Dale Roach states, “A good communicator aims to make sure that their message is understood.” Dale Roach also implies that “An effective leader listens more than they talk.” A leader obtains the skill of communication by listening to their followers. They would achieve a level of connection with others, and also provide ample channels for two-way communication between the leader and the follower. This includes of sharing information, asking questions, soliciting input and new ideas, and being clear about what he/she wants. A leader would also solicit the follower’s ideas for refinement and reward the followers. Another example, a leader would communicate clear goals for their team, and will give them the authority on how the work it will be done.
Theoritical Framework The researcher adapted the theory of Burns where leaders and followers engage in a mutual process of raising one another to higher levels motivation. This raised the bar by appealing to higher ideals and values of followers. This encourages people to collaborate and work as a team. Below is the illustration of transformational leadership theory that explains that if leaders have these characteristics or behaviour and able to convince the people in the organization, success would be possible. With these perspectives, a leader must possess necessary traits or character to influence others to run the organization or the unit effectively.
As we all known, reward power is based on belief that a leader controls important resources and reward that the follower wants. Besides, reward power not only depends on a leader’s actual control over rewards, but also on the follower’s perceived value of those rewards. Reward power has been shown to be most effective when followers see a direct connection between performance and reward. Leader most commonly use reward power with a promise to give staff something exchange for carrying out an assigned task example a grade, a special privilege and a form recognition. Precisely how this is carried out can significantly affect the outcome.
Jonas is Typhoon’s leader and is, according to Belbin’s team role model, a shaper. His role as shaper has contributed to efficient team meetings and group activities, as he likes to influence the group decisions and concentrates on setting objectives as well as keeping the discussions
One of the important keys to the success of the organization is the leadership. Leadership refers to the leaders’ use their influence strategies to members’ so that they have the intention to help others in their work group stated by (Sparrowe et al., 2006). Furthermore, previous studies directly use simple influence strategies that will bring member compliance or resistance (Sparrowe et al., 2006). In addition, they also argued that direction of the relationship between simple influence strategies and members’ helping behavior in order to improve the relationship between leaders and members. The primary idea of the previous research in the combination of the group commitment model from (Sparrowe et al., 2006).
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.
Steps to Build High-Quality Leader-Member Exchange Relationships As noted above, the better the leader-member exchange relationship between leader and follower, the higher the productivity, job satisfaction, motivation, and citizenship behavior of the follower. Following are some tips that may help to build high-quality leader-member exchange relationships (Schermerhorn, Hunt, & Osborn, 2011). • Stage 1. Meet separately with your employees in the initial stage to help each of you evaluate each others motives, attitudes, and potential resources to be exchanged, and establish mutual role
The effectiveness of a leader depends on how well they fit into a particular situation. Contingency Theory (cont.) Two Types of Leadership Styles: Task Motivated: Focus on achieving a goal Relationship-Motivated: Focus on creating close interpersonal relationships Least Preferred Coworker (LPC) scale developed to measure leader styles Situational Variables: leader-member relations, task structure and position power Based on the contingency theory, two types of leadership styles exist, task motivated and relationship-motivated. A task motivated leader focusing on achieving specific goals, while a relationship-motivated leader is concerned with creating close interpersonal relationships. The Least Preferred Coworker (LPC) scale was
Leader Behaviors vs Manager Behaviors When it comes to having authority over a group or at the workplace you are either the leader or the manager. Even though they are very similar positions, they do have their differences. The ways they are different from each other are managers were trained for the role, leaders are emotionally intelligent, and leaders are more inspirational than managers. They both have significant roles in their day to day lives but leaders are more born with the skill than managers. As a leader, its more of a natural gift or how you was raised and who you were surrounded by.
1. UNDERSTAND THE RELATIONSHIP BETWEEN STRATEGIC MANAGEMENT AND LEADERSHIP 1.1 Explain the link between strategic leadership and management. A power is the augmentation between crucial organization also, their objective. This is an outcome of a movement that affiliation gets their looked for errands and targets and the organization is accountable for people and resources in a unit as demonstrated by rules or qualities that have starting now been set while the power set a going to the people in get-together. Incredible activity and effective organization are reliably the key of accomplishment in any affiliation so both of these are the capacities which setting off one beside the other without organization a better than average power can
Leader-Member Exchange Theory (LMX). This theory makes the dyadic relationship between leaders and followers the focal point of the leadership process. Path-Goal Theory. This approach emphasizes the link between the leader, followers’ behaviors, and that of the organization, making the path clear to promote a satisfying work environment. Authentic Leadership Theory.