Learning Activity 13 Leadership
Francis Lloyd Tongson
What are the different theories of leadership?
Trait Theory
The trait theory proposes that people are born with abilities or features that make them better leaders.
Leaders frequently share personality or behavioral qualities, according to trait theories. The trait theories are
the first known leadership theories. Leadership ideas focused on a leader's traits were called trait theories.
Because it was considered that great leaders of the period shared comparable features or traits, this
approach to finding specific traits in leaders was named the Great Man approach (Northouse, 2016).
Trait theories neglected the assumptions concerning whether leadership traits are inherited or
acquired. Jenkins highlighted two features: emergent traits (those that are strongly reliant on heredity), such
as height, intelligence, attractiveness, and self-confidence, and effectiveness traits (those that are based on
experience or learning), such as charm, as a critical component of leadership (Ekvall & Arvonen, 1991). After
the Great Man thesis was proposed, Allen (1998) pointed out that trait theories were the oldest leadership
theories. Individuals' leadership characteristics are inherited and are a part of their personality, according to
trait theories.
Behavioral Theories
Behavioral leadership theories focused on examining the drivers of a leader's behavior and
concluded that leadership style could be acquired by utilizing these variables. Behavioral theories of
leadership assume that leaders are defined by their actions. To put it another way, these theories start with
the premise that an effective leader in an accomplishment setting demonstrates the behaviors that promote
group productivity and psychosocial growth. This notion was first investigated in the 1940s and 1950s (Jones
& George, 2017). This idea is advanced by Robbins and Judge (2017), who believe that people may be
taught to be leaders through education and teaching. A thorough comparison of authoritarian and democratic
leadership styles has sparked interest in leader behavior, according to Naylor (1999). It's been found that
groups led by these leaders are more cohesive.
Contingency Theory
Contingency theories of leadership focus on specific environmental variables that may influence
which leadership style is most suited for a particular situation. According to this view, no single leadership
style is best in all contexts (Khan, Nawaz, & Khan, 2016). According to leadership experts White and
Hodgson, genuinely effective leadership are about finding the proper balance between behaviors, needs,
and context (Hodgson & White, 2003). Good leaders can assess their followers' requirements, take stock of
the situation, and alter their behaviors accordingly. Success is determined by various factors, including the
leader's style, the attributes of their followers, and the circumstances (Khan, Nawaz &Khan,2016).
Discuss the major contributions of each theory to organizational management.
Trait Theory
The trait theory provides practical leadership knowledge. People at all levels and in all types of organizations
can use it. Managers can use the knowledge from the theory to analyze their position in the organization and
determine how they might strengthen their position. They can better understand their own identity and how it
will affect others in the company. This approach helps managers recognize their strengths and limitations,
allowing them to improve their leadership abilities.
Behavioral Theory
The Behavioral Theory of management provides a map on how to practice effective leadership in
organizations. The best leaders are those who can adjust their leadership styles and use the right approach
in every situation. Behavioral theory promotes the value of leadership styles with an emphasis on concern
for people and collaboration. It promotes participative decision making and team development by supporting
individual needs and aligning individual and group objectives. It helps managers evaluate and understand
how their behavioral style as a manager affects their relationship with the team and promotes commitment
and contribution towards organizational goals.
Contingency Theory
Managers can respond to the causes of specific problems rather than overreacting to the situation
itself when they utilize a contingency management technique. Managers who appreciate the importance of
contingency theory will aim to understand all of the influences that lead to the problem rather than focus on
the problem's outcomes. Managers benefit from the contingency hypothesis because it gives them
significantly more discretion. Whether you have a top-down or flat organizational structure, your managers
are critical to putting choices into action and keeping your people focused on specific objectives.
The importance of contingency theory also extends to how managers consider the ramifications of a
choice on the entire organization. The culture, commitment to employee safety and well-being, profit focus,
branding positioning, and customer service attitudes of the entire firm must all be reflected in a manager's
actions. The contingency management style requires managers to make decisions and handle problems
based on the company's overall impact, not just the impact on a division or department.
Discuss leadership effectiveness.
Choi and Mai-Dalton (1998) described leadership effectiveness as a leader's willingness to sacrifice
for the organization, avoiding personal interests in the division of labor, guaranteeing the organization's
welfare environment, and enhancing employees' desire to stay in the organization. According to Yukl (2013),
leadership is "the process of assisting individual and group efforts to comprehend and influence individuals
to grasp what has to be done and how, as well as to attain common objectives." Leadership effectiveness is
supposed to inspire healthy dedication and inspiration in employees and reflect personal sacrifice and a
desire to work with excellent performance (Lowe et al., 1996).
The effectiveness of a leader guarantees that the organization's goals are met following its vision
and mission. Simultaneously, the level of satisfaction in communication between employees and managers
is critical for attaining the goals and ensuring the parties' pleasure (Cooper & Nirenberg, 2004). Leader
effectiveness may help build an organization's vision for the future, ensure that company members are
focused on this vision, and demonstrate their commitment to the organization (Conger, 1999). The efficacy
of a leader is defined as their ability to command and influence their efforts to achieve the goals (Dabke,
2016).
Effective leadership has a significant impact on the outcomes of an organization. It is critical to
identify leadership characteristics to improve leader effectiveness and organizational performance. However,
it is regrettable that the process of identifying leadership attributes that contribute to effective leadership and
improved organizational performance outcomes is slow. Furthermore, determining a leader's performance
results to enhance organizational outcomes is complex and challenging.
