Leadership is process through which subordinates are inspired and influenced to perform duties competently, willingly and enthusiastically. There are different types of leaders including transactionary leaders, transformational leaders, visionary leaders and traditional leaders. Leaders use different methods and approaches to rule their subjects. The approach applied by any leader depends on ones traits and the situation prevailing. As such, there are different types of leaders. Leadership has a great impact on the behaviour, human relations and general performance. Leaders are expected to act as role models to their subordinates. The subordinates usually look up to their leaders and emulate their behaviours due to their belief in them. Therefore, leaders are expected to have unique traits through which they can be able to influence the behaviour and performance of their subjects. The leadership trait theory considers traits that range from intelligence, assertiveness, decisiveness, fairness, enthusiasm, dependability, cooperativeness, ambition to foresightedness as the traits that make one a good leader. If an individual possess these traits, he or she is able to influence other people’s behaviours as they look up to him as their role model.
The performance of an organization also relies heavily on the type of leaders it has. Organizations perform better if the managers have unique leadership traits such as sociability, self-confidence, determination, trustworthy, integrity and intelligence. Leaders must be in a position to help employees understand the company`s strategy and their contribution to achieving the key objectives. As such, recruiting the right people for various leadership positions improves organizational effectiveness.
Organizations operate in dynamic environments full of changes in technology and other factors such as consumers’ tastes and preferences. Leadership affects the performance of an organization and the leadership behaviour should therefore depend on the situation. A leader should act differently depending on the situation so as to achieve the organization`s objectives. The contingency theories which include path goal theory, Vroom-Yelton theory, Fielders theory and Hersey and Blanchard theories holds that a leader should verify the situational variables and assess how different forms of leadership will be received by the subordinates. For instance, the Hersey and Blanchard theory suggest that a leader needs to assess the ability, readiness and willingness of a worker in order to determine the kind of leadership style to employ. On the other hand, the path goal theory suggests that a leader should make use of his or her common sense. Leaders should also be very flexible and change their leadership styles where necessary.
Human relations are also greatly influenced by the kind of leadership prevailing within an organization. Leaders can enhance group relationships in an organization depending on the type of leadership styles they employ. According to the behavioural theories, leaders can be democratic, autocratic, worker centred or job centred. Democratic leaders have confidence in their subordinates and give them a chance to make their own decisions. This motivates the subordinates and creates a sense of belonging to then organization. Participative leaders promote team work as he or she encourages group decision making. Teamwork also ensures achievement of goals which cannot be achieved by an individual.
I do not agree with Fielders suggestion to change the situation rather than the leadership styles. Fielder’s suggestion that leaders should either be physiologically close or distant managers is very subjective. This is because for a leader to determine whether the situation is favourable or unfavourable so as to be close or distant to a subordinate depends on one’s perception. Leaders should be objective in nature and should therefore not march the leadership skills depending on the prevailing relationship with subordinates.
I believe the leadership traits which are most important include intelligence, self-confidence, determination and integrity.
Question Two
The bases of power include reward power, coercive power, expert power, referent power, legitimate power, association power and charismatic power. Coercive power is grounded on fear and the ability to punish the subordinate. For instance, the holder of coercive power has the ability to fire or reprimand the subject for lack of compliance. On the other hand, reward power is based on the ability to grant the subordinate monetary or non-monetary gifts for compliance with one`s expectation. Reward power can be used to offer promotions and increasing one`s pay. Legitimate power is drawn from the position held by an individual. The holder of this kind of power is expected to punish or reward his or her subjects for non-compliance or for compliance with the rules and procedures. For example, the chief executive officer has legitimate power. Referent power is usually enjoyed by celebrities, politicians and military figures. The holders of this type of power are often looked upon by others as role models due to their ability to influence people. Expert power on the other hand is based on one`s ability to administer expertise, knowledge or information to his or her subordinates. A subordinate therefore trusts and confides in the leader. Doctors, accountants and lawyers are some of the people who enjoy this kind of power. Nonetheless, charismatic power is derived from one`s special abilities to do unique things. Special qualities such as oratory skills attract other people who would prefer being associated with the leader. Lastly, association power is derived from associating with someone who has power. For instance, associating with powerful leaders such as the president, politicians and celebrities makes one obtain power.
