Trait Theory of Leadership Essay

trace hypothesis of attractorship EssayLeadership can be specify as a put to pass water by which nonp atomic number 18il individual cultivates others toward the attainment of group or organizational goals. Three points well-nigh the description of attractership should be emphasized. First, leading is a social influence process. Leadership cannot exist with surface a draw and bingle or more following. Second, attracters elicits voluntary action on the part of followers. The voluntary nature of compliance separates leading from other types of influence based on formal authority Studies of lead vogues atomic number 18 diverse in nature and multiple definitions confine been offered. However, attractionship style can be defined broadly as the manner and approach of providing direction, implementing plans, and motivating hatful.Leadership should be distinguished from management. Management involves plan, organizing, staffing, directing, and controlling, and a manag er is someone who performs these functions. A manager has formal authority by virtue of his or her fleck or office. Leadership, by contrast, primarily deals with influence. A manager may or may not be an effective loss leader. A leading ability to influence others may be based on a variety of factors other than his or her formal authority or position. Following is study of the development of lead studies and theories over time is briefly traced.TASK 1 (a)LEADERSHIP THEORIESThree main theoretical frameworks require dominated leaders research at different points in time. These complicated the trait approach (1930s and 1940s), the behavioral approach (1940s and 1950s), and the calamity or situational approach (1960s and 1970s).TRAIT THEORIESThe scientific study of leadership began with a accent on the traits of effective leaders. The basic premise behind trait theory was that effective leaders atomic number 18 born, not made, thus the name sometimes applied to early versions of this idea, the great man theory. M all leadership studies based on this theoretical framework were conducted in the 1930s, 1940s, and 1950s. Leader trait research examined the physical, mental, and social characteristics of individuals. In ecumenical, these studies simply looked for significant associations between individual traits and measures of leadership effectiveness. Physical traits much(prenominal) as height, mental traits such as tidings, and social traits such as personality attri furthithers were all subjects of empirical research In an outstanding review of the leadership literature published in 1948, Ralph Stogdill concluded that the existing research had not adjoin the utility of the trait approach. Finally, early trait research did not consider the impact of situational variables that might harbor the relationship between leader traits and measures of leader effectiveness. As a result of the lack of consistent findings linking individual traits to leadershi p effectiveness, empirical studies of leader traits were mostly abandoned in the 1950s.Douglas McGregors x and y theoryHis surmisal X and speculation Y was detailed in The Human Side of Enterprise, published in 1960.What is it?fundamentally guess X and Theory Y describe two opposing views of people at work that will influence management style. Managers can be said to follow either view of their workforce.Theory X is often said to describe a traditional view of direction and control.Theory Y implies a more self directed workforce that takes an interest in the goals of their organisation and integrates some of their profess goals into these.Theory XTheory X assumes that The average person dislikes work and will avoid it unless forthwith supervised.Employees must be coerced, controlled and directed to ensure that organisational objectives atomic number 18 met.The threat of punishment must exist indoors an organisation.In fact people prefer to be managed in this way so that the y avoid office.Theory X assumes that people are relatively unambitious and their prime driving force is the desire for security.Theory YTheory Y effectively takes the opposite view.It assumes that Employees are ambitious, keen to accept greater responsibility and exercise both self-control and direction.Employees will, in the powerful conditions, work toward organisational objectives and that commitment will in itself be a reward for so doing.Employees will exercise their imagination and creativity in their jobs if given the recover and this will give an opportunity for greater productivity.Theory Y assumes that the average human being will, downstairs the right conditions, not only accept responsibility but also seek more.Lack of opposition and the qualities of Theory X are not inherent human characteristics but learned in work environments that suffocate or do not promote Theory Y behaviours.BEHAVIOR THEORIESPartially as a result of the disenchantment with the trait approach to leadership that occurred by the beginning of the 1950s, the focus of leadership research shifted away from leader traits to leader behaviors. The premise of this stream of research was that the behaviors exhibited by leadersare more significant than their physical, mental, or emotional traits. The two most famous behavioural leadership studies took place