They are considered to be the hard-cores in terms of leadership. Another assumption regarding and identified this domain is that expected transformational leadership attitudes and subordinates’ performance and organizational citizenship behaviours is mediated by good leader and member interaction. The communication between subordinate and leader is responsible for better organizational citizenship behaviours and leadership. Subordinates are appreciated by the leader to contribute to the organization’s welfare by sharing their ideas. One of other assumptions is that the leaders have significant control on shaping the role and personalities of the subordinates and followers
FRED FIEDLER – FIEDLER CONTIGENCY MODEL Submitted by: SANJANA MOITRA Born on 13th July 1922, Fred Edward Fielder was one of the leading researchers in industrial and organizational psychology in the 20th century. He was business and management psychologist at the University of Washington and had studied the personality and characteristics of leaders. The very famous contingency modeling of leadership (Fiedler contingency model) was introduced by him in 1967 in which he provided an answer to the failings of the trait and behavioral theories and added to the understanding of the dynamics of leadership. The model emphasizes on the statement that there is no one best style of leadership. Instead, a leader's effectiveness is based on the situation.
It appears, based on these various outcomes, that transformational leader establishing their trust in their followers’ competences, therefore creating prospects for them to significantly impact their work, that could lead to higher levels of enactment. There are numerous practical implications that can be consequential from the findings of the scholars. First, by creating a greater sense of enablement, team leaders could have a more constructive effect on levels of team behavior. Secondly, team leaders should clearly and coherently create a vision that inspires employees to take greater accountability for their work. Third, goal interpretation, and a clear description of tasks, roles, and recompenses, perhaps at the more instant supervisory level, may also enable higher team behavior.
While many different management styles in different organizations to provide in-depth over relating ranging form facilitative styles to autocratic, micromanaging and relatively hands-off styles. There are various theories about different styles, situation and effective on transformational and transactional leadership. The best way is evaluate of other superior on each theory before the discussion on transformational and transactional leadership. They are two opposites direction when it comes to the underlying theories of leader management. A good leadership has own profile that might include transformational, transactional and non-transactional behavior and motivation but the best leader will apply transformational leadership than transactional
Leadership Theories The leadership can be defined as the ability of a superior to have influence on behavior and action of subordinates and motivate them to follow the specific course of action (Barnard, 1938). The effective leadership is the key element in the success and life of an organization. It is the quality of an effective leadership to transform potentials into reality. One of the most distinguishing qualities of the effective leadership is to adopt new ways of performing a specific job when old system loses its effectiveness. The literature on leadership is enormous and there are number of model and theory of leadership but none of them offers satisfactory explanation of leadership.
Here, we are going to discuss four key features that I believe will make an effective leader. MOTIVATION Motivation can be defined as “the extent to which a persistent effort is directed towards a goal” (Campbell, Dunnette, Lawler and Weick). Motivation can be described as one of the key features of a leader because an effective leader should be motivated himself, so that he can motivate people working for him to get the job or a shared goal done. Without a motivated leader, the organisation cannot perform their tasks well. A good leader should be motivated to achieve the need of power, affiliation and achievement.
The purpose of this paper is to understand leadership and the path-goal theory of leadership and few others leadership style and how are these theory are supposed to used appropriately. Leadership is the process of influencing others to achieve group or organisational goals . Therefore, a leader’s behaviours is important to an organisation because the achievement of organisational goals mostly depends on a leader and their leadership behaviour(Mc William, Alan 2010) . A leader must deal directly with people, develop rapport with them, persuade and inspire them to collaborate in the achievement of goals and vision. (Sikandar Hayyat Malik, 2013) Path-goals theory is leadership theory that’s states leaders can increase subordinate satisfaction and performance by clarify and clearing the path to goals .
According to Daniel Goleman, there are three types of attention essential for a leader; attention on others, attention on oneself and attention on the entire world. Focusing on others and oneself cultivates emotional intelligence while focusing on the entire world improves the leader’s ability to innovate, strategize and manage organizations. An excellent leader should create a balance between these three types of attention. Therefore, directing attention by cultivating awareness is the main role of a leader. A leader will be able to make better decisions and connect
‘Relationship-motivated’ leaders obtain satisfaction through good relationships with others, encouraging their teammates etc., whereas ‘task-motivated’ leaders put emphasis on task completion. This is again a major contribution to leadership and still applies today, as similar to behavioural theories, finding the correct balance between styles is key to unlocking optimum performance from followers, but also adds the importance of situational awareness, being able to adapt based on the context of the situation and other variables. To a certain extent contingency leadership theories are an extension 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 a leader is more likely to express their leadership when they feel that their followers will be