Leadership Powers and Influences

Power Definition: The ability of a leader to influence its subordinates. Influence Definition: The effect of leaders actions on what the subordinates will do, how they act and behaviour. Both of these can help a leader lead his staff. Employees look up to leaders in a number of ways, seven of these are below: Position Power – The status of the person. Legitimate Power – Authority of position held. Reward Power – Power of rewards leaders can give subordinates. Coercive Power – Power to punish a subordinate. Personal Power – Characteristics or knowledge of the organisation. Expert Power – Power from knowledge and skills for the tasks. Referent Power – Leaders personal characteristics. To influence a leader must have interpersonal skills; Interpersonal Skills Interpersonal skills Definition: Behaviours thoughts and emotions that are directed towards effective interaction with other people. It is vital to effective leadership that you understand your own and others practice of leadership. Involving; Awareness of self Awareness of others Ability to work with emotions Tolerance of ambiguity Managing stress Orientation toward goal-achievement Persuasion Understanding and using power Working with teams Impression management Assertiveness Development and facilitation of...

Types of Leader

Leadership Definition: Leadership is the building of motivation through individuals in aid of reaching a certain set of objectives. A good leader is someone who can lead to good results, by using what he has in the best was possible. Charismatic and Visionary Leadership “A fire that ignites followers” These leaders tend to go beyond to do well for their organisation. They have an amazing ability to motivate and get the most out of staff which makes an organisation more efficient. As well as this they make a stand for the company, which followers will also do, showing their dedication. To help motivate staff Charismatic leaders tend to get the complete trust of their employees by showing respect and trust for them. This involves delegating important tasks which make the employees feel they are really needed. All of this makes an ideal culture, which many charismatic leaders aim for as they believe in looking towards the future, creating a vision of an organisation. However, as they have such a strong vision to make an organisation perfect, it can often lead to being too ‘perfect’ and doing the complete opposite, because instead of focusing on keeping the company afloat, they are concentrating on making their ideal world. A good example of a charismatic leader like this is Adolf Hitler, Martin Luther King Jr. and Osama bin Laden. (Not that I want to compare Luther King with the other too) Transformational Leaders These leaders are similar to the charismatic leaders, but on-top of that they are able to bring innovation to an organisation. This is done by looking employees concerns and needs,...

Path-Goal Theory

Leadership Definition: Leadership is the building of motivation through individuals in aid of reaching a certain set of objectives. A good leader is someone who can lead to good results, by using what he has in the best was possible. Path-Goal Theory Definition: This theory shows that a leader needs to increase employees motivation by making sure that they know there is a path to achieve what they want to achieve. This theory has two main points; the leaders’ behaviour and also the use of rewards to meet subordinates needs. This theory goes against Fiedler’s as the Path-goal theory suggests that leaders can change depending on situation. The four areas of the Path-Goal Theory are as follows; Supportive Leadership This involves showing the employees that you (the leader) cares. To do this a leader needs to be open and friendly with employees and know that motivation is a key tool in making an organisation work. Directive Leadership This is where planning and making goals is essential, it allows the employees to always know what they are meant to do and makes sure that they follow the rules and complete tasks in the appropriate manor. Participative Leadership This area means that the leader is willing to take employees ideas on board and listen to their opinions and suggestions. This helps with motivation as employees feel they are more part for what is going on within an organisation. Achievement-Oriented Leadership This is when the leader set objectives which allow the employees to know what they need to achieve. This also helps with high performance and quality as there is always something to aim...

Contingency Theory

Leadership Definition: Leadership is the building of motivation through individuals in aid of reaching a certain set of objectives. A good leader is someone who can lead to good results, by using what he has in the best way possible. Contingency Theory Definition: Fiedler’s Theory goes along with the task-oriented and people-oriented behaviours which have previously been discussed. He said that leaders tend to have their own style and it will be hard to change that, and by looking at what type of organisation it is, then the right leader can be found so that they fit well and therefore are at their most efficient. To do this it was put out that the situation was either favourable or unfavourable. To get this final result three elements were looked at; the quality of the relationship between a leader and his employees, how well the structure is set out and also the extent of which a leader has his employees following him, how much they feel he is a leader. Highly Favourable – Would be when followers have respect; they trust their leader and tasks are structured when they are set out by the leader Highly Unfavourable – Would obviously be the opposite, so when relationships in the organisation between the leader and employees are very strong, where tasks are poorly set out and there isn’t much authority. The following diagram shows the different points of the scale and when leaders are in their element. (Fiedler) Key Learning Points Define Leadership? What is the Contingency Theory Definition? Draw the Contingency Theory...

Situational Theory

Leadership Definition: Leadership Definition: Leadership is the building of motivation through individuals in aid of reaching a certain set of objectives. A good leader is someone who can lead to good results, by using what he has in the best way possible. Situational Theory Definition: This theory looks into the characteristics of people working under a leader to find out what kind of behaviour that leader has. The whole point of this theory was to show that different leadership styles are needed for different employers. If skills are lower, then a different leadership style will need to be undertaken than if the employees were very skilful and able to get on with most tasks themselves. The above diagram sums up this theory. (Hersey and Blanchard) Key Learning Points What is the Definition for Leadership? Describe the Situational Leadership...

The Leadership Grid

Leadership Definition: Leadership is the building of motivation through individuals in aid of reaching a certain set of objectives. A good leader is someone who can lead to good results, by using what he has in the best way possible. The Leadership Grid Definition: After the research which gave us the task-oriented behaviour and people-oriented behaviour Blake and Mouton gave us a theory called the ‘leadership grid’. This model was made to give us a representation of a leader’s concern for the people of an organisation and the concern for production. (Blake and Mouton) The gird is set out like a graph, with each axis going up to nine, representing how high or low the concern is for people and production. At certain points names of this type of leader is give, take a look at the diagram below; 1, 1 – Impoverished Management – Exertion of minimum effort to get required work done is appropriate to sustain organisation membership. 9, 1 – Authority-Compliance – Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. 5, 5 – Middle-of-the-Road-Management – Adequate organisation performances is possible through balancing the necessity to get out work with maintaining morale of people at satisfactory level. 1, 9 – Country Club Management – Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organisation atmosphere and work tempo. 9, 9 – Team Management – Work accomplishment is from committed people; interdependence through a common stake in organisation purpose leads to relationships of trust and respect. Key Learning Points How would...