at Ohio give in University and the University of Michigan in the late 1940s and 1950s. These studies sparked hundreds of other leadership studies and are still widely cited. The Ohio state studies utilized the Leader Behavior Description Questionnaire (LBDQ), administering it to samples of individuals in the phalanx, manufacturing companies, college administrators, and student leaders. The conclusion of the Michigan studies was that an employee orientation and general instead of close supervision yielded better results. Likert eventually developed four systems of management based on these studies he advocated System 4 (the p articipative- group system, which was the most participatory set of leader behaviors) as resulting in the most positive outcomes.LEADERSHIP GRID BY ROBERT BLAKE AND JANE MOUTONOne concept based largely on the behavioural approach to leadership effectiveness was the Managerial (or Leadership) Grid, developed by Robert Blake and Jane Mouton. The grid combines tie in for payoff with occupy for people and presents five alternative behavioural styles of leadership. An individual who emphasized neither production was practicing impoverished management according to the grid. If a person emphasized concern for people and placed piddling emphasis on production, he was terms a country-club manager. Conversely, a person who emphasized a concern for production but paid little attention to the concerns of subordinates was a task manager. A person whotried to residuum concern for production and concern for people was termed a middle-of-the-road manager. Finally, an individual who was able to simultaneously exhibit a lavishly concern for production and a high concern for people was practicing group management. fit in to the prescriptions of the grid, team management was the best leadership approach. The Managerial Grid became a major consulting tool and was the founding for a considerable amount of leadership training in the corporate world.CONTINGENCY (SITUATIONAL) THEORIESContingency or situational theories of leadership propose that the organizational or work group context affects the extent to which given leader traits and behaviors will be effective. Contingency theories gained prominence in the late 1960s and 1970s. Four of the more well-known(a) contingency theories are Fiedlers contingency theory, path-goal theory, the Vroom-Yetton-Jago end- making model of leadership, and the situational leadership theory. Each of these approaches to leadership is briefly describe in the paragraphs that follow. Introduced in 1967, Fiedlers contingency theory was the first to specify how situational factors interact with leader traits and behavior to influence leadership effectiveness. The theory suggests that the favorability of the situation determines the effectiveness of taskand person-oriented leader behavior. Favorability is determined by (1) the respect and trust that followers have for the leader (2) the extent to which subordinates responsibilities can be structured and performance measured and (3) the control the leader has over subordinates rewards. Fiedlers contingency theory has been criticized on both conceptual and methodological grounds at that place are five types of leader decision-making styles, which are labeled AI, AII, CI, CII, and G. These styles range from strongly autocratic (AI), to strongly democratic (G). agree to the theory, the appropriate style is determined by answers to up to eight diagnostic questions, which relate to such contingency factors as the importance of decision step, the structure of the problem, whethe r subordinates have enough information to defy a quality decision, and the importance of subordinate commitment to the decision.TRANSFORMATIONAL THEORIES and CHARISMATIC LEADERSHIPBeginning in the 1970s, a number of leadership theories emerged that focused on the importance of a leaders charisma to leadership effectiveness. Included within this program of theories are Houses theory of charismatic leadership, Basss transformational leadership theory, and Conger and Kanungos charismatic leadership theory. These theories have much in common. They all focus on attempting to explain how leaders can accomplish extraordinary things against the odds, such as turning around a failing fraternity, founding a successful company, or achieving great military success against incredible odds. By contrast, transformational leadership focuses on developing mutual trust, fostering the leadership abilities of others, and place setting goals that go beyond the short-term needs of the work group. Bass s transformational leadership theory identifies four aspects of effective leadership, which include charisma, inspiration, intellectual stimulation, and consideration.Tannenbaum and Schmidts leadership continuumLeadership occurs when a person tries to influence another persons or groups way of behaving heedless of the cause. Every time a person tries to influence another persons behaviour, this person becomes a potential leader, but the person whose behaviour is attempted changed becomes a potential recipient (irrespective of whether this person is the chief, a colleague, a friend, a group or).Leadership style is not or so how leaders think they behave but about how their recipients perceive the leaders