This paper will explain the difference between leadership and management, explain characteristics of an effective leader, and last illustrate views of leadership. The term leadership and management are assuming to be the same. However, there are noticeable differences between the two. Leaders guide their employees to success and maintain an open communication within their unit. Leaders seem to instill a sense of significance in the workforce by giving employees the power of their vision and values (Kilbort, 2004).
In the article “Why the world needs women entrepreneurs” Tory Burch, chief executive and designer of Tory Burch points out that in today’s world where globalization is taking place and the economy grows rapidly women become more and more crucial as entrepreneurs. She also implied that in 2014 this issue would be especially visible, because today more and more enterprises and societies invest in women’s entrepreneurship. In her opinion, women entrepreneurs have a different point of view on world and business from men, therefore, they accomplish different things. Even though today millions of women have senior positions, a huge equality gap still exists. There are just a few countries where women have the same business opportunities as men,
There are a number of models that have been developed to analyse leadership styles and to help me explore my own, I am going to use Douglas McGregor’s “XY Theory”, Ken Blanchard’s “Situational Leadership” and John Adair’s “Action Centred Leadership.” Douglas McGregor – XY Theory X Y Autocratic Style Democratic style McGregor’s theory describes a continuum whereby “X” is at one end of a sliding scale and “Y” the other. It assesses the behaviour of the leader and the attitude of those being led and how this can have an effect, both positive and negative, on workforce motivation. Under the autocratic leadership style of “X”, all decision-making powers are centralized in the leader. It permits quick decision-making, as only one person decides for the whole group and they keep each decision to themselves until they feel it needs to be shared with the rest of the group. But it also makes an assumption that workers need to be coerced into doing their jobs correctly and naturally leads to a much tougher approach with them, usually through a system of rewards and punishments.
Leadership Style An effective leader generates connections between associates of the organization for the purpose of increasing performance and accomplishing exceptional results (Sullivan & Decker, 2009). An effective leader will encourage members of the organization to collaborate by delivering motivation and direction to attain organizational goals. “One thing that all leaders have in common is one or more followers. If no one is following, one cannot be leading” (Vroom & Jago, 2007, p. 1). A leader can achieve organizational goals by interpersonal skills to persuade, influence, and guide others.
The test that examines more in depth of leadership styles produced a somewhat predicted outcome. I know that my style and personality are strongly linked to achieving a task to completion. There are few times where I put people’s concerns or worries ahead of the task, generally when necessary but defaulting to task at hand as priority. I don’t believe that I’m inconsiderate of people as my style is to be balance the work loads and give people an opportunity to achieve their directives. This allows me to focus more on the issue at hand and worry less about people’s opinions.
Characteristics of a transformational leader are providing vision and direction, gains trust from others, communicates expectations and critical purposes, motivate and influence rationality, advises, and guides individuals (Robbins & Judge, 2013, p. 383). I tend to be creative with the task given to me and I have the ability to think outside the box. Although I have a high attention to detail, my critical thinking and problem-solving skills make me an effective leader amongst my peers. “[T]ransformational leaders also show greater agreement among top managers about the organization’s goals, which yields superior organizational performance” (Robbins & Judge, 2013, p. 383). According to a study conducted by Gong, Huang, and Farh (2009), employees who work under transformational leaders had more self-confidence in their ability to be more creative and perform higher (pgs.
Understanding the importance of these core personality traits that predict leader effectiveness can help organizations with their leader selection, training, and development practices. However, the behavioral theories of leadership state that it is the behaviour of leaders that distinguishes them from their followers. In other words, leadership is a skill that can be taught. Likewise, the situational leadership theories state that a leader emerges to fit the situation. Different people will take the lead in different situations.
More recent conceptualisations of leadership include contingency theory (), and transformational leadership (). Each of these theoretical models has a contribution to make in forming a comprehensive understanding of the relationship between leadership and organizational change and we shall explore how adopting a definition for leadership or organizational change infers the role of the other. However we define leadership, the concepts of organizational change and leadership can be argued to be inextricably linked. If a leader was not able to effect any change within an organization then it is hard to imagine a way in which such a leader could be effective in their role. Thus organizational change is at the very heart of a leader’s role.
The public self refers to characters that supervisors correctly assume they possess. This can eventually leads to problems that stem from such leadership. For instance, a supervisor may perceive themselves as having a negotiating and encouraging personality. In this scenario, the supervisor may think that he or she is working collaboratively with the teachers. This is because having a negotiating personality translates to the supervisor engaging in activities like leading discussions with teachers.
Four situations where different leadership styles would be appropriate for your team Directing style – this is generally applied when staff in the team are highly motivated to do their work but do not have much experience. It is characterised by the manager providing close supervision and giving specific instructions on what needs to be done. This style would be suited, for example, to a new starter to the team who may need considerable guidance relating to the processes and procedures which the team applies in the first instance. Coaching style – this is most appropriate when staff have begun to develop in their roles and hence have grown in confidence which has possibly lowered their level of motivation. In this instance the manager takes on a more consultative persona, asking for questions and ideas, but ultimately makes the final decision.