The Situational Leadership model is based on leadership itself and what level the follower is at developmentally. The model in the Situational Leadership Model #2 consists of four styles directing, coaching, supporting, and delegating. The model in the first Situational Leadership model consisted of telling, selling, participating, and delegating. Situational leadership is all about choosing the right leadership style for the right people to get things done effectively. The follower readiness versus the developmental level of the individual is amongst one of the major things changed in the latest model of the Situational Leadership Model.
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. Jago, (1982) opines that a Leader is made and not born. Leadership Theories Leaders can express their authority in diverse ways. However, Hersey & Blanchard (1969) are of the view that there is no single best style of leadership and that a leader cannot rely on a single management style to fit in all conditions. Situational leadership looks at various leadership styles and aims to provide the best fit style for a given situation to obtain optimal performance or output.
Contingency leadership theories are explaining the leadership style that appropriate based on the leader and followers situation. Integrative leadership theories are influencing successfully leaders and followers relationship through combining of the trait, behavioral, and contingency theories The management to the leadership theory paradigm is transform autocratic leadership to new style of leadership. Q3. Some people say hard skills are more important than soft skills and some say the other way around, what are hard/soft sills and what is your
Different scholars identified various kinds of leadership styles that affect the job performance, satisfaction and learning and development of subordinates. Warrick, D.D (1981) cited that there are no doubt variables other than a leader’s style that affect employee performance and development but leadership style plays a significant role and not to be underestimated. An awareness of leadership styles and their consequences are very important because it may either facilitate or inhabit skill development. The major theories on leadership are the traits, leadership styles and contingency theories. Out of those, leadership styles and contingency theories dominate the current literature on leadership.
However, Gellis (2001) & Jude & Piccolo (2004) stated that both leadership styles cannot eliminate one another. In fact, good leaders demonstrate both transformational and transactional qualities (Judge & Piccolo, 2004), connecting the two styles together (Bryant, 2003; Rolfe, 2011). According to Bensimon (1989) transactional leadership is considered as a two-way process of exchange. Leaders gather control because of their job position and their personality, but their power is controlled by the expectations of their followers. On the other hand, Bensimon (1989) consider transformational leadership as a one-way view process of exchange between the leaders and the followers.
This is that stage of a leaders life where I feel that leaders are born because the capability to tell someone who opposes your views or opinions given that you’re superior in authority to them requires a strong headed individual with the power to justify a given task and get their official power into action – A natural authoritative skill by birth. According to the article the author agrees with me – leaders are partly born and partly made. From a theoretical perspective leaders are born and not made. Leaders come into this world with skills and competencies that they already have within them. Qualities that are not developed but which they acquire naturally by birth.
The greatest separation between management and leadership is that leaders need not to hold a management position. It is therefore possible for an individual to become a leader without obtaining a formal and official title. The ability to become a leader is based on either acknowledging or developing leadership as a personal quality. Groups of individuals are eager to follow a leader due to who he/she is as an individual and what this individual stands for and believes in. Leaders are not followed as a mere result of the authority conferred onto him or her by the organization, in actual fact, a leader is followed as he/she will show great passion and personal investment in the success of their followers.
It is convenient however, to ask ourselves how right or wrong the popular beliefs could be. Is it possible for a person with no training could become a successful leader? Or is it something that can only be achieved by a few born and taught to be leaders? The common definition of leadership suggests that in fact anyone can be a leader; as most people describe it as the act of guiding a group of people in order to achieve a common goal. In the words of Susan Ascher, president and founder of The Ascher Group, “a leader is a person who takes you where you will not go alone”.
Essentially the structure of how to deliver results is crafted by the leader and cascaded down to the people that make up the organizations business units. Self assessment on the part of the leadership contributes largely to the result attained. Being in the leadership pulpit requires us to be in control of our emotions, recognize our emotions and further seek to understand emotions of others. Self awareness therefore drives rationality in decision making and respect for our followers The benefits in summary therefore of self assessment/evaluation are many, below are the most important for leaders today: 1. Enhances planning a leader who knows themselves values time and plan accordingly to meet deadlines and the organizational objectives.
Before focusing on personal character, leadership talent, and managerial skill, let us take a moment to review some key points. The focus of this book is about leadership in its fullest context, and it is about how one can continue to develop as a leader so he or she can lead when called upon to do so (or when he or she realizes someone needs to step forward and lead, and then does so). Keep in mind that the multiple roles and tasks within organizations make it impractical for one individual to serve as an all-encompassing leader – to be all things to all people. Even Therese was but one individual in the transformation of her region. Organizations rely on individuals willing and able to lead when the opportunity presents