comparing and contrasting
joshna
JoshnaAemireddy.docxRunning head: LEADERSHIP THEORIES AND APPROACHES 1
LEADERSHIP THEORIES AND APPROACHES 20
Northouse’s Leadership: Theory and Practice
Joshna Aemireddy
Student id-614056
MBA 593R1-Christian leadership and Ethics
Professor- Grant McMillan
Nov 2, 2020
Trinity Western University
:
Leadership is very crucial in any organization. Leaders are involved in leading the other members in the organization towards realizing its objectives and goals. In leading others, leaders should possess and portray exemplary leadership skills as they serve as role models to their juniors. Based on Northhouse conceptualization, leadership can be defined as the process in which individual influences other individuals in achieving a common goal. The leadership skills act as guiding principles in their interactions with other members and in carrying out the daily operations of the organization. Leaders use different styles and approaches to guiding their workers. Different leadership styles and approaches are used in accomplishing other organizational objectives. Therefore, the choice of leadership style or approach to be used is highly dependent on the purposes and goals of the organization. Leadership is the act of leading an organization towards achieving desired outcomes with set objectives. A leader must possess good leadership skills that can inspire others to attain their shared goals. Understanding the importance of leadership skills can help establish the right tone for an organization and motivates employees to follow the set objectives to achieve their goal. Organizational leaders are an integral component in any organizational structure as they are involved in coordinating all the activities that the organization undertakes. Comment by Grant McMillan: This was a good introductory paragraph. I noticed a repeating theme that was not very helpful. You said rather often, “Leadership is…” and then you said that again. Then you defined it, and then you said “Leaders are…” It was a bit too much repetition.
Leadership theories are continuously evolving as the economic, socio-cultural and political environment keep on changing. Understanding the evolution of these theories and exploring the current models helps in informing the leadership practice across organizations. Different leaders use distinctly various leadership styles, ranging from autocratic, relatively hands-off to facilitative, micromanaging styles. However, other leadership skills are acquired over time through regular practice in the field of organizational management. Excellent leadership skills are very crucial for the success of any organization. An organization requires a very competent leader with exceptional skills for it to achieve its goals and vision. Northhouse expansively explores the leadership theories and their application in the current leadership realities. Northhouse writes his eighth edition of leadership: Theory and Practice aiming at integrating the different leadership approaches with the abstract theoretical approaches. The purpose of the book is exploring ways in which leadership theory can direct and inform the practice of leadership. Northhouse, in his book, has talked about various approaches to leadership in an organization. In our paper, we are focusing on three leadership approaches: skills approach, behavioural approach and trait approach. Comment by Grant McMillan: Once again, this is too much repetition. Three sentences all saying the same thing are not necessary when one clearly written purpose will do. Comment by Grant McMillan: You need a more clear thesis statement. “focusing on three approaches” is not clear enough. “Focusing” simply means looking closely at something. You need to explain what you are going to do and what is the purpose of this paper.
Trait leadership approach
Leadership traits were studies to help in determining what made particular people great leaders. The leadership traits can be acquired naturally from birth, learnt from others, or even both. The theories that were developed through this approach were known as “great man” theories because their main focus was to identify the innate characteristic and qualities that were possessed by great leaders. During that time, research focused on determining particular traits that differentiated leaders from their followers. The trait approach was later challenged in the mid-20th century by research questioning the leadership traits universality. The study argued that there are a consistent set of traits that differentiated leaders from the non-leaders or followers. An individual with excellent leadership traits who was an exemplary leader in one situation might not lead in another different case. The trait approach has attracted a lot of interest among researchers for its distinct explanation of ways through which traits influence leadership. The traits approach is still on. It began with emphasizing on identifying qualities of a great person, shifted to add the situations’ impact on leadership and today, it has moved back to the crucial role of leadership. Great persons have numerous qualities that are useful in supporting the vision and goal of the organization. Research proved that individuals’ traits significantly contribute to any leadership process. There are eight crucial traits that a leader should have, and they are alertness, responsibility, initiative, self-confidence, insight, persistence and sociability (Knauft, 2017). Comment by Grant McMillan: Traits are not studies. Comment by Grant McMillan: Which time was this? Comment by Grant McMillan: This is good. Comment by Grant McMillan: Which study is this? Comment by Grant McMillan: Still on what? Do you mean research is still ongoing?
