Management
2016-05-13
This paper is devoted to the research on the leadership theories. As we know, leadership can be considered as a kind of power. Mandatory condition of leadership is the possession of power in specific formal or informal institutions. Many researchers have studied leadership as a social and psychological phenomenon from different points of view, highlighting a particular aspect of it.
There are many leadership theories, from which five theories are described in this paper. One of them is the great man theory. Its main traits are the following: leaders are born, when there is a need of the society for them. This theory was popular, when population stratification played a great role in the society. For example, people from the aristocracy had more opportunities to be leaders. Nowadays, other theories are more relevant, given modern trends in world development (Hawkins, 2009).
One more theory is based on the traits of people. Trait theory has arisen under the influence of the English psychologist and anthropologist Galton, who has introduced the idea of heredity in the nature of leadership. The main idea of this approach is that if the leader has qualities inherited and distinguish it from others, these qualities can be identified.
Many specialists identified scales of traits and skills, which were crucial for leaders. Nowadays, many companies highlight traits, which leader must have. Some of them are excellent interpersonal skills, emotional stability and intellectual breadth. It should be noted that human, who born in the family, where parents are the leaders of the company or hold a managerial position, has more chances to inherit so-called “leadership gene” (Baruch, 1998).
Another leadership theory is based on the participative leadership. Such approach assumes that participative leader seeks to involve subordinates to make decisions in a team. It allows collecting different opinions from stakeholders, superiors, peers too. As a result, decision making process can be more efficient. The scenario of using such leadership theory is common among big corporations, when the most important decisions are taken by the board of directors. At the same time, opinions of stakeholders, representatives of the trade unions and other concerned parties. It should be noted that Lewin’s and Liker’s leadership theories are the examples of the participative leadership (Betts & Santoro, 2007).
The fourth leadership theory is linked to the situational leadership. It is called the Hersey and Blanchard’s approach. There are four main leadership styles in accordance with this approach:
directing,
coaching,
supporting,
observing (Lowell, 2003).
Each of them can be chosen by leaders in order to manage subordinates depending on their competence and motivation. For example, if the workers are characterized by low competence or unwilling to work hardly, it needs to use directing approach. Coaching is more acceptable, when workers are motivated, but differ by lack of competence. As we know, coaching is actively used in companies in our days. The next approach, supporting, is usually used, when subordinates are highly qualified, but do not want to work more or to take the initiative in solving problems. The main task of the leader is to motivate subordinates through the challenges.
The last approach is called delegating or observing. It can be used be the leader, when workers have high competence as well as high motivation level. Thus, leader impacts on the team less than in previous cases. He only needs to keep a relatively distant eye on all processes in order to control each process and its compliance with the plan. As we can see, this leadership theory provides quite flexible approaches, which allow a leader to manage subordinates at different levels effectively.
The last chosen leadership theory for the current discussion is called Bass’ transformational leadership theory. The intrinsic motivation is at the heart of transformational leadership. Thus, the main emphasis is not on the adulation and allegiance of followers and their real commitment to the ideas of the leader. In this case, transformational leader is considered as an active and creative person, who is able to think broadly and imaginatively.
The main assumptions of the Bass’ transformational leadership theory are that awareness of tasks importance can efficiently motivate people. At the same time, focus on the team organization provides better results. According to Bass’ opinion, the transformational leader impacts on the followers, who are intended to trust him. The specialist has identified three main ways, in which leaders can change followers:
Bass highlights that such trait as charisma is necessary for the transformational leader. The main effects of charismatic leader must be strong emotions of subordinates and identification of the leader’s followers.
After analyzing five leadership theories, it can assume that the last one is more appropriate for the Upper Manhattan Mental Health Center. It is a non-profit community based organization and it is located in New York (Official Site of the Upper Manhattan Mental Health Center, 2016). The majority of staff is social workers. In this case, transformational leadership plays a crucial role in all management systems of the center. Awareness of tasks importance is the basis of the effective and motivated work of staff in the organization.
Annotated Bibliography
Baruch, Y. (1998). Leadership - Is That What We Study?. Journal Of Leadership Studies, 5(1), 100. Retrieved from https://www.questia.com/library/journal/1G1-65357219/leadership-is-that-what-we-study
Betts, S. & Santoro, M. (2007). Integrating Leadership Theories and Team Research: A Conceptual Framework Based on Level of Analysis and Type of Control. Journal Of Organizational Culture, Communications And Conflict, 11(1), 1. Retrieved from https://www.questia.com/library/journal/1P3-1301928531/integrating-leadership-theories-and-team-research
Hawkins, C. (2009). Leadership Theories-Managing Practices, Challenges, Suggestions. Community College Enterprise, 15(2), 39. Retrieved from https://www.questia.com/library/journal/1G1-213083694/leadership-theories-managing-practices-challenges
Lowell, R. (2003). Situational Leadership. Talent Development, 57(4). Retrieved from https://www.questia.com/magazine/1G1-99932998/situational-leadership-online
Odumeru, J. & Ogbonna, I. (2013). Transformational vs. Transactional Leadership Theories: Evidence in Literature. International Review Of Management And Business Research, 2(2), 355. Retrieved from https://www.questia.com/library/journal/1P3-3031088831/transformational-vs-transactional-leadership-theories
Official Site of the Upper Manhattan Mental Health Center,. (2016). Emma L. Bowen - Who We Are. Bowencsc.org. Retrieved 13 May 2016, from http://bowencsc.org/index.php?option=com_content&view=article&id=72&Itemid=28
