Essay Leadership Characteristics

Leaders have a “the ability to influence a group toward the achievement of a vision or set of goals” (Robbins & Judge, 2007, p. 402). In the past leaders have been described by certain traits or characteristics. These traits can help an organization identify potential candidates who may be strong leaders. Later behavior approaches of leaders were identified that could be taught. In short, leaders could be made. Situations have an impact on which leader behaviors will be most effect at any given time. Several contingency theories have been formulated over the years to identify how situations influence leadership behavior. Each style has strengths and

3) Contingency approach to leadership-this theory refers to the group atmosphere and to the degree of confidence, loyalty, and attraction the followers feel about their leader. If certain favourable situations occur then there has been a positive relationship between the followers and the leader which means that the task was clearly defined and there is a clear leader position power.

The course, Leadership Theory, highlights the most important aspects of this phenomenon making a stress on the ability to recognize one’s personal traits, strengths and weaknesses, but more importantly, the ways of working them out. In addition, it enables a student not only to learn about the leadership styles peculiarities and skills required, but to research, develop, and practice them. Due to numerous professionally planned activities and case studies the course encourages a high leap of growth on the way of becoming or enhancing a person’s leadership qualities on the administrative, interpersonal, and conceptual levels.

Many individuals within organizations make a distinction between leaders and managers, sometimes comparing managers unfavorably to leaders (Yukl, 2013). However, when defining what a leader is, many people struggle to provide a clear definition. Knowing how managerial activities and behavior are affected by the level of management as well as an understanding of the skills that are required at each managerial level can help consolidate the sometimes divergent perspective individuals have concerning leaders and managers. In addition, a review of leadership studies that have helped shape the modern viewpoint of leadership can assist in identifying some characteristics

Contingency leadership theories attempt to define leadership style, the situation, and answer the if-then contingencies. Situational leadership theory is a contingency theory that focuses on followers’ readiness: the extent to which people have the ability and willingness to accomplish a specific task. Path-goal theory states that it is the leader’s job to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization or group goals. Each theory was developed as a separate model for leaders to determine which leadership style to use in different contexts or situations. However, both models can be

This theory states that situational factors, rather than skills of leader, determine the effectiveness of leadership. Situational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership are needed

An effective leader is someone who is passionate about their goals and knows how to motivate, inspire, and influence others to come together and work as one to reach a common goal and conduct compelling and important changes. The realization of some kind of qualitative or quantitative result because of the actions and influences of an organizations leader is essentially how to evaluate their effectiveness. The characteristics of effectiveness, of course, depend on the goals of the leader and the organization. The fundamental characteristics of what makes an effective leader are mostly universal, however, the characteristics of leader effectiveness from one organization to another may have unique

Leadership can be defined as the process where those given the role of directing are to influence and support people working in the organization to work towards pursuing the goals of the organization.  According to John Maxwell, “…leadership is influence – nothing more, nothing less.”  Depending upon the situation leaders use the different “interpersonal sources of power” to lead organization or business that they have in charge

Leadership is an important aspect of management sciences. Over the past century, many theories have been developed to provide managers with the tools required to effectively lead their subordinates. From a simplistic theory cataloguing individual traits and characteristics, leadership has become a complex science shaped by many forces (ex: behavioural sciences, organizational culture, strategic management trends etc.) (Avolio, Walumba and Weber, 2009).

Leadership is seen as a process where a person influences others in doing a specific task. When a leader want to motivate or influences his employees or assist them in their career development, they need to understand which type of leadership style they should use, which can be challenging. According to Ken Blanchard, leadership is “the pattern of behaviors you use when you are trying to influence the behavior of others as perceived by them”. There are various types of leadership models which can help a leader understand which best suit in influencing his/her subordinates. Situational Leadership is one of the most recognized leadership models which have helped many leaders in being successful.

The Contingency approach identifies the success of the leader as a function of various contingencies

(Butler, Consentino & Miller, 2004) However, argued that Fiedler’s theory was more executable in a military environment. In addition, they argued that the theory does not empower the leader with flexibility and, therefore; he may be unable to change his leadership style especially in situations which call for a change. The theory is designed in contrast to this. (Field& Seters, 1990) However, noted that it is the situation that should adapt according to the leader's style and not the other way round. There is a clear image of dependency on the leader's style rather than the follower’s characteristics. As a result, the theory might fail to align with the leader’s orientations of certain situations. This aspect helps in making sure all followers are motivated (Northouse, 2004). This argument is, however, disputed by the proponents of Hersey and Blanchard theory who argues that dependency should always be absent in a leader. Further, they added that dependency should be seen on the followers, whom the leader should lead and guide accordingly. (Schou& Storm, 1980) Further added that flexibility was paramount to making solid organizational decisions. They noted that leaders who regularly encounter more than one problem have the ability to either adapt or change their style according to the situation at hand. This observation sought to overlook training as a possible way of dealing with problems or changing certain situations to align with the leader’s style.

Although not considered the preeminent leadership theory, falling prey to more teachable forms of leadership (i.e. transformational and authentic leadership) trait theory does possess some notable strengths. First, the theory is highly descriptive and intuitive. People naturally gravitate toward that which is straightforward. This strength is the primary reason that trait theory surfaced as the first major approach to leadership studies. As such, society knows a great deal about how “the leader and the leader’s personality are related to the leadership process” (Northouse, 2010, pg. 26). Additionally, trait theory provides an individual with a quick tool which aids in selecting members of an organization as well as an easy means for feedback from

The most popular and extensively researched situational theory of leadership was first proposed by Fred Piedler during the 1960s. Fiedler's model claims that group performance depends on the interaction of the leader style and the favorableness of the situation. Fiedlers major contributions consist of(l) iden-tifying the leadership orientation of the leader and developing a way to measure it, and (2) identifying three situational factors influencing leadership and developing a method of measuring them

Fielder’s contingency theory argues the effectiveness of a leader is contingent to leader ship style and the extent the leadership situation gives him or her influence and control over outcomes.