Traits and characteristics of an effective team leader within the organization
Influential team leaders require both transactional and transformational leadership skills and traits. Effective management of an organization can be achieved by having good leaders with excellent leadership skills. Leadership and management are terms used interchangeably, but their definitions are slightly different. Leadership skills can help organizational leaders manage their organization, placing them in a perfect position to succeed. Excellent and effective leader s should possess the following skills: good communication, feedback, motivation, creativity, positivity, among others. Good leaders should be flexible in terms of implementing any change in the operations of the organization. Organizational change is how an organization changes its strategies, structure, operational methods, corporate culture, or technologies to improve functionality in the organization. Changes in an organization can either be continuous or gradual over a given period. The changes aim at achieving some desired future state for the organization. Organizational change takes place for several reasons, like enhancing the organization's functionality and productivity level. Implementation of change in an organization is best suited with the transformational leader who should ensure that organizational changes are effectively absorbed into the organization.
Moreover, team management is a crucial skill for organizational leaders. Involving the whole team in meetings, daily operations, and critical decisions will bring a sense of organization ownership; thus, they will be more productive. Being open to new ideas and approaches can build a more capable team.
A good organization leader should position him or her as a thought leader. Thought leaders are known for being informed opinion leaders and visit people in their field of specialization. They have trusted sources that inspire people with great ideas; turn ideas into reality, and show how to replicate their success correctly. As a leader, you can share with your colleagues about cutting–edge developments in your industry so that you can inspire them to greatness. Dispute resolution is another skill that a leader should have as conflicts may arise among the followers while discharging their duties. Resolving conflicts through negotiations can be suitable for the parties involved in the disagreement. Often, the conflicting parties will benefit more through participating in talks rather than walking away.
Leaders should possess traits that are relevant to the mandate assigned to them. For, example, a manager in a technology company should be initiative and innovative to help the company in coming up with new systems and technological items that can sell better in the market than the previous ones. A company with a desire to grow fast and reach the international markets should consider hiring a leader with a transformative trait, unlike a transactional leader who focuses only on the daily operations of the company. The transformational leadership concept takes an entirely different approach to solving the dilemma. This leadership concept is committed to changing the follower's wishes to match the leader's desires. Therefore, if the leader can transform the follower's needs for them to share the same passions and vision, the follower becomes more motivated in pursuing that vision and goal. There are four critical aspects of successful transformational Leadership: creativity, personal growth, inspiration, and trust. Transformational Leadership has more stretching and shared higher purpose, unlike transactional Leadership, where there is no shared purpose binding the leaders and the follower, other than maintaining the status quo. Transforming Leadership emphasizes long-term and more difficult aims while transactional focuses on followers' and leaders' short-term needs. Comment by Grant McMillan: All of this is very thoughtful, but I see no evidence of research, and it does not seem to apply to the Trait, Skills, or Behavioural approach. This is why you needed a clear thesis statement and purpose for this paper.
Skills Approach
The skills approach is similar to the trait approach as they both take a leader-centred perspective on leadership. However, the skills approach shifts its focus to knowledge and abilities which are highly needed for effective leadership in an organization. In this section, our skills approach discussion is divide into two parts. One, the general ideas highlighted by Katz, a researcher in regards to the necessary administrative skills: human, technical and conceptual. The other is discussing the work of Mumford and colleagues that has led to a skills-based organizational leadership model. This approach suggests that leaders can acquire skills or instead trained to develop their skills. Technical skills are the know-how and proficiency in a particular activity or work.
A good example is a computer software company where technical skills include programming and software language. Technical skills are required more at the lower and middle level of a company's management structure and less crucial in the upper management. Human skills are the ability and knowledge to work with people effectively. Human skills enable the leaders to work well with peers, followers, and superior to achieve the organization's goals. Leaders with good human skills adapt their ideas into those of the others at their workplace. A leader with great human skills must be sensitive to the needs and motivation of follower while considering the needs and interest of others in their decision-making process. Conceptual skills are the ability to work with concepts and ideas effectively.