behaviour.Robert Tannenbaum and Warren H. Schmidt were some of the first to make use of the situational approach to leadership. In their proposal, the leader chooses from seven possible continuums of leadership behaviour, depending on the situation and the relations between the le ader and the employees, is as follows1. Leader allows followers to function within the limits defined by a superior.2. Leader defines limits the group is encouraged to make decisions.3. Leader presents problem. Receives suggestions and makes decision.4. Leader presents preliminary decisions, which may be changed.5. Leader presents ideas and encourages questions.6. Leader sells decisions.7. Leader makes a decision and announces it.The above points the dimensions in the continuums of leadership behaviour constituteDemocratic or relation-based behaviourAuthoritarian or task-related behaviourTask-oriented behaviour is often perceived as authoritarian leadership behaviour from the viewpoint that the leader tells the employee what needs to be done and how to do it. This leadership behaviour is based on the view of gentlemans gentleman called Theory X in which the leader perceives the employees as independent and lazy.Relation-based leadership behaviour is often perceived as democratic le adership behaviour from a view of humanity called theory Y where employees generate independently and creatively to task performance.Tannenbaum-Schmidt model has excluded the Laissez-faire leadership continuum where employees are free to do any(prenominal) they want. According to Tannenbaum-Schmidt, it is not a leadership continuum when each employee is free to do what he pleases without the influence of the leadership or other employees.TASK 1 (b)Trait TheoryAssumptionsPeople are born with transmissible traits.Some traits are particularly suited to leadership.People who make good leaders have the right (or sufficient) combination of traits.Contingency theoryContingency theory is a class of behavioral theory that claims that in that respect is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the best course of action is contingent (dependent) upon the internal and external situation. Several contingency approaches were developed concurrent ly in the late 1960s.They suggested that previous theories such as Webers bureaucracy and Taylors scientific management had failed because they neglected that management style and organizational structure were influenced by various aspects of the environment the contingency factors. on that point could not be one best way for leadership or organization.TASK 2 (a)STRENGTHS, WEAKNESSES, OPPURTUNITIES, TREATS OF MANCHESTER FOOTBALL CLUBAnalysis of the fraternityThe SWOT Analysis is possibly the most popular instrument utilized in strategic planning and organizational problem solving. SWOT indicates the Strengths, Weaknesses, Opportunities, and Threats of a firm. The derivation of the SWOT contraction, nonetheless, is difficult to understand. Coyles and Gokey (2002) affirmed that the Harvard Business aim scholars were utilizing the notion in the 1960s. On the contrary, Turner (2002) presents the growth of the SWOT Analysis perception.(S)trengthsThe major military capability of Manch ester unite is their brand consciousness, Manchester fall in is exceptionally recognized globally, and if advertised as the national team with international sponsors. This wherefore implies that any merchandise that they put in the market, with the team name and emblem will be straight off identified by their fans which could arrive to a million. Nevertheless, the team requires guaranteeing that they are still focused on what in that respect fans and the consumers wish for. By reason of having the great fan base, slate sales is also considered as strength for Manchester United, as there is a big waiting list for passes for every match, and with the spick-and-span expanded arena, the income of ticket sales is bound to increase over the coming years.(W)eaknessesThe major helplessness that has been identified based on their website is their products and product variety. It is obvious that they have introduced a lot of diverse products at numerous different occasions. There is an issue though whether the fans were consulted in this context. It seems that MU has introduced a broad variety of products from jerseys to Credit Cards Another weakness for Manchester United is that currently, the club has been so flourishing, and it is now working on such a huge level, there is a distressing estimation that the club has now lost its origins, and it is no longer concerned with the high of football, but all about proceeds. Unconstructive outlooks such as this can have a bruising effect on the fans.(O)pportunitiesThe key opportunity for Manchester United at the moment is the penetration to the American market. There is an opportunity in the proximate future to structure the coalition with one of the worlds most well-off team in sports, the New York Yankees. This will signal enormous merchandise channels in America, and provide Manchester United the lead over all other Football teams in the American context, presenting their product to a new market.