The skills will help the leader to be more capable of handling situations the way they display themselves, (Jeong & Fadzlina, 2012). The theory is also popularly used because gives the leader the capacity to develop a high self-esteem and self-confidence. When a leader has developed these skills, the leader is therefore capable of influencing others while trying to handle different situations in different times. In addition, self-confidence gives
One of the reasons why this theory has been popularized currently is because it provides a framework of measuring leadership effectiveness. It establishes a scale known as the least preferred coworker scale. With this scale a leader is asked to give a detailed description of the most effective worker. The leader is given the chance to give a detailed characteristic of a subordinate. For example if the leader gives the subordinate attributes which are positive like integral, hardworking, then the theory says that the co-worker is highly preferred.
According to Luthra,A. & Dahiya , R. (2015), effective and accurate communication act as an important factor to grow as an efficient and successful leader. It is communication which allows them to share what they have and what they expect from others. Good communication skill help to develop better understanding and beliefs among people who inspires them to follow the principals and values which the leader wants them to follow. In the contrary, without good communication skills, the manger or leader fails to achieve the goals set by the organization and make them ineffective leader.
This allows them to help develop, empower and provide direction for their subordinates. If and when they achieve these standards, it helps instil pride in the team, as well as aiding their development through the learning process. Indeed the servant leader thrives on helping their subordinates perform to a high standard, it is this that enables them to nurture them. It also helps them to encourage confidence in the team. When recognising the strengths and weaknesses of the team, the servant leadership thrives in both empowering their subordinates to work to their strengths; but also in developing their weaknesses.
Ethical leaders care employee more than outcomes. Such leaders help employees to focus on the processes in doing their work, which helps to reduce some of the anxiety and stress of the ultimate outcome of the employees which helps in enhancing one’s self efficacy (Brown et al., 2005). This helps to increase the confidence of an individual to initiate the action, follow it and sustain as well (Stajkovic, 2006). Ethical leaders are very active in creating new ideas and become the role model (Tu & Lu, 2012). Through this role modelling followers enhance their knowledge by learning gaining new skills and ability to accomplish task (Walumbwa et al.,
Besides that, it also needs to highlight the benefits of altruistic behavior (Liu, 2007). In the context of altruistic, altruistic employees put others’ importance forward with their own, go beyond the requirement of duty and associate with ethical achievement stated by (Zhang, Zheng, & Wei, 2009). Moreover, leaders tend to act more altruistically towards other employees because they can gain benefit because having a good reputation in the organization, (Bereczkei, Birkas, & Kerekes,
Fred Fiedler, Paul Hersey, and Ken Blanchard, Robert House 1960's Contingency Theories This theory argues that there is no single way of leading and that every leadership style should be based on certain situations. Max Weber, Bernard Bass,. 1970's Transactional leadership Theories This theory is characterized by a transaction made between the leader and the followers. This means, it values a positive and mutually beneficial relationship. James MacGregor Burns, Bernard M. Bass 1970's Transformational Leadership Theories The theory states that this process is by which a person interacts with others and is able to create a solid relationship that results in a high percentage of trust.
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.
Theorists have however developed several theories for each side of the debate, others have simply adopted the approach that a great leader is not simply born or made but that great leadership arise from an amalgamation of the two. This paper will highlight the various arguments
These leaders value the norms of their employees to encourage individual as well as organizational change for the well-being of their employees and organization. Transformational leadership is known by its five components. First, Task and value focused leaders has attributed to ‘idealized influence’ which are refer to as charismatic arrangements (Avolio, Bass, & Jung, 1999). Second, Social personality of leaders is referred to as ‘attributive charisma’. These leaders are considered powerful and confident.