Conceptual skills are vital in creating a strategic plan and vision for the organization as they may be derived from the ideas and concepts brought forward by the people in all levels of the company’s management. It is essential for all leaders to have the three skills in their management. Let’s start with the competencies, which also have three parts used in arriving at the effective performance: social judgment skills, problem-solving skills and knowledge. Problem-solving skills involve the process of identifying a problem, gathering information, formulating new problem understandings and generating a plan for solving the problem. Social judgment skills basically are the capacity for understanding people and their social systems. Social judgment skills involve understanding people precisely and reacting with flexibility. Knowledge is very relevant in applying and implementing the problem-solving skills in an organization. Knowledgeable leaders know much of products, people, tasks, the organization and the different ways in which these elements interrelate(Megheirkouni, Amaugo & Jallo, 2018). Comment by Grant McMillan: Needs a space between these two words.
A leader with good knowledge has numerous mental structures for use in organizing organizational life facts. Knowledge has a positive effect on the way leaders engage in solving organizational problems. Being knowledgeable allows leaders to use past information in constructively confronting the future. Individual attributes play a significant role in the skills model. These attributes support people in applying their leadership competencies. The competencies of leaders strongly influence leadership outcomes. Leaders exhibiting a high level of competencies have an excellent opportunity for solving problems and improving the organization's overall performance. Significant problem solving helps in streamlining the organization into the desired structure that has better functionality and enhanced performance. Comment by Grant McMillan: This seems too vague. What do you mean by this? Comment by Grant McMillan: Which attributes are these? Comment by Grant McMillan: How do they do this? Comment by Grant McMillan: Can you prove this by finding research to support it? Comment by Grant McMillan: Yes, but which competencies? Comment by Grant McMillan: Do you have any research to support this claim?
Behavioural Leadership Approach
The behavioural leadership approach focuses wholly on leaders' role in changing leadership training to the leader's behaviours. Moreover, the behavioural approach expanded the leadership approach to learning followers' behaviours in various leadership approaches. Authentic leadership is a behavioural leadership approach that mainly focuses on leaders' originality and their leadership style. Moreover, behavioural leadership is still young and needs more time for it to develop. Furthermore, as more research is being conducted, the technique will reach its full potential, thus bringing private and public companies to adopt it. Also, experts developed new approaches to the leadership style, but they lacked enough evidence to back and conceptualize the style.
Nevertheless, there are different ways to define behavioural leadership. This approach includes the life experiences that leaders go through and the interpersonal process, which outlines that behavioural leadership has four distinct components. Finally, suppose experts conduct proper research on this leadership style. In that case, it can be beneficial for many organizations since it mostly advocates for an organization's growth by authentically incorporating all aspects of leadership.
Approaches to Behavioral Leadership
Approaches to behavioural leadership are subdivided into two; the theoretical approach and the practical approach. The theoretical approach involves gathering knowledge from past research conducted by different scholars in the social science field. The knowledge acquired aids individuals in developing a theoretical approach to authentic leadership. Additionally, the practical approach involves gathering skills from real-life experiences such as learning via training or observation while in internships or attachments. Both approaches play a significant role in instilling behavioural leadership in individuals; however, the practical approach is the most effective way of incorporating effective leadership in the organization's leadership style.
Bill George's practical approach is a leadership approach introduced by Bill George in 2003. It mainly highlights the characters that authentic leaders should portray while on work duties. Moreover, George used a practical way to describe what individuals ought to do to become great leaders. Furthermore, he highlighted that leaders have the need and desire to help others in their DNA. Moreover, they portray excellent communication skills, and the passion of leading as others follows among other leadership skills, which enables them to convert organizations' misfortunes into assets.