(T)hreatsMancheste r United is in a very firm site, as they have no direct dangers from any players in the industry. There is a huge breach connecting Manchester United and the subsequent strongest competitor. Nonetheless, there are a number of dangers to Manchester United that has to be taken into account. A threat to Manchester United at present is the falsify of leadership in the teamThe club slid from a position as one of the top clubs in the UK in 1970 to a status of mediocrity in 1996.In 1996, Francis Lee, a former player of the club, took over as chairman. He recognised the need for stability and structure.TASK 2 (b)SOCIAL SKILLSHere are a a few(prenominal) basic attributes of a socially successful person that are worth discussingConfidence They display sanction in themselves and successfully execute the projects they lead.Friendliness They are friendly to everyone, not to just a involve few, displaying a genuine sense of care and concern for others.Appearance They make sure their hygien e, apparel, and proper body movement is always acceptable.Trustworthy They can be depended upon both with personal exchanges and with projects.Organized Their organizational skills are second nature and displayed in all activities.Self-control They handle themselves well when emotional issues arise.Acceptance They run low love and forgiveness to everyone, even difficult people and those that differ from them.Fun They make life fun. quadrangle They respect others privacy and choices.Its never too late to improve your social skills. The first step is to candidly examine yourself and admit you need to improve yourself in deficient areas. Like anything else in this world, there have been many books written on the subject. I highly recommend John C. Maxwells book entitled Be a People Person.INTERPERSONAL SKILLSThis area has to do with interaction with others. In theory, people who have a high interpersonal intelligence tend to be extroverts, characterized by their sensitivity to others moods, feelings, temperaments and motivations, and their ability to cooperate in order to work as part of a group. They communicate effectively and empathize easily with others, and may be either leaders or followers. They typically learn best by working with others and often enjoy discussion and debate.Careers that suit those with this intelligence include sales, politicians, managers, teachers and social workers.LINGUISTIC SKILLSThis area has to do with words, talk or written. People with high verbal-linguistic intelligence display a facility with words and nomenclatures. They are typically good at reading, writing, telling stories and memorizing words along with dates. They tend to learn best by reading, taking notes, listening to lectures, and by discussing and debating about what they have learned. Those with verbal-linguistic intelligence learn foreign languages very easily as they have high verbal memory and recall, and an ability to understand and manipulate syntax and structure.Careers that suit those with this intelligence include writers, lawyers, policemen, philosophers, journalists, politicians, poets and teachers.COMMUNICATION SKILLSI would like to suggest nine key skills and principles that, if adopted, would improve your communication skills immediately.They areAsk more questions, make fewer statementsBe specific, not vagueUse the affirmative, not negated languageObjective thinkingFocus on the future not the pastUse pleasure/ cark consequencesDistinguish between long term v short term consequenceMap out their ideas on paperProtect the self imageTASK 2 (c)DEVOLOPING LEADERSHIP AND MANAGERIAL SKILLSTo a large extent the survival and continued success of any business depends upon owners and managers having a combination of leadership savvy, good judgement based on knowledge and information and a reasonable ability to suggestion a business in the right direction.This need becomes considerably more important when a company is on the verg e of expanding.Therefore, before you commit yourself to starting or expanding a business, first commit yourself to erudition and in the very least recognizing the personal leadership and management skills needed to initiate and sustain paying company growth.BECOMING A MORE EFFECTIVE LEADERChoose competent subordinatesDemonstrate high moral standardsExude CharismaInspire othersTake action When faced with a crisis, effective leaders dont just sit around and twiddle their thumbs. They solve the problem themselves or get someone who can. control the penalty of leadershipUse your imagination to solve problemsWander around frequentlyWork weightyBECOMING A MORE EFFECTIVE MANAGERActively listen to customers and workersAttend partiesClarify employee responsibilities plough with unexcused absences immeadiatlyDemand accountabilityCriticize positivelyKnow how to delegate responsibilities to trained and qualified peopleKnow how to handle stressKnow how to fire employeesMake sure each employ ee has only one supervisorReward appropriate behaviours and resultsConclusionManchester is in a very competitive spot at present, nonetheless they require to be cautious that they are not getting self-satisfied and that they are think on the market, and the requirements of their clients and followers. By implementing the research into their markets, it will allow them to build up products for the clients, which will bring about sustained support from the fans and success.