Other leadership theories emerged out of this work, including the vertical dyad linkage theory, also known as the leader-member exchange theory (Graen, 1976).This theory explains the nature of the relationship between leaders and followers and how this relationship impacts the leadership process. For leaders to be effective, according to this view, issues related to the culture must be clearly identified. One conclusion that can be drawn is that leaders need to work within the culture to be most
• AN EVALUATION OF LEADERSHIP THEORIES Leadership Hypothesi s (An assessment): The hypothesis of leadership have increased over the last decade and results in diverse concepts. The subject matter of these is to identify the feature which describes a leader. The well known theories are; Great Man Hypothesis (1840): In the mid 19th century The Great Man hypothesis has developed.The hypothesis suggested that the traits and features of leadership are inherent which simply refer that great leaders are born not made. Trait Hypothesis (1930s-1940): According to this hypothesis all the human beings have born with specific qualities which make them a unique personality. These qualities include values, moral character, sense of humor, intelligence
Servant Leadership . As cited by Sajjadi (2014), servant leaders have been described as those who place the good of those being led over the self-interest of the leader. Such leaders are said to value and develop people, build community, and share power and status for the common good of each individual, the organization, and those served by the organization. They also lead by setting an example for others to follow and place emphasis on strong interpersonal relationships. This style may also be characterized by an altruistic mission to serve others and empathic sensitivity to their needs.
He can force them, punish or reward them in order to get the task done. This is when you do what you can do as a leader to clear the way for the members to be active in the process of accomplishing the goal. You do this by delineating clearly what is to be done, provide resources and incentives for those that are willing to follow your path. You may facilitate the group by appealing to them and their self-esteem and allow them to enjoy the task at hand. You can be participatory in this case with your members by taking orders and notes from
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 .
The transactional leadership emphasizes the transaction or exchange which among leaders, followers and subordinates what is required conditions and rewards to fulfill the requirements. The transformational leadership raise the moral maturity whom they lead, and convert their follower into leaders, motivate their associated, followers, subordinates, colleagues, clients to go beyond their individual self-interest for the good of the organization. There are two lines to define on leadership styles and situational contingencies styles which focused the difference between task-oriented and people-oriented leaders. Based on quantitative and qualitative leadership studies, we can found different theories such as trait theory, contingency theory, Charisma, leader-member exchange (LMX) theory which fits best for which different situation, and which style seem to be more effective such as Bass’ transformational leadership
In the transformational model, a leader engages with others and develops the connection, which accrues the motivation level and morality values both in the leader and the follower. The transformational approach requires a leader to become a social architect. This involves constructing the strong bonds between people and fostering the collaboration. Henceforth, transformational leaders encourage their followers and celebrate their accomplishments. Eventually, both sides end up feeling better about themselves and contributing to the greater common good.
2004; Dvir et al. 2002). Also, transformational leadership is the ability of a leader to provide a conducive work space where employees are provided support to actualize organizational goals and objectives. From research, this leadership concept involves charisma and motivation as its vital concepts while assisting followers to achieve their potentials, they often referred to as authentic leaders. Additionally, according to Bass and Steidlmeier (1999) they stated that transformational leader’s level of contribution in any organization involves the ability to drive subordinates for critical and creative thinking for innovative solutions in teams.
In terms of the individualized consideration, it is up to the transformational leader to ensure that they recognize the needs of such individuals and or determine the various factors that inspire and motivate the employees. There are many instances that the leader can implement the individualized consideration to their employees. These ways can include showing