Additionally, George outlined and illustrated the five dimensions of behavioural leadership. George argued that authentic leaders have a sense, and they demonstrate via their behaviour. For example, how they conduct themselves and also how they carry out their chores. As a result of their action, one can tell that they have a purpose in their lives. Besides, intrinsic values do motivate authentic leaders a lot, which comes from having personal goals. . "A good example of an authentic leader who exhibited passion about his goals was Terry Fox, a cancer survivor, whose leg was amputated above his right knee after a malignant tumour was discovered. Using customized leg prosthesis, Terry attempted to run across Canada, from the Atlantic to the Pacific, to raise awareness and money for cancer research. Although he died before he finished his run, his courage, and passion affected millions of people's lives. He also accomplished his goals to increase cancer awareness and to raise money for cancer research."
Although behavioural leadership is an emerging leadership approach, the theory of the leadership approach is an emerging issue in social science leadership. The theoretical approach of behavioural leadership identifies the essential components in the approach. The theoretical approach states that the leadership approach originated from the effects of bad leadership experienced; for example, the 9/11 attacks led to massive corruption that needed to be addressed, creating the need for behavioural leadership. The authentic approach is a type of behavioural leadership that enhances positive psychological dimensions and ethical awareness, resulting in an extraordinary self-awareness and moral perspective.
According to research, four components form the basics of behavioural leadership. Furthermore, the components are behavioural. Great leaders have self-awareness, which is a personal insight into the leader. Through self-awareness, leaders can understand their strengths and weaknesses and what they ought to do to impact others. Therefore, leaders with greater self-awareness are considered as the most authentic. Another component is the moral perspective, where individuals use their moral values and standards to control their behaviours. Therefore, leaders with an ethical standpoint are described as authentic since their actions correlate with those outlined under behavioural leadership approach. Another component is the relational transparency, which is the art of being honest and real to others. It makes individuals trustworthy since all the close associates can testify that a particular individual is reliable. Relational transparency is self-regulating since individuals can govern their openness with others. (Choi, Cheong & Lee, 2019).
Factors Influencing behavioural Leadership approach
Positive Psychological Capacities. Psychological attributes play an essential role in behavioural leadership since positive attributes always breed confidence, hope, and perseverance, thus forming authentic leadership. A combination of any of the psychological qualities is essential for creating a successful path. Therefore, leaders with positive psychological capacities qualify to be great leaders.
Moral reasoning capacity. Another factor influencing behavioural leadership is the moral reasoning capacity that enables authentic leaders to promote justice and fairness among the employees. Moreover, since good deeds are repaid, moral reasoning leads to genuine individuals receiving promotions; therefore, moral reasoning acts as a change catalyst. As leaders continue to practice moral sense, the more they incorporate behavioural leadership in them.
Comparing and contrasting the three leadership approaches
Understanding the different leadership approaches and traits required is very important in the management field. Different leadership approaches are well suited to different organizational structures and goals. These leadership approaches aim at enhancing leadership in any organization in many ways. The skill leadership approach advocates for continuous training of the employees to improve their skills in performing the various tasks in the organization. Behavioural leadership approach suggests that leaders can be trained, and the leadership traits essential in leading can be taught and developed. Therefore, anyone has the chance of being a leader provided they are in a proper environment and training for the development of good leadership qualities.
Both trait and behavioural approaches have a similarity in identifying actions that can be taken by any leader in certain situations. Organizations’ management should always focus on choosing exemplary leaders with a vision of steering the organization to greater heights. The leadership skills act as guiding principles in their interactions with other members and in carrying out the daily operations of the organization. Leaders use different styles and approaches to guiding their workers. Different leadership styles and approaches are used in accomplishing other organizational objectives. Therefore, the choice of leadership style or approach to be used is highly dependent on the purposes and goals of the organization. The trait approach emphasizes on having a leader with a particular set of traits is vital in realizing effective leadership in an organization. The organizations are set to work better if the persons holding managerial positions have specified leadership profiles. A trait assessment can help in determining whether managers have the right qualities to be promoted or move to other roles in the company. The trait leadership approach suggests that particular desirable traits are essential in identifying leaders. These are often in-born traits, manifesting in the "born leader". The approach has basic personalities that distinguish leaders from the followers. In a trait oriented business, the management is always on the lookout of its employees analyzing their actions to point out which worker is showing excellent leadership potential. Behavioural leadership approach suggests that leaders can be trained, and the leadership traits essential in leading can be taught and developed. Therefore, anyone has the chance of being a leader provided they are in a proper environment and training for the development of good leadership qualities (Yasir & Mohamad, 2016).
