Posted: November 30th, 2013
Leadership is essentially defined as the ability to influence others, whereby an individual enlists support from other individuals with the aim of ensuring that a common goal is achieved. Hence, a leader should be able to bring people together for the achievement of set objectives. As a leader, one is tasked with ensuring that the followers willingly submit to the leader’s calls for support to ensure the achievement of organizational goals and objectives. The ability of the leader to subdue the followers is one of the most essential traits of a leader because this ensures that they follow the leader from individual decisions for the overall achievement of the organizational goals (Sadler, 12).
Various styles of leadership are used in the organizations as well as in society. The common styles of leadership actualized in any form of organization are mainly authoritarian or autocratic styles of leadership. Authoritarian or autocratic style of leadership is marked by the leader issuing express directions to the subjects in terms of how the leader needs duties and responsibilities executed for the overall achievement of goals and objectives. This form of leadership ensures that the junior employees adhere to the instructions given by the leader. The employees involved in this form of leadership are not solicited for opinions on how to execute the duties. This form of leadership is used for simple tasks whereby the employee is conversant with identical tasks (Schein, 33). It can also be used by the employer when he or she is under pressure and needs things done in a relatively short time. This form of leadership should be used preferably when the employees are motivated adequately (Daft, & Patricia, 51).
Another style of leadership is the participative or democratic leadership. As the title illustrates, this form of leadership ensures participation of the employees and other stakeholders within the various stages of decision-making processes. This style of leadership ensures equal participation of the employees and other stakeholders. Hence they are able to issue their views on certain issues and use their skills and knowledge in the decision making process. Hence, management or leadership within an organization accrues numerous benefits such as specialized knowledge and skills thus enabling the leaders to achieve the organizational goals and objectives. This style is preferred as it ensures that the employees feel motivated by the management or leadership of the organization who give them an opportunity to participate in decision-making processes. Hence, they are motivated to work hard in the organization as their opinions are valued by the management. However, the leader reserves the right to make the final decision as he or she is liable for both good and bad outcomes of a decision.
Another style of leadership used is the delegative or free reign style of leadership, which is used by management, or leadership of an organization. This form of leadership is actualized with the delegation of the various duties and tasks associated with the decision making process. Essentially the leader is usually responsible for the decisions and the outcomes of such. This style is used when the management is sure that the employees possess analytical skills to analyze the situation and make sound decisions (Daft, & Patricia, 31).
The initial theory of leadership is the “Great Man theory”. The Great man theory proposes the idea that strong leaders are given birth to and not made. This theory arises from the notion that the qualities of a leader are inherent. This is because the time was defined when only men assumed roles of leadership. This form of leadership is inadequate in that it focuses on individual qualities, which are inborn and are the prerequisites for leadership. Theorists disagree with this theory adding that great men are not born but are molded by the various societal influences and experiences, which determine their directions in life. Hence, a leader is determined by his or her ability to use experiences in his or her leadership roles.
Another theory is the trait theory, which defines that leaders are born with inherent traits, which determine an individual’s ability to become a leader. The trait theory focuses on the notion that individuals with leadership abilities have adequate traits for becoming leaders. However, this theory is inadequate in that some individuals possess traits, which would make them perfect leaders, but they are not leaders.
Another theory used is the Hersey-Blanchard situation theory, which states that a style of leadership is based on a situation. This is usually determined by the rate of growth of a follower towards performing tasks. Hence the situation within or without an organization determines the rate of growth of a follower in execution of tasks and subsequently the style to be used by the leader. The maturity of a follower is usually defined in two main parts: psychological maturity and job maturity. Psychological maturity is the self-confidence and capability of an individual to accept responsibility from the leader, and to execute the delegate duties and responsibilities with due diligence. This leadership theory states that there are several resultant leadership styles (Northouse, 41).
The “telling style” is usually executed by a leader when the leader has new followers who need direction to execute the tasks delegated correctly. The next style is the “selling style” when the followers are growing in terms of experience and skills, but their skills and knowledge to execute the tasks. The “participating style” is another resultant style whereby the followers are unwilling to complete the task but have the ability to complete the task. Another is the “delegating style” whereby the followers have the ability to execute tasks with minimal supervision hence they are bale to deliver to the leader given that; they have the skills and experience (Giuliani & Ken, 37).
Leadership is essential in both organizational and societal perspectives. Leadership is crucial because it ensures that all followers are directed by the leader who is essentially responsible for initiating actions towards achievement of goals and objectives. Leadership ensures that the followers or members within a group are motivated towards the achievement of goals and objectives either societal or organizational. Members or followers are able to get directions from the leader on ways to act and execute tasks for the achievement of goals.
The employees of an organization are able to have their work related problems attended to by a leader. Leadership in the organization mediates and solves conflicts, which might arise amongst the workers in the organization. In essence, leadership offers direction in coordination of tasks between the employees and followers in an organization. Without coordination from the organization, this would result in lack of achievement of the organizational goals and objectives. This is because it could result in duplication of duties and tasks in the organization (Giuliani & Ken, 47).
Leadership is applied in numerous aspects of life. In domestic applications, leadership is essential to ensure happiness and survival of all members of a family. In society, leaders sue their skills to call for support to help alleviate poverty and attain development in a society. In the organization, leadership is widely used by the leaders to ensure that the organization attains its goals and objectives. Essentially leadership styles are defined by the characteristics of the members of an organization as well as their level of maturity.
In conclusion, leadership is tasked with ensuring the achievement of the organizational goals and objectives in an organization. This is essential as it plays various roles: delegation, coordination and direction of the various tasks, duties and responsibilities to the employees based on their skills and competence in execution of such. Hence, leadership is a basic ingredient towards achievement of goals and objectives in the organization.
Daft, Richard L, & Patricia G. Lane. Leadership. Mason, Ohio: South-Western Cengage Learning, 2011. Print.
Giuliani, Rudolph W, & Ken Kurson. Leadership. New York: Hyperion, 2002. Print.
Northouse, Peter G. Introduction to Leadership: Concepts and Practice. Los Angeles: Sage Publications, 2009. Print.
Schein, Edgar H. Organizational Culture and Leadership. San Francisco: Jossey-Bass, 2002. Print.
Sadler, Philip. Leadership. London: Kogan Page Ltd, 2003. Print.
Place an order in 3 easy steps. Takes less than 5 mins.