Leadership Styles Research Project Essay

I would like to give special quotation to XXX director, XXX for his consistent support and motivation. I am satisfying to XXX, Associate professor in XXXX , for his technical expertise, advice and excellent guidance. He non only gave my project a scrupulous critical reading, provided added some(prenominal) examples and ideas to change it. 2 I am grateful to XXX (Sr Hr executive and whole staff members of XXX co for providing me an opportunity to arrest my project under their guidance. I am highly indebted to them for the same. squad up civilize is all-important(a) for competing in todays global bena, where singular perfection is non as desirable as a high train of embodied performance. In knowledge based enterprises, teams are the norm earlier than the exception. Team leaders plays a critical role in fostering commit ment, accountability, and team success. The Team leader moldiness ensure that the right mix and level of skills are resident on the team.They are withal liable for in effect managing 5 relationships outside the team, overcoming obstacles to success, and creating leadership opportunities for others. true(p) leaders are do non born. If you exact the desire and give part, you can arrest an effective leader. Good leaders develop through a never ending regale of self-study, education, training, and experience. To inspire your contriveers into higher levels of teamwork, there are certain things you must be, know, and, do. These do non come course, alone are acquired through continual work and study.Good leaders are continually working and studying to improve their leadership skills they are NOT resting on their laurels. Before we blend in started, lets shape leadership. leadership is a process by which a person influences others to complete an objective and directs the organization in a way that stupefys it much than than adhesive and coherent. Leaders carry out this process by applying their leadership attributes, suc h as sentiments, values, ethics, case, knowledge, and skills. Although your position as a manager, supervisor, lead, etcetera ives you the office to arrive at certain tasks and objectives in the organization, this p o w e r does non make you a leader lead differs in that it makes the pursual w a n t to achieve high goals, kinda than simply. All teams must shape their own common purpose, goals and turn up. while a leader must be a working member of the team who contributes, she also stands a mathematical function from the team by virtue of her position as leader. A team expects their leader to ingestion that perspective and distance to do them clarify and commit to their mission, goals, and approach.Do not be afraid to bond your hands dirty (lead by example), but always remember what you are paid to do (get the job done and grow your employees). The term paths has become more prominent in popular culture over the final stage decades, but its line of works lie in psych ological research on nurture and personality. The original concept of port is that we all go for preferences for the WAY we do things think, relate to others, interact, watch. Kurt Lewin, in the 1930s identified three major modalitys autocratic, democratic, and laissez faire, dapple Rensis Likert defined Exploitive 6If you have the time and want to soak up more commitment and motivation from your employees, then you should use the participative port. Participative (democratic) This type of style involves the leader including one or more employees in on the stopping point making process (determining what to do and how to do it). However, the leader maintains the final finding making authority. exploitation this style is not a sign of weakness, rather it is a sign of strength that your employees depart respect. This is normally used when you have part of the information, and your employees have other parts.Note that a leader is not expected to know everything this is why you employ knowledgeable and skillful employees. victimisation this style is of mutual benefit it allows them to become part of the team and allows you to make better decisions. Delegative (free reign) In this style, the leader allows the employees to make the decision. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the smirch and rule what needs to be done and how to do it. You cannot do everything You must fix up priorities and delegate certain tasks.This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you have the full trust and confidence in the populate below you. Do not be afraid to use it, however, use it wisely Forces A legal leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include 13 o Using an authoritarian style on a new employee who is come ly learning the job. The leader is competent and a good coach. The employee is impressd to learn a new skill.The situation is a new environment for the employee. Using a participative style with a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team. o Using a delegative style with a worker who knows more slightly the job than you. You cannot do everything The employee needs to take ownership of her job. Also, the situation might call for you to be at other places, doing other things. o Using all three Telling your employees that a surgical procedure is not working correctly and a new one must be established (authoritarian).Asking for their ideas and input on creating a new procedure (participative). Delegating tasks in order to implement the new procedure (delegative). o Forces that influence the style to be used included task. o inherent conflicts. o Stress lev els Type of task. Is it structured, unstructured, complicated, or simple? o Laws or established procedures such as OSHA or training plans. Positive and prejudicial Approaches thither is a difference in ways leaders approach their employee. Positive leaders use rewards, such as education, independence, etc. to motivate employees. While negative employees emphasize penalties.While the negative approach has a place in a leaders repertoire of tools, it must be used carefully due to its high cost on the human spirit. Negative leaders act domineering and superior with people. They debate the only way to get things done is through penalties, such as loss of job, days off without pay, reprimand employees in front of others, etc. They believe their authority is increased by freighting everyone into higher lever of productivity. soon enough what always happens when this approach is used wrongly is that morale falls which of curriculum leads to lower productivity.Also note that most leader s do not strictly use one or another, but are somewhere on a continuum ranging from extremely positive to extremely negative. People who incessantly work out of the negative are bosses while those who primarily work out of the positive are considered real leaders. 