Both trait and behavioural approaches have a similarity in identifying actions that can be taken by any leader in certain situations. Transactional leaders mainly focus on organization, supervision, and group performance roles. They are primarily concerned with the organization's status quo and daily progress toward their goal. On the other hand, transformational leaders work toward enhancing workmates' motivation by directing their behaviour toward a shared vision. Transactional leadership bases its operations within existing boundaries of processes, goals, and structures, while transformational Leadership is change-oriented, thus challenging the organization's current state. Transformational leaders focus on achieving their transformation goal by inspiring employees, meeting their individual emotional needs, or intellectually stimulating followers. Many political leaders demonstrate the transactional style of Leadership. Mahatma Gandhi is an excellent example of a leader who leads using the transformational leadership style. Transactional leadership theory assumes that the leader's desire and those of the followers are not similar. Thus, the leader is tasked with providing followers with some form of motivation. Without this form of inspiration, the follower may not want to fulfil the leader's desires. The transactional leadership style works well, provided all parties involved know and agree on the organization's priorities, methods, and goals. However, the transactional style may not help when the situation calls for a drastic change in direction or conditions demanding creative and urgent problem-solving. In such cases, the transformational leadership style works well and tends to bring more success.
An effective team leader requires both transactional and transformational leadership skills and traits in successfully running an organization. Transformational Leadership focuses on change within the organization's structure, whereas transactional Leadership focuses on organization, group performance, and supervision. Different leadership styles are suited to different situations. The transactional leadership style can be more effective in the control of minimum-wage employees. Transactional leaders are often concerned with ensuring all the daily operations of the organization flow smoothly. Transformational leaders go beyond day-to-day operation management and craft strategies for propelling the organization or followers to the next level of success and performance. Transformational leaders can be helpful in strategically developing small businesses. Transformational leaders can steer small businesses in achieving goals and rapid success the vision, desires, and team-building skills of the leader. Transactional Leadership involves methods for motivating employees. The motivation is derived from rewarding the employees for accomplishing tasks assigned to them. This system is widespread and familiar with many organizations. An example of the basic form is when a sales representative is paid on commission or awarded performance bonuses for the completed sales. Organizational leadership wants the employees to secure more deals, so they provide money to motivate. This transaction of performance for compensation satisfies the needs of the follower and those of leader as well (Megheirkouni, Amaugo & Jallo, 2018)
Researchers have continued to research the different aspects of traits in leadership. Some have suggested that there are specific traits that can be used in distinguishing leaders from non-leaders. The particular traits make leaders strong, and they are adjustment, intelligence, dominance, extraversion, masculinity and conservatism. Further research on this was conducted and found out that masculinity, intelligence and power were traits that significantly related to individuals' perception of leaders. Thus, it was argued that some traits could be used in discriminating consistently across different situations between the leaders and non-leaders. Some of the leadership traits that are central in this type of leadership approach include self-confidence, determination, integrity, intelligence and sociability. The intellectual ability or intelligence positively relates to leadership as great leaders tend to have higher intelligence than the non-leaders. However, a leader having a higher intelligence quotient (IQ) from that of the followers may result to counter-productivity on the organization's leadership. Leaders with a very high IQ may have difficulties in communicating with their followers because they may be preoccupied or because they have ideas that are far much advanced for their followers to blend in. An excellent example of a leader whose intelligence was a vital key trait was Steve Jobs, founder and CEO of Apple. Steve Jobs was a great world leader who steered big corporations to prosperity. Job once said that he had an incredible product in him, and he needed to get it out. Steve's visionary products, first the Apple II and later iPhone, iPad, and iPod revolutionized the electronic industry, changing people’s way of life in terms of work and play.
