The leader has to be able to filter out the bad from the good and use only the good ideas. Due to the multitude of ideas, many of which can be conflicting, there is a possibility of causing indecision. There is many staff who does not understand an open minded approach and they may see it as a sign of weakness from the leader’s part. Leaders need to be strong and believe in their approach and drive it to demonstrate
The reason why i chose the commanding leadership style is because when you are using the competing conflict management style you need someone who takes control and is decisive. The commanding leader gives clear instructions and expects full consent. This leadership style works well during an emergency when you need rapid actions without any questions("6 Leadership Styles, And When You Should Use Them"). The problem with the competing style as well as the commanding leadership style is that it brings down people’s moral and work, as well as it gives short term rewards but the long term effects can be destructive for your relationship to your
However, the writers of today shy away from referencing Machiavelli directly due to negative connotations that come with his basic premises. Some say the theory proposed by Machiavelli comes out as cunning, deceitful, self-serving or the more common term Machiavellian. Nonetheless, Machiavelli’s theory of good leadership asserts that a good leader should
Specifically, House (1977) maintains that the personal characteristics of the charismatic leader include a high degree of self-confidence, strong moral convictions, and a tendency to influence others as well as engaging in impression management behaviors to boost trust and confidence in the leader. Furthermore, the articulation of a mission, setting challenging goals, and arousing motives are also important. The study of Cedwyn Fernandes (2011) investigated the impact and implications of transformational leadership to the society. Findings of his study confirmed that transformational leadership style of mangers will cause the effect of boost employees’ job satisfaction. Therefore, when the mangers operationalize charisma and utilize inspiration, individualized consideration, and intellectual stimulation they elicit positive reactions from employees.
In other words, both the leaders and the organization lack a stable core – whereupon authenticity will be impossible. This argument is supported by a study conducted by Nyberg and Sveningsson (2014), who reported that leaders experience a tension between their authenticity and the expectations of other members in the organization. Due to that, the leaders reported to have restrained their authenticity in order to be perceived as good leaders. According to the authors, it is thus misleading to examine leadership disconnected from the context in which it takes
The people who bring a feeling of comfort with them and whose words inspire everyone around are certainly endowed with charismatic qualities. However, each person perceives others individually. The more similarities a person finds on an emotional level with the other person the more the first one perceives the other as charismatic. If a person is sympathetic, if there is a sense of spiritual intimacy, the partners feel more willing to have transparent and sincere relations. Of course, at the same time a person can be easily influenced particularly by the enthusiasm and motivation.
Some may argue that autocratic leadership leads to dictatorship and dictatorship leads to resentment among people. Also, in addition, they claim that autocratic leadership rises controversy between public and increases the hatred to the leader. Yet, those claims can not go further than being cruel. If a leader is well-equipped, people start to feel absolute trust to the leader, they back up leader for utter strength. On the other hand, in public view, it feels soothing to give responsibility to one mind.
Fiedler believed that because natural leadership style is fixed, the most efficient way to control situations is to replace the leader. He didn't allow for flexibility in leaders. For example, if a low-LPC leader is in charge of a group (indicating good relations and doing unstructured tasks), and he/she has a weak position, then as per the model, the best way is to replace them with a high-LPC leader – instead of asking them to use a different leadership style. There is also a problem with the Least Preferred Co-Worker Scale – if a person falls near the middle of the scoring range then, it is difficult to say that which style of leader he is. One of the most cited criticism is "The Contingency Model: Criticisms and Suggestions," published in the Academy of Management Journal, Vol.
Without trust, people become self-protective and controlling. Similarly, when there is low trust, people are likely to distort, ignore, and disguise facts, ideas, and feelings. People become suspicious and unreceptive. A trusting relationship between leader and constituents is essential to getting extraordinarily things done (Rosenbach & Taylor, 1993). Social Responsibilities The other qualities of a leader should be action-oriented.
Charismatic Leaders are self confident, have strong values, need of power and having an influencing personality. They articulate a clear vision to the followers and develop zeal and zest among the followers for achieving the goals. A charismatic leader is a role model for the followers and wants the followers to adopt those behaviors. Moreover the followers admire and believe their leader. They obey the charismatic leader without any question and willingness (Yukl, 1981).