14 Use of considerateness and Structure Two other approaches that leaders use are contemplation (employee orientation) Leaders are concerned about the human needs of their employees. They give teamwork, help employees with their problems, and provide psychological support.Structure (task orientation) Leaders believe that they get results by consistently keeping people busy and urging them to produce. There is evidence that leaders who are considerate in their leadership style are higher performers and are more satisfied with their job. Also account that consideration and structure are independent of each other, thus they should not be viewed on opposite ends of a continuum. For example, a leader who becomes more con siderate, does not necessarily mean that she has become less structured. Paternalism Paternalism has at clock been equated with leadership styles.Yet most definitions of leadership normally state or imply that one of the actions within leadership is that of influencing. Leadership is influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization. The army further goes on by defining influence as a means of getting people to do what you want them to do. It is the means or method to achieve two ends operating and improving. But there? s more to influencing than simply passing along orders. The example you set is sound as important as the words you speak.And you set an example good or bad with every action you take and word you utter, on or off duty. Through your words and example, you must communicate purpose, direction, and motivation. While paternalism is defined as (Webster) a system under which an authority undertakes to generate needs or regulate conduct of those under its control in matters affecting them as individuals as well as in their relationships to authority and to each other. o Thus paternalism supplies needs for those under its protection or control, while leadership gets things done. The first is enjoin inwards, while the.Latter is directed outwards. 15 It seems that some picture paternalistic behavior as or so a barbaric way of getting things accomplished. Yet, leadership is all about getting things done for the organization. And in some situations, a paternalistic style of decision-making might be required indeed, in some cultures and individuals, it may also be expected by not only those in charge, but also the followers. That is what makes leadership styles quite interesting they basically run along the same continuum as Hofstedes PDI, ranging from paternalistic to consultive styles of decision making.This allows a wide range of individual behaviors to b e dealt with, ranging from beginners to peak performers. In addition, it accounts for the item that not everyone is the same. However, when paternalistic or autocratic styles are relied upon too practically and the employees are ready and/or willing to react to a more consultive type of leadership style, then it normally becomes quite disconfirming to the performance of the organization. There are a number of different approaches, or styles to leadership and management that are based on different assumptions and theories.The style that individuals use will be based on a confederacy of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others. Charismatic Leadership Participative Leadership Situational Leadership Transactional Leadership Transformational Leadership The Quiet Leader Servant Leadership spare research The Managerial Grid Blake and Moutons people-task balance. Lewins leaders hip styles Three original styles. Likerts leadership styles from autocratic to participative. Six stimulated Leadership Styles from Mr. Emotional Intelligence, Daniel Goleman and friends. Post-hoc Management 16 Charismatic Leadership Charismatic Leadership is defined by Max Weber as resting on devotion to the exceptional sanctity, heroism or exemplary character of an individual person, and of the normative patterns or order revealed or ordained by him. He defines Charisma as a certain quality of an individual personality, by virtue of which he is set apart from ordinary men and do by as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities.These are such as are not accessible to the ordinary person, but are regarded as of divine origin or as exemplary, and on the basis of them the individual concerned is treated as a leader ( ). How the quality in question would be ultimately jud ged from an ethical, aesthetic, or other such point of vie w is naturally indifferent for the purpose of definition. Charismatic people have a remarkable ability to distill complex ideas into simple messages (I have a dream) they communicate by using symbols, analogies, metaphors and stories.Furthermore they delight risk and feel empty without it, they are great optimists, they are rebels who pit convention, and they may seem idiosyncratic. Charismatic leaders are pictured as organizational heroes or magic leaders who have the social power basis to orchestrate turnarounds, launch new enterprises, inspire organizational renewal, and obtain extraordinary performance from organizational members. These leaders inspire trust, faith and belief in themselves. Of course none of this is a guarantee that the mission will be correct, ethical, or successful. Origin of the Charismatic Leadership model.