Self-confidence includes one's sense of self-assurance and self-esteem and the firm belief that one is capable of making a difference. Self-confidence is an essential trait as it helps leaders in effectively articulating their ideas and mode of management in the organization. Leadership involves influencing followers; thus self-confidence assures leaders that his or her efforts and attempts in controlling the followers are right and appropriate. Again, Steve Jobs is a good demonstrator of self-confidence in leadership. In describing the new devices he intended to create, many said that they were only dreams that could not be actualized. But Job had the self-confidence that his products would bring a significant change to the world. Determination is the strong desire to get something done and includes characteristics such as dominance, initiative, persistence and drive. Leaders with determination are very much convinced in their goals and are always focused on achieving them even in the face of challenges and obstacles. Integrity is a crucial leadership trait that can be defined as the quality of trustworthiness and honesty. People who strictly follow a set of principles and take responsibility for any of their actions are said to be exhibiting integrity. Leaders showing integrity can positively inspire confidence in others as they can be trusted to deliver on their promise. Integrity makes leaders dependable, believable and trustworthy. Sociability is a leader's urging to foster cordial social relationships. A social leader can be able to forge strong ties with significant corporates that help in enhancing business. These traits contribute substantially to the capacity of a leader in propelling the organization towards achieving its objectives and goals (Turner & Baker, 2018).
Critical life events trigger development in individuals, which makes them become leaders in the future. For example, Howard Schultz, the CEO of Starbucks, gave medical insurance cover to employees who worked at the company for less than 24hours a week since while he was a child, his father, a delivery truck, got into an accident on duty. The accident results were that his father suffered a lot since he never had health insurance coverage. As a result of the life events, Howard Schultz decided to ensure its workers avoided the same thing. Therefore, life-changing events can trigger behavioural leadership in individuals.
Behavioural leadership promotes the virtue of trustworthiness. For quite some time, organizations' downs always lead to division, and the trust that existed between the various individuals ceases to exist. Therefore, these organizations need authentic leaders who are being trusted by individuals if anything goes wrong. Thus, behavioural leadership is a medium for ensuring trust between different employees stays intact.
Behavioural leadership equips individuals who want to be authentic leaders with guidelines that may help them. The theoretical and practical approach of authentic leadership prepares individuals with clear guidelines that one ought to follow to incorporate authentic leadership in them. Moreover, if the procedures are followed, they are indeed the blueprints of behavioural leadership.
Behavioural leadership instils leaders with values that enable them to do things differently and precisely. When one is infused with behavioural leadership, they can do things differently and right since they have the values that guide them to work with followers and always put followers' needs first before their own needs.
Behavioural leadership shows that values and personalities can be enhanced in leaders with time. A behavioural leadership approach is never attributed to any individual; therefore, individuals can decide to enhance the leadership in them with time. Furthermore, one can learn all the components of behavioural leadership, and with no time, the approach will be improved in them via observation and learning. Therefore, it's true that behavioural leadership is a skill that can be enhanced in individuals via education, compliance, and experience.
The theory of behavioural leadership is still in the development stages. Therefore, it needs actual data to back up the leadership approach. For example, George's practical approach is not broad; thus, it offers a shallow view of the leadership approach. Therefore, George's pragmatic approach is not complete since it fails to explain the behavioural leadership approach clearly.
The theoretical approach does not explain the moral component of behavioural leadership fully. Behavioural leadership stresses that values and behaviours influence leaders. Nonetheless, the same system fails to clearly state how the values operate to bring about behavioural leadership. For instance, how the self-esteem of a leader relates to personal matters.
The leadership approach fails to state why positive psychological capacities are included as a parameter of behavioural leadership. Psychological power falls under social science, which is addressed in the theoretical approach of behavioural leadership. However, the approach fails to state the reason as to why positive psychological capacities are included in behavioural direction. Also, researchers argue that the inclusion of a leader's abilities broadens the whole idea of behavioural leadership, thus making it immeasurable.
