However, it is very effective when members in a group are qualified in an area of expertise. It leads to the poor definition of roles and a lack of motivation. It is also called as “hands-off” style due to the leaders letting off the decision making into the hands of the
These leadership styles were defined as the manner and approach of providing directions, implementing plans, and motivating people. Leaders are hands-off and allow group members to make decisions. A free rein leader does not lead, but leaves the group entirely to itself such a leaders allows maximum freedom to subordinates. Freedoms are freely determined by group goals, techniques, and working methods. This leadership style promotes team work and on good interpersonal relations.
An efficient work environment helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should have personal contacts with employees and should listen to their problems and solve them. He should treat employees on humanitarian terms. So, from my perspective, those are the reason why leadership is essential and really important in an organization.
It is obvious that lack of self-awareness results in big difficulties if it is not considered as a real problematic condition. By all means, this situation is a minus for a leader and can only be solved by training. Trained leaders are more self-aware as a result of productive process of learning. Thus, in comparison, they discover their inner power and feel comfortable to take and apply decision independently. Regarding changing world, complicated circumstances differ from one-another within one organization.
The employees viewed such influence as reasonable and justified. Lastly, the influence is directed towards achieving organizational goals such as a desired level of employee performance as well as organization performance. Thus, the leader is considered an effective leader if they are able to improve employee as well as organizational effectiveness. Moreover, leader behavior would produce satisfaction and influence the employees’ performance (Howell and Costley, 2006). However, according to Howell and Costley (2006), an effective leader behavior depends on situational and employee characteristic and also able to be implemented in different situational.
They are considered to be the hard-cores in terms of leadership. Another assumption regarding and identified this domain is that expected transformational leadership attitudes and subordinates’ performance and organizational citizenship behaviours is mediated by good leader and member interaction. The communication between subordinate and leader is responsible for better organizational citizenship behaviours and leadership. Subordinates are appreciated by the leader to contribute to the organization’s welfare by sharing their ideas. One of other assumptions is that the leaders have significant control on shaping the role and personalities of the subordinates and followers
4.2 The Contingency Theories of Leadership. Contingency theories of leadership evolved in response to the failure of ‘universalistic’ approaches to leadership and the realization that the situation in which leadership occurs also impacts leadership effectiveness (House 1996; Keller, 1973; Miner 2011) The basic premise of these theories is that each organisation is unique, and exists in a distinctive environment. Factors such as the organization’s size, scope of work, technology employed as well as the physical and cultural environment, together create ‘contingencies’ or situations that impact the leader’s leadership style. As a consequence, successful leadership must take into consideration interactions between all factors making up the general circumstances in which leadership is occurring (University of Leicester 2011). This requires studying both inter-personal and individual-task-organisational relationships to establish the most suitable leadership approaches for that set of circumstances.
In order to inspire a subordinate, the qualities of a manager require leadership skills. Both management and leadership can be seen in an organisation. There is a manager in a department and a number of leaders who work with their teams in assisting the organisation in the accomplishment of their goals. At the demand of the organisation, managers sometimes fulfil the role of a leader as well. It can therefore be said that Leadership and Management go side by side and complement each other and that an organisation needs both for its growth and survival.
3.0 Dispersed Leadership Theory in Teams and organizational structures The proponents of the Concept of shared leadership like Day, Gronn, & Salas (2006), argue that leadership should not be conceptualized as a centralized downward vertical influence on subordinates and they should not be an appointed leader but leadership tasks and functions should be divided among sets of individuals who are acting as leaders. Secondly, with the prevalence and significance of team work in today’s work environment, Kozlowski & Ilgen (2006) argue that team members and team processes will to a greater extent affect the attitudes, motivation and behaviours of individuals. Kozlowski, Gully, Salas, & Cannon Bowers, (1996) and Manz & Sims (1993) developed concepts
As a team leader, directions are put out for team members low ability status, but a supportive environment is beneficial as well to motivate your workers for the task.Participating: This style is for followers with a moderate to high maturity level. In this case, the subordinate is able to follow instructions and perform but may lack confidence. These are the types of individuals a leader would get them to participate in decision making for involvement.Delegating: This style is for people with a high level of maturity. Little direction is needed to motivate and perform tasks at hand. Team members are able to self-direct and make decisions on related task on their own (2010).