Table of Contents
What is Leadership? 2
Leadership Behavior 2
Task-oriented leadership behaviors 3
Relations-oriented leadership behaviors 3
Organizational Climate 4
Core Leadership Theories 6
1. Trait Theories – What Type of Person Makes a Good Leader? 6
2. Behavioral Theories – What Does a Good Leader Do? 6
3. Contingency Theories – How Does the Situation Influence Good Leadership? 7
4. Power and Influence Theories – What is the Source of the Leader's Power? 7
Ingredients of Leadership 8
Different between Manager & Leader 9
Role conflicts between manager & leader 10
Organizations depend upon capable leadership to guide ...view middle of the document...
Few, however, give thought to the leadership that will be required to implement strategies that call for changes in the direction or capabilities of the organization. Without proper leadership, even the best and boldest strategies die on the vine, their potential never realized. This paper defines what a leadership strategy is and how to go about creating one for your organization that will forever change the way you develop leaders and create new leadership capabilities.
What is Leadership?
Hooijberg, Lane, and Diversé (2010) explained that there has been an extensive collection of theories studied that give emphasis to behavioral approaches to leadership ranging from Fiedler’s (1967) LPC theory to House’s (1971) path-goal theory to Quinn’s (1988) competing values framework (CVF) and Bass’ (1985) transformational leadership theory. A leader’s behavior is a powerful display of mannerisms that convey the expectations and values of the organization that sets the tone for the organizational climate (Grojean et al., 2004). According to Yukl (2006), researchers have spent more time and energy conducting research on leadership behavior than on any other aspect of leadership. Research in leadership behavior falls into one of two categories: the first line of research examines how leaders spend their time throughout the day, their particular pattern of activities, and their job responsibilities. The second line of research focuses on identifying effective leadership behavior. Despite the fact that there could potentially be numerous leadership behaviors, Farris (1988) identified two specific kinds of leadership behaviors: task-oriented behaviors and relations-oriented behaviors.
Task-oriented leadership behaviors
Task-oriented leaders are primarily concerned with reaching goals. They help their employees accomplish their goals by defining roles, establishing goals and methods of evaluations, giving directions, setting time lines, and showing how the goals are to be achieved. As a rule, task-oriented leaders use a one-way communication method to clarify what needs to be done, who is responsible for doing it, and how it needs to be done. Task-oriented leaders coordinate, plan, and schedule work-related activities. They provide their employees with the necessary motivation, equipment, supplies, and technical assistance for completing the task (Northouse, 2010).
Task-oriented behaviors include clarifying roles and objectives, monitoring individual performance and operations, and short-term planning (Yukl, O’Donnell, & Taber, 2009).
Clarifying behaviors include assigning tasks, explaining job responsibilities, and setting performance expectations. Monitoring behaviors include inspecting the progress and quality of work. Planning behaviors include determining staffing requirements and how to fittingly use them to reach the goals and objectives of the organization.