The techniques used to increase power bases include developing an expertise, having great charisma, acquiring a lot of wealth and money and imposing your wills on others. Increasing one`s expertise makes him or her to be in high demand. Being highly skilled in an area with low supply and high demand makes one to acquire so much power. Charisma gives one the ability to persuade others. Therefore, it is very important to move people using your own words. Money, when properly used can be used to obtain anything that one needs including power.
Organizational politics is very important as it enhances efficiency and improved productivity. Through politics, an organization is able to establish a clear chain of command and policies. This will ease the working environment and make the employees to devote most of their time to productive issues. Organizational politics also creates a climate focussed on equal treatment and collaboration. This reduces conflicts and misunderstanding that can reduce productivity. Organizational politics is also very critical as it can be used to influence the employees to accept various changes and make certain decisions.
The techniques that can be used to implement effective human relations in an organization range from effective communication, maintaining a good attitude, improving one`s self esteem, motivating the employees, establishing strong ethical values, open communication, valuing work force diversity, controlling ones emotions to managing conflicts constructively and maturely.
The two political behaviours that need most effort on my part are numbers one and four. This is because as stated in number one, I try getting along with everyone even those identified as difficult. I believe this is very important so as to create a peaceful working environment that will enhance productivity and efficiency. It is also important to cognisant of the happenings in other departments as a leader so as to acquaint oneself with the progress of the organization as a whole.
The two political behaviours that need the least effort include numbers three and ten. This is because contrary to what is stated in number three, it is very important to correct others and let them know when they are wrong. This will enable them to learn from their past mistakes and make necessary corrections in future.
Question Three
If I am hired or promoted to a management position, I will not develop a relationship with my employees based on friendship. I prefer to develop a relationship based on contractual grounds. This is because contract relationships are very essential in a work place. I believe if formalizing my relationship in my work place because of various reasons. Firstly, in a contract relationship, I will be in a position to execute various duties such as dismissal of an employee, give permission to take a leave and decide on the amount to be paid. I believe I will be able to execute these duties effectively and fairly in a contractual relationship other than a friendly relationship. Secondly, I will be in a position to correct my employees with much ease if I develop a contractual relationship. Human beings are prone to making mistakes and correcting them is a very essential thing.
Networking is the act of building enduring and beneficial relationships. It is all about looking out for connections and mutual relationships. Networking is very important in enhancing ones career as one will be able to obtain timely information about the available job opportunities. Networking also enhances human relations as it creates mutual understanding amongst individuals. People are also able to appreciate diversity and promote peaceful coexistence as a result of networking. In organizations, networking improves performance through increased sales, learning of new management skills from others and being in a position to obtain good contractual services.
In completing my personal action plan the three most important accomplishments to me are time management, assessing my goal achievement and effective planning. I believe the influencing process can be achieved ethically and not through manipulation.
References
Northouse, P. G. (2009). Leadership: Theory and Practice (5, Illustrated ed.). Newyork: SAGE.
Auhagen, A. E., & Salisch, M. v. (2004). The Diversity of Human Relationships (Illustrated ed.). Cambridge: Cambridge University Press.
Lussier, R. N. (2009). Leadership: Theory, Application, & Skill Development (Illustrated ed.). London: Cengage Learning.
Marx, E. (2001). Breaking Through Culture Shock: What You Need to Succeed in International Business (Illustrated ed.). Newyork: Nicholas Brealey Publishing.
Philips, S. D. (2007). Personal Project Pursuit: Goals, Action And Human Flourishing (Illustrated ed.). Newyork: Routledge.
