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 successful leadership in this theory does not depend on the characteristics of the leader in a certain situation but depends on the ability of the leader in dealing with the members of the group. The attributes possessed by a certain leader, such as intelligence, speed, intuition and firmness, and the managerial and technical skills he has acquired are not sufficient for the leader to emerge. The community has these features and capabilities. The successful leader is the one who can interact and create integration with the members of the group. This will not lead to the knowledge of the leader on the problems of the group and its requirements, and then work to solve these problems and achieve these requirements and considers this theory more realistic and positive in its analysis of the characteristics of administrative leadership.
A person becomes a leader on basis of his personal qualities. Formal Rights Manager has got formal rights in an organization because of his status. Rights are not available to a leader. Followers The subordinates are the followers of managers. The group of employees whom the leaders leads are his followers.
H1: The perception of employees towards their supervisors’ leadership behaviour is task-oriented leadership behaviour. H0: The perception of employees towards their supervisors’ leadership behaviour is relation-oriented leadership behaviour. R2: What are the relationships between the leadership behaviour with the Quantity Surveying firm’s performance? H2: There is a relationship between the leadership behaviour with the Quantity Surveying firm’s performance. H0: There is no relationship between the leadership behaviour with the Quantity Surveying firm’s performance.
In terms of organisational environment, Stringer, and Didham, (2011) noted that previous research on the performance of the team generally neglect the relationship between the organisational system and the performance of the team. The relationship between the team and the organisation mean that big changes organisational system may result in changes to the team based on this system. People do not need to intervene directly in the team to change its performance. The interference of the organisational system can affect team performance. In this regard, Rukhmani, Ramesh, & Jayakrishnan,
He argued that there are three types of leaders: 1. Autocratic leaders make decisions without consulting their teams. This style of leadership is considered appropriate when decisions need to be made quickly, when there 's no need for input, and when team agreement isn 't necessary for a successful outcome. 2. Democratic leaders allow the team to provide input before making a decision, although the degree of input can vary from leader to leader.
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.
I started this course with the belief that the leadership is a conventional concept that assumes a top-down, role-based view of leadership and that traditionally refers to how a one manages people and makes decisions. My understanding of leadership includes specific characteristics that leaders are regarded as having control and power, that leaders are followed because of personal loyalty to the position, not to the individual, and that power is conferred on the leader. In the traditional autocratic/ bureaucratic style of leadership, leaders make the decision and dictate work methods and process and followers are rarely trusted with decisions or important tasks. The decisions taken are in mostly accordance to the book of rules, and there is
Therefore, I began to attend seminars and workshops to enhance my skills and knowledge to become an effective leader as it was imperative to understand the various types of management evidence. I learned these skills through networking and concentrating on defining emerging issues to enhance new vision and program practices (Renz, 2010). Effective leadership teams consist of members who are willing to explore diversity, trustworthiness, and transparency, self-awareness, and professional competence. I believe that nonprofit organizations are embracing unique positions in an exceptional field and thereby, the need for executive coaching, vision, and leadership development is essential, especially during the planning and implementation process. Moreover, as Nathaniel Calhoun and Darlene Damm (2015) discussed in their article, nonprofit organizations are more likely to harness great benefits and withstand challenging threats if they can position themselves for advancement.