The 21st-century generation does not favour behavioural leadership since individuals of this generation are mainly concerned about individual goals. Most of them are never committed to their work; thus, it becomes difficult to implement the behavioural leadership approach among individuals of the 21st century. Moreover, it is not clear if behavioural leadership can help achieve organizational goals or whether all behavioural leaders have efficient administration in them, which aids in achieving goals. Good leaders should be flexible in terms of implementing any change in the operations of the organization. Organizational change is how an organization changes its strategies, structure, operational methods, corporate culture, or technologies to improve functionality in the organization. Changes in an organization can either be continuous or gradual over a given period. The changes aim at achieving some desired future state for the organization. Organizational change takes place for several reasons, like enhancing the organization's functionality and productivity level. Implementation of change in an organization is best suited with the transformational leader who should ensure that organizational changes are effectively absorbed into the organization. Therefore soon, research ought to be done to establish if behavioural leadership is related to organizational goals.
For the success of any organization, a leader should optimally utilize his or her leadership skills. One is good communication, which helps leaders pass information to other stakeholders involved in running the organization. Communication enables leaders to share with people involved their goals, vision, strategies, plans, and business values resulting from the organization's operations. Good leaders spend time communicating with their followers. Regular communication helps to remain receptive to others' ideas and to learn from their approaches. Nonverbal commutation can help in emphasizing critical statements giving your message a more significant impact. A leader with the right skills can successfully transform the followers' wants so that they can share the same desires and vision; the follower becomes more motivated in pursuing that vision and goal.
Transforming a follower's desires and vision is a challenging task; the leader is required to provide some form of external compensation. In giving this form of payment, the transformational Leadership uses various tools. Leaders who are organization managers can apply different motivational techniques and strategies to boost employee performance or achieve internal change.
The motivation of employees is crucial to the success of any organization. Vital factors that motivate employees include positive performance feedback, recognition, and equipping employees properly with the resources and tools they need to accomplish their tasks efficiently. Well motivated employees are more productive as they are typically satisfied in giving their input to the organization. An employee reaching their optimal production level leads the organization to attain its set target. Unmotivated employees can be detrimental to a business by working inefficiently and not meeting the organization's production standards. Leadership skills can help in motivating and influencing employees in a way that boosts their morale. Also, delegation is required with a good leader in assigning some duties and responsibilities to the other team members. Leaders need to prioritize tasks and make their followers believe in their abilities for particular tasks. It is crucial for leaders to vividly understand their members' strengths and weaknesses and delegate duties accordingly.
The development of exemplary leaders is fundamental to long-term organizational success, but organizations often put less emphasis on it. Organizations should always budget for leadership development, which serves as a long-term investment. Good Leadership often translates to enhanced profitability and survival of the organization. Leadership inspires people to live the mission, vision, and values of the organization. Promotion of self-interest as a leader is suicidal to the organization because of divergent objectives and goals. Great leaders should develop a sense of empowering people to make informed decisions that support the community's dreams and goals, thus developing smarter solutions. Leaders are not born; people get to learn leadership skills over time through regular practice in organizational management or other institutions with leadership roles. Appointment or choosing of leaders is a crucial exercise as it requires keenness and wisdom in making the right choice. Leaders should influence their followers to live in the organization's vision.
To an outstanding extent leadership determines the success and survival of any organization. Leadership is a fundamental pillar in running of any organization or business. People aspiring to be great world leaders should emulate the characters and principles of great world leaders like Steve Jobs and apply them in leading their people. Leaders need to use the three modes of persuasion in leading their team members to achieve the set vision and goals of the organization.
References
Knauft, S. (2017). Leadership Trait Assessment Approach Analysis of personality traits of political decision makers at the example of Slobodan Milošević. Retrieved April, 10, 2018.
Megheirkouni, M., Amaugo, A., & Jallo, S. (2018). Transformational and transactional leadership and skills approach. International Journal of Public Leadership.
Choi, D., Cheong, M., & Lee, J. (2019). Leadership influences? It depends on followers! The relationship between the Ohio State leader behaviors, employee self-regulatory focus, and task performance. Personnel Review.
Yasir, M., & Mohamad, N. A. (2016). Ethics and morality: Comparing ethical leadership with servant, authentic and transformational leadership styles. International Review of Management and Marketing, 6(4S).
Turner, J. R., & Baker, R. (2018). A review of leadership theories: identifying a lack of growth in the HRD leadership domain. European Journal of Training and Development.
