Leadership Theory Of Leadership : Motivation, Empathy, And Positive Direction

All situations are different and a leadership style applied in one situation will not always work in another. A leader must use judgement to decide the most appropriate style needed for each situation. The ‘Situational Approach’ to leadership identifies four leadership styles which are;

Situational and Authentic leadership are increasingly important skills to possess in today’s era of technological changes and availability and flow of information we have in this day and age. Leaders today must be able to adjust their leadership styles to the whatever situation arises as well as to the people who they are leading. Leaders are not limited to just use one style in one situation, being able to adapt appropriate styles to different situations will influence and help a leader succeed. A leader’s judgement, intelligence, cultural awareness, and self-control plays major roles in helping them choose the proper style and appropriate technique for the task at hand (Lau & Cronin, 1998).

"Leadership is the art of getting someone else to do something you want done because he wants to do it." Dwight D. Eisenhower This quote from Eisenhower rings true on many levels. During my career in the military and the private sector, I have been subjected to many different styles of leadership, good or bad. In my leadership roles I have attained, I tried to model leadership abilities by taking bits and pieces of previous leader’s styles and forming them into my own model. This has proven to work well as dealing with people from all different walks of life there is no one size fits all approach. In writing this paper, I will detail my own leadership platform drawing from the course material and various other sources. The goal of this paper is to show a solid understanding of the course teachings and perhaps give the reader a new found perspective on leadership.

The skills theory of leadership is emerged as a simple and prominent theory in 1955, though Robert Katz had published his paper "Skills of an Effective Administrator" in the "Harvard Business Review." The

Skills-based leadership theory is a leader-centered model emphasizing skills and abilities that can be learned and developed (Armistead, 2017). More specifically, leadership is based on three skills: technical, human, and conceptual (Northouse, 2015). Technical skills related to knowledge about and proficiency in a specific field; human skills related to the ability to communicate with people; conceptual skills are the ability to work with ideas and concepts (Northouse, 2015). The three elements of skill approach are individual attributes, competencies, and leadership outcomes (Armistead, 2017). The skills approach implies that many people have leadership potential, and if they can learn from their experiences and training, they can improve their capabilities. This theory can help leaders identify their weaknesses and strengths. In the group project, my human skill is developed. When planning the project, I was able to work well with other. More specifically, through interacting

Situational leadership has very little in common with the other models mentioned herein. This model revolves around the leader changing leadership behaviors to meet the needs in relationship to the follower (Kouzes, 2003, p. 111). The difference between situational leadership and charismatic, servant, and transformational leadership is the lack of an organizational vision and the empowerment of the followers. Situational leadership uses followers based on their readiness level that relate to their ability and willingness to complete the task (Wren, 1995, p. 208). This aspect coupled with the leader’s task and relationship behavior is used in relation to the

Situational leadership requires a leader to be mature enough to properly assess and execute the best leadership style based on the current situation that faces the organization. In many situations, if the leader can satisfy the

Leadership can be defined as the process of influencing the activities of an individual or group towards goal achievement in any situation. Different leadership models focus on different aspects that can define how effective a leader can be in guiding the team or individual towards a goal. A support model was used to explore group or individual development based on situational leadership. The leadership support model was introduced

I found the situational leadership model much different from the model in the previous model. I find this model extremely resourceful because it gives a closer look at what the leader in a group is supposed to do. In contrast with that it also allows the followers to understand their leaders techniques and everything that they are responsible for. Like in pervious DBA’s i am going to use my past job as a manger to relate how i would use the situation leadership model in a group. I could see myself using this model to train other managers as well as team leaders. I think it teaches us that using more than one technique to be a leader is a very great decision. We should be more open to using our resources. to find effective way to create a group that produces results. At work I can see myself using the model to be a leader. I would be a delegator in the morning when i walked in and am assigning everyone’s tasks for the day. I would be a coach when training a new employee. I think the coaching technique is a great one because more people respond to a encouraging leader rather than a scary and intimidating one. In the power point for this module i liked the quote “It is a delicate balance between giving direction and providing support”(situational leadership slide 43) I would use the counselor technique to help correct someone, in my example if an employee wasn't

It’s weaknesses are: 1) the extensiveness of the Skills Approach seem to expand further than the boundaries of leadership, 2) it can not explain in specifics how skills lead to the effective performance of a leader, 3) although it claims not be a trait approach model, a huge component of it does in fact include individual attributes, 4) it may need to be proven in generalized organizations and populations because findings were constructed using only military personnel in the armed services. (Northouse, 2010).

The fundamental underpinning of the Situational Leadership Model is that there is no single "best" style of leadership. Effective leadership is task-relevant, and the most successful leaders are those who adapt their leadership style to the Performance Readiness (ability and willingness) of the individual or group they are attempting to lead or influence. Effective leadership varies, not only with the person or group that is being influenced, but it also depends on the task, job or function that needs to be accomplished.

Over the years, scholars and management theorists have cultivated several leadership styles that they have encouraged people to apply and try to implement. However, most of these theories have shown various short comings. Typically, none of these styles has proven to work best in diverse situations. In the late 1960’s, the Situational Leadership Model was developed. In this paper, I will discuss the details about the situational leadership model. In detail, the paper begins with a defined introduction of what the situational leadership model is about and an interpretation of its origination. An outline of the model will follow after which a discussion about the benefits and drawbacks of this model will shortly follow.

The skills approach to leadership emphasizes skills and abilities that can be learned and developed and provides a map that serves as a guideline for achieving effective leadership in an organization (Northouse, 2016). The first skills approach model was proposed in 1955 by Robert Katz and is a three skills approach (Rowe & Guerrero, 2016). The three skills in this theory are technical, human, and conceptual. The technical skill is the ability to work with things, conceptual skill is the ability to work with ideas and concepts, and human skill is the ability to work with people (Northouse, 2016). The Mumford model has five elements: individual attributes, competencies, leadership outcomes, career expectations, and

The skills approach does not provide a prescription for successful leadership. The Skills approach “provides a structure for understanding the nature of effective leadership.” In the Skills Model it was recognized that the skills of the leader related to the effectiveness of the leader. The model showed the relationship between the individual attributes, competencies and the outcomes. It also takes into account environmental influences and career experience.

If you want to be a better manager, it’s critical to be a leader and not a follower. A better manager leads by example instead of telling people how to act. Situational leadership has rapidly replaced leadership best practices in today’s fast-moving and agile business environment. The premise of the situational approach to leadership was developed by Hersey and Blanchard in 1969. [1] Each activity results in contributing to the solutions of management problems. Managers must adapt their leadership styles based on the groups of people whom they’re leading, and this involves learning about the interpersonal relationships of the group, characteristics of the team, the group 's environment, any applicable physical and cultural restraints and the attitudes and values of the team. Showing this kind of interest in your team helps to make you a leader and not just a manager.