Theories Of Leadership Behaviour

1. Are leadership and management different from one another? If so, how?

Leadership is the ability to influence a group toward the achievement of a vision or set of the goals. The source of this influence may be formal, such as that provided by managerial rank in the organization. But not all leaders are managers, nor are all managers leaders. Just because an organization provides its managers with certain formal right is no assurance they will lead effectively. Non-sanctioned leadership is often as important as or more important than formal influence. Leadership also able to motivate and contribute toward the effectiveness and success of the organization and leadership are people-oriented. It focuses on leading people and achievement.

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What is the main limitation of behavioural theories of leadership?

The most comprehensive theories resulted from Ohio State studies the late 1940’s which sought to identify interdependent dimension of leader behaviour. Beginning with more than a thousand dimensions, the studies narrowed the list to two that substantially accounted for the most leadership behaviour described by employee imitating structure and consideration. Imitating structure is the extent to which a leader is likely to define and structure his or her role and those of the employees in the search for goal attainment. It includes the behaviour that attempts to organize work, work relationships, and goals. A leader high in imitating structure is someone who “assigns group members to particular tasks”, “expects workers to maintain definite standards of performance”, and “emphasis the meeting of

So, in practice, measures of transformational and charismatic leadership are more or less equal.

6. What is authentic leadership? Why do ethics and trust matter to leadership?

Authentic leadership is an approach to leadership that emphasizes building the leader’s legitimacy through honest relationships with followers which value their input and are built on an ethical foundation. Generally, authentic leaders are positive people with truthful self-concepts who promote openness. By building trust and generating enthusiastic support from their subordinates, authentic leaders are able to improve individual and team performance.

Leaders who treat their followers with fairness are seen as more effective. Leaders rated highly ethical tend to have followers who engage in more organizational citizenship behaviours. Trust is a primary attribute associated with leadership, breaking it can have serious adverse effect on a group’s performance. Followers who trust a leader will be guaranteed their rights and interests will not be