Week 4 Leadership Model

Leadership is, and always has been, a vital aspect of social and economic constructs. It is essential to the survival of societies, industries, organizations, and virtually any group of individuals that come together for a common purpose. However, leadership is difficult to define in a single, definitive sense. As such, theories of leadership, what constitutes a great leader, and how leaders are made have evolved constantly throughout history, and still continue to change today in hopes of improving upon our understanding of leadership, its importance, and how it can be most effective in modern organizational cultures.

Leadership has come a long way with earlier studies of trait and behavioral approaches. Since these were highly directive and non-supportive types of leaders, their main objective was to get the job done within the nine to five work day and go home. Although, this was an effective style back in the early 1900s, a lot has changed in terms of the business setting and functionality that many employees were operating back in the early 1900s. Many of the businesses back in the early 1900s consisted of factories, locally run family businesses that leaned towards a bureaucratic organizational system that suited that kind of leadership style. One of the major outcomes from this era was a lack of relationships and high standards of the work environment towards their employees. Overtime, businesses with help of extensive research till this day realized that in order to have better performance from their employees which could lead to increased profits, they must change how they operate within the organization and deal with their employees. Employees started to strive for more interpersonal style leadership behaviors and improved work settings to thrive and develop as an employee within the organization. Theories such as: LMX, Path-Goal, Transformational, Charismatic, and Servant Leadership were created to help understand and develop leaders for the benefit of their subordinates. These leadership styles are all good in their own way, yet I believe authentic leadership is ultimately

Amazingly, productivity rapidly raised in the first 24 hours. The study concluded that for maximum productivity, the best worker had to be chosen to perform that task and had to be provided with training for efficient work. Every worker and his output had to be closely monitored and he had to be rewarded for greater productivity. Taylor also wanted to reduce conflicts between managers and workers by convincing them that they would benefit mutually from a rise in productivity, as this would favour society and the organisation as a whole.

Leadership is something that comes natural for some and is a developed skill for others. If we take a look at the role of the leader, we look for certain traits in a person. For example, in grade school, there always seems to be clicks, large and small groups of people that cling together. When we examine these social sub-groups, we often find that there is always one person that leads the group. This person is usually the person that brings the group together. I remember being in social circles with people that I knew I would never be friends with. However, we may have one or two people in common, thus we remain friends. Overtime, we

Leadership will be defined as “a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task” (Chemers, 1997) and management will be defined as the process of “working with and through other people to accomplish the objectives of both the organization and its members” (Montana and Charnox, 2008)

The operations model is the traditional and most effective model of leadership. The management structure on a team of supervisors, managers, and directors working together under the leadership of a

Frederick Taylor was an engineer who ran experiments in the 1880’s on the common manufacturing process of his time. His goal was to increase the productivity of the workers. The experiments measured the time to perform different tasks. He created recommendations for the workplace that became business standards and were enforced in the workplace. Businesses used these as a measure of productivity and rewarded wages and other rewards on a basis of performance. These changes created a shift in the workplace and a demand for higher compliance became the norm. Taylor helped create the need for standards in the workplace.

Classical organisational theorist defined leadership in terms of achieving a group’s objectives R.C Davies (1942) referred to leadership as “the principle dynamic forces that motivates and coordinates the organisation in the accomplishment of its objectives.” Similarly, Urwick (1953) stated that the leader is “the personification of common purpose not only to all who work under taking, but to everyone outside it.” K. Davies (1962) defined leadership as “the human factor which binds a group together and motivates it towards goals.” Cattell (1951) took the extreme position that leadership is whatever or whoever contributes to the group’s performance. To measure each members Leadership, Cattell noted, removed him or her from the group, one at a time, and observe what happens to the group’s performance. Calder (1977) and Pfeffer (1977) “stated that leadership is mainly influence and is even attributed to participants after the fact.

Leadership has its roots in 1930 but has evolved since there. Leadership made part of the good development of company because, since through it, organizations may be more successfully. Leadership has had also many definitions and those have changed trough the time. Steve Wolinski point out that: “Leadership is a relationship that involves

The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

There are many roles a manager has within an organization. Henry Mintzberg explains ten specific managerial roles most commonly seen within organizations. Performing this role is the basis of a manager's job. The best manager is the one who perform his roles in a professional way and face the complications and challenges in a huge market, where several competitors already exist, however Steve Jobs in Apple Inc. proved himself and set an example in the world. Six managerial roles performed by Steve Jobs while he was working for Apple Inc. includes figurehead ,negotiator, leadership ,monitor, spokesperson, entrepreneur.

According to Daft (2008, p.20) leadership typically reflects the larger society, and theories have evolved as norms, attitudes, and understandings in the larger world of change. Throughout the centuries leaders have adapted in response to these changes. Northouse (2007, p3) defines leadership as a process whereby an individual influences a group of individuals to achieve a common goal. A person’s ability to

The effective management of an organization can only occur once a manager fulfils his/her roles and responsibilities to the organization. Henry Mintzberg (1973), stated there are three categories to the roles of management namely, interpersonal, informational and decisional. The interpersonal category of Mintzberg’s theory contains the element of leader, as the leader, subordinates look to management for instructions, guidance, motivation and support for the completion of tasks. "Motivation may be defined as the degree to which individuals commit effort to achieve goals that they perceive as being meaningful and worthwhile" Johnson, & Johnson (2003). Nevertheless, management as a leader must understand his/her roles and how these role are to be performed effectively while considering his/her working environment.

Peaucelle (2000) discussed that Taylor designed this using his principles of management that incorporated developing a science for each aspect of work and finding the quickest way the job could be completed. Whereas Fuchs (2002) mentioned that the Fordism production system incorporated using fixed and dedicated machines in individuals ' work, instead of transforming the employee into a machine. Also, Santos, Powell & Sarshar (2002) argued that the Hawthorne studies concluded that the improvements in productivity happened almost solely due to social factors and motivation, regardless of the working environment.

At the end of the nineteenths century, Bethlehem Steel's productivity was significantly increased "from 16.3 tonnes shovelled per worker per day to 60.2" (Davidson & Griffin, 2003, p. 41) through the realisation of the plan developed by the factory employee F. W. Taylor who, by posteriority, has been named the father of scientific management. Primarily, Taylor emphasised a need for the study of methods to improve worker efficiency. His fundamental contribution to the search for managerial excellence, however, was imposing the responsibility for the performance outcome on the managerial methods, which introduced the concept of performance improvement. The environmental forces continued to impact industrial arena. Developments in psychology provided opportunity to seek efficiency by focusing on human behaviour. Industrial psychologist, Hugo Munsterberg, and political scientist Mary Parker Follet proposed that individuals work better under specific psychological conditions (Bartol et al., 1998, p.68). Hawthorn studies, conducted by Elton Mayo, empirically proved that there is a relationship between productivity and working conditions. Human Relations movement, represented by Maslow and McGregor (Robbins, Millett, Cacioppe & Waters-Marsh, 2001, p. 198) advocated improving efficiency through motivation techniques. Quantitative management philosophy stemming from the military theory saw better