leader. However, there may not be consistency but the truth is that some traits appear more frequently than others. Such traits are friendliness, technical skills, and social skills, control of emotions, administration skills, intelligence and general charisma (Zaccaro, Kemp, & Bader 2004, p. 123) As far as the trait theory is concerned, the traits discussed are commonly combined to form a five factor model which is used in real life situations. These five factors include: Conscientiousness This factor comprises of traits such as responsibility, prudence, achievement, dependability, and task focus. A person who is more conscientious is relatively an effective leader that one who is less conscientious (Kenny & Zaccaro 1983, p. 680). Emotional stability Effective leaders should always be positive and optimistic. The most successful and effective leaders are emotionally stable. Agreeableness In this factor, a leader is expected to have personal warmth, and should have trust and acceptance of others as well as accepting cooperation over competition. Extraversion Extroverts develop good and strong relationships that could be used as avenues and resources for effective leadership. Leaders are generally sociable, assertive and dominant. (Covey 2004, p.350). Openness Effective leaders are open to divergent ideas, experiences and other value intellectual matters as well as being thoughtful and creative. Leaders who exhibit openness have more avenues of input, more information and also tend to make better and well informed decisions because of the increased inputs (Zaccaro, Kemp, & Bader 2004, p. 105) Transformational leadership This type of leadership style can inspire optimistic and positive transformations and changes in those who follow it. Leaders who are termed as transformational are generally termed as enthusiastic, energetic and passionate about something. These leaders are not only involved in the process of leadership but also in ensuring that every member of the group succeeds as well (House & Aditya 1997, p. 409). The leader here takes control of a situation by conveying a clear vision, goals and objectives of a group of people, a marked passion for the work as well as the ability to make the rest of the respective group feel appreciated and energized. Such a leader is generally termed as a transformational leader. In the book ‘leadership’ by James McGregor, the concept of transformational leadership was first highlighted. Transformational leadership is termed as a relationship of mutual elevation and stimulation that transforms its followers into leaders as well as converts leaders into moral agents. One or more persons are able to engage with others in such ways that leaders and their followers can raise one another to relatively higher levels of morality and motivation. As a transformational leader, one changes and alters the values, motives and goals of the followers ensuring that they achieve significant changes in the process (House & Aditya 1997, p. 459). In real life situations, there is always a special power in transforming any kind of leadership whose leaders are well armed with principles and values that ultimately transform both the leader and the followers into individuals who can jointly adhere to moral values as well as end values. The power in transformational leadership is more noble and different from other forms of leadership such as charismatic leadership. It can thus be termed as executive or business leadership as well as heroic leadership whereby it can be applied in modern organizations and businesses to inspire people and ensure productivity (Bass 1990, p. 20). Components of modern transformational leadership The following are the basic components of transformational leadership which are generally applied in the modern forms of leadership. 1. Intellectual stimulation- As far as this factor is concerned; transformational leaders tend to encourage creativity and innovation among followers as well as challenging their status quo. As a leader, one should encourage his or followers to explore new and creative ways of doing things as well as finding new opportunities of learning. This factor is very useful in ensuring that the current organizations thrive well since there are new ideas generated to run businesses as well as solve any problem that may arise (Bass &Avolio 1994, p. 243). 2. Individualized consideration- Transformational leaders are involved in offering support, encouragement and back-up to their individual followers both in formal and informal settings. As a transformational leader, one must keep open lines of communication so as to foster supportive relationships. Through this, followers can feel free to share ideas and grievances from where leaders can directly recognize their unique contributions as well as ensuring that the grievances are addressed. Thus concept applies in most of the modern organizations and is very useful in ensuring that subordinate and other junior staff is well motivated and this increases their contributions as well as productivity. 3. Inspirational motivation-As a transformational leader, one must have a clear vision and goals that they are able to articulate to their followers. Such a leader is in a position to inspire and instill passion and motivation to his or her followers thus helping them to fulfill the group’s goals as well as individual goals. This concept motivates people to work hard and remain productive thus increasing the chances of success for every group or organization. 4. Idealized influence-A transformational leader serves as a role model to the followers. The leader has to be someone of great influence as well as a person with desirable qualities which could be copied by the followers. In most cases, followers trust and respect their leaders as well as emulating them and internalizing their ideals. Thus, leaders should always strive to remain as role models and to be good leaders with desirable leadership qualities that could be copied by their followers. The key concept in transformational leadership is that a leader should pay attention to the needs and motives of the followers so as to help them attain their maximum potential as well as helping them exploit their talents and skills towards achieving the group’s objectives. Moreover, transformational leadership typically describes how leaders tend to initiate, develop and execute positive changes and transformations in an organization or a group. (Bass 1990, p. 28). This kind of leadership tend to be one of the best in real life situation since it expands a portfolio of needs for the followers, increases their confidence, increase their expectations, encourages positive behavioral changes, motivates others to relatively higher levels of individual achievement and also heightens the value of the leader’s intended outcome to the followers. Leadership is a complex and dynamic process applied in life but much of the written components of leadership tend to simplify the whole process. The above styles and theories of leadership can have positive effect to a group or an organization. For instance, research as well as real situations have showed that transformational leaders generally have higher levels of performance and satisfaction than groups and organizations that are led by other types of leaders. This is because transformational leaders tend to believe that their followers can do their best, leading the other members to feel motivated, inspired and empowered (Covey 2004, p.352). Bibliography Bass, B. M. (1985). Leadership and performance beyond expectation. New York: Free Press. Bass, B. M. 1990. From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (Winter): 19-31. Bass, B. M. 1998. Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ: Erlbaum. Bass, B.M.&Avolio, B.J. 1994 Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications. Bass, Bernard M. “The Ethics of Transformational Leadership.” In Kellogg Leadership Studies Project, Transformational Leadership Working Papers TransformationalLeadership Working Papers, The James MacGregor Burns Academy of Leadership, 1997. Burns, J. M. (1978). Leadership: Harper & Row. Covey, S. R. 2004. 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N. & Achua, C. F. 2001. Leadership: Theory, Application, Skill Development. Cincinnati, OH: South-Western College Publishing. Northouse, P. G. 2007. Leadership theory and practice (4th ed.). Thousand Oaks, CA: Sage Zaccaro, S. J., Kemp, C., & Bader, P. (2004). Leader traits and attributes. The nature of leadership. Thousand Oaks, CA, US: :Sage Publications, Inc. Read More