Theoritical Framework The researcher adapted the theory of Burns where leaders and followers engage in a mutual process of raising one another to higher levels motivation. This raised the bar by appealing to higher ideals and values of followers. This encourages people to collaborate and work as a team. Below is the illustration of transformational leadership theory that explains that if leaders have these characteristics or behaviour and able to convince the people in the organization, success would be possible. With these perspectives, a leader must possess necessary traits or character to influence others to run the organization or the unit effectively.
The Authentic Leadership Questionnaire (ALQ) has helped to suggest that Authentic Leadership leads to increased organizational citizenship and individual satisfaction (Northouse, 2016, p.218). Another measurement survey is the Multifactor Leadership Questionnaire (MLQ) suggests that charisma and motivation have the most positive effects and that individualized consideration and intellectual stimulation are the next important factors (Northouse, 2016, pp.187-188). Both surveys were completed, along with others, to evaluate the strengths and weaknesses held in each style, results are the drivers of this philosophy; included in Gap Analysis
Contingency Theory Contingency Theory Concepts A change in leadership research from concentrating on only the leader to looking at both the leader and the situation the leader is working in A leader-match theory: significance of aligning a leader’s style with the needs of a particular situation. Contingency theory is a theory by Fiedler that is a leader-match theory (Northhouse, 2010). In this theory leaders are matched to situations that they may fit in. Not only does the contingency theory look at the leader, but also it assesses the situation the leader works in. The effectiveness of a leader depends on how well they fit into a particular situation.
Transformational leadership refers to the leader moving the follower beyond immediate self-interests through idealized influence (charisma), inspiration, intellectual stimulation, or individualized consideration. It elevates the follower’s level of maturity and ideals as well as concerns for achievement, self-actualization, and the well-being of others, the organization, and society suggested by (Bass, 1999) Situational theory suggests that no single leadership style is "best." Instead, it all depends on the situation and leaders need to be decide which type of leadership and strategies are best-suited to the task depends on different situation. According to this theory, the most effective leaders are those that are able to adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that
Whether it’s in person or via email, with a sub-contractor or stakeholder, effective communication serves as the very bedrock of a project. It can influence public opinion, give the team a sense of purpose, persuade top management to increase funding and boost project success rates. Highly effective communicators are also more likely to deliver projects on time and within budget. In a real case study for AT&T Center of Excellence Project, they highlighted that efficient and effective communication is the key element for the success of the project. Without appropriate communication, the project risked going unrecognized and not being used to its full potential (AT&T PMCOE,
Introduction This paper would attempt to discuss two leadership theories and how they connect to real life experiences. However, there are various definitions for the term Leadership. Leadership can be regarded as a process through which an individual or group of individuals have an influence or stimulate others to achieve targets and objectives. Kruse, (2013) is of the view that leadership is a process through which individuals maximize the efforts of others to achieve a common goal. Leadership is regarded as a position and role of an individual who directs or influences a group of people to accomplish their mission, to inspire commitments and improve the organization.
The goal theory The goal theory of motivation developed by Edwin A. Locke suggests that individuals are motivated when they are specific GOALS. The goal theory therefore primarily concerned with employee motivation. Participation in goal setting is essential, as is feedback on performance. Locke proposes that difficult but based on agreement. Overall, the important aspects of Locke’s goal theory are: 1.
Power-wielders influenced followers to accomplish goals that are important mostly to the power-wielder. Leaders mobilized followers and marshaled resources to accomplish goals that would benefit followers, themselves, as well as others. Burns (1978) also described leadership as recognizable in two forms: transactional leadership and transformational leadership. Transactional leadership transpires in a mutually beneficial relationship of exchange between the leader and follower. Burns (1978) characterized this kind of leadership as transitory and effective, but in pursuit of modal values of mutual exchange.
The word contingency means depending upon. Those proposing contingency theories realize that a leader must adjust. The hallmark of these theories is context and in a more profound sense, everything is interdependent. To a certain extent contingency leadership theories are extensions of the trait theory, in the sense that human traits are related to the situation in which the leaders exercise their leadership. It is generally accepted within the contingency theories that leader are more likely to express their leadership when they feel that their followers will be
The article has suggested communication to overcome individual resistance as being very effective most of the time. According to leadership skills & ability to communicate at the right time to the right people is one of the most important factor for leaders (Kanter, 2003). 2. It has emphasized that coaching, rewarding, communicating, motivating, involving others and building teamwork among others plays important role in change management and innovation (Bovey & Hede, 2001). It has stated that specific talents such as communication, motivation, participative strategies and coaching are the vital talents that are significant impact on a leader’s ability to drive charge and innovation of leaders (Katzenbach & Smith,