Are leaders born or made?
I can only say that leaders can be made. I recall John Quincy Adams stated, "If your actions inspire
others to dream more, learn more, do more, and become more, you are a leader." Founded on this remark,
we may conclude that leadership is based on actions and results. From what I experienced, learned from my
aunt, who grew up to be a tremendous leader and an inspiration to me. I recall my aunt saying that anyone,
but not everyone, can be a leader because leadership comes in many different shapes and forms. She has
never been a leader, but she strives to be one because she is a manager in a well-known company. So, for
her to perform a good job, she needs to be a good leader, and she told me that even if you don't have the
skills to be a leader right now, it's never too late to learn and get experience.
Indeed, I believe that talented leaders are bred from inside the people who possess it. Leadership
abilities, on the other hand, can be taught and learned. I also believe that a person is born with the basic
structure for being a leader but requires training to put it to use. I believe that leaders can be created since
so-called leadership skills can be developed in an individual via continual learning and enough opportunity.
Even if a person does not investigate tasks that demand leadership, leadership skills can be taught to assume
the job of a leader in the future. For example, Remarkable leaders such as Mahatma Gandhi, Nelson
Mandela, Martin Luther King, and others. They aren't born with the ability to lead. They become extraordinary
leaders due to their circumstances and determination to accomplish something out of the norm. That is why
I believe that people may become leaders via the process of teaching, learning, and observation.
There are many ways to frame leadership but believing that leaders are born rather than made, it
makes me think that it is an excuse for failure. I was not born a leader. I can frame my failures as opportunities
to learn how to do it better if I believe that leaders are made, not born. When you can set a vision, persuade
others to pursue that vision, and create conditions for followers to be transformed in the process of achieving
that goal, you are a leader. No one is born with any special abilities.
Relate personality, motivation, communication, perception, and group behavior to leadership.
Personality
From the past lessons if we define personality according to Kendra Cherry that person's personality
is a particular pattern of ideas, feelings, and behavior that distinguishes them from others. So, we can say
personality do play a big part in our leadership skills.
For example, Extroverts tend to gain energy more from social energy allowing them to be able to
easily engage with coworkers, investors, or customers without needing rest afterwards and Introverts often
are internal processors causing them to get a better idea of things alone rather than through conversation.
Introverts can make a good balance of “social energy”. We can conclude that leadership skills are somewhat
based of what kind of personality you have, and personality create impression in front of one whose you have
to lead so, personality most affect leadership.
Motivation
As a leader, you should maintain an open mind about human nature. It would be much easier to
make decisions if you were aware of the various needs of your subordinates. Leadership and motivational
qualities are required of both employees and managers. An effective leader must have a solid understanding
of what motivates others. They must be aware of the basic demands of their coworkers, peers, and superiors.
Leadership is a technique for influencing others.
Leadership is about inspiring others to collaborate to achieve a common objective. As a result,
leaders must first possess wisdom and then transition from self-centered to parent-like figures capable of
caring for others. Leaders must also be able to remain cool in the face of adversity. He is in desperate need
of courage.
Communication
As a leader, you must communicate with your followers/repartees and with individuals beyond your
circle. If you don't know how to communicate, you will not transmit the appropriate message. A leader must
ensure that everyone in the room knows what they are saying. It is the leader's responsibility if a mistake
occurs due to failure to ensure that everything is clear.
To achieve team and organizational success, a leader must communicate effectively. Most
successful leaders were excellent communicators. Even the most brilliant concept requires the capacity to
articulate it and inspire others. As a leader, you'll be expected to imagine the future by imagining thrilling and
ennobling possibilities, as well as enroll people in a shared vision by appealing to shared goals.
Communication is crucial in this situation.
Perception
Perceptions, in leadership, play a crucial role in the success of any leader. People evaluate leaders
based on their perceptions of the leader's abilities and performance. Right or wrong perceptions influence
how a leader’s performance is perceived. How we focus our attention deeply affects our perceptions.
Perceptions in leadership are important to take into consideration as well as is the fear of uncertainty. We
are all constantly classifying people and situations, and subconsciously labeling them based on our past
experiences.
A good leader leads people well. A great leader leads well but also is trusted and loved by the people
who feel the leader is one of them even if he or she is an aristocrat. And that can't be faked by a leader. So
a leader definitely affects his followers. Their perceptions of him or her can be the difference in the happiness
and contentment of the people led and them feeling other less favorable ways.
Group Behavior
Two very significant aspects must be present for a group to qualify as a group: individuals and
leaders. When a group of followers lacks leadership, the entire group loses its sense of direction. The
direction provided by the leaders determines the attainment of goals and objectives within a group
environment; if the leaders are absent, each group member is likely to go in their way to meet their personal
goals.
Leaders develop in group dynamics and operations; they are viewed as performing key
responsibilities and can influence the group's direction. Leaders impact a group's adaptability and
performance since they are the ones who pioneer the type of relationship and team spirit that a group adopts.
The quality of leadership, whether formal or informal, determines s the motivation and creation of a positive
connection to the company's success. Though the top management may not have employed information
leadership, managers need to learn and understand their influence on group behavior.
Women are better leaders than men. Do you agree or disagree?
I'm not sure I can tell if women are better than men in terms of leadership. Based on my experiences,
I've worked with both genders, but I've come to the conclusion that each leader is unique in their own right;
one may possess specific characteristics while the other does not. I can't entirely agree with the assertion
because leadership abilities are not solely determined by gender. They are one-of-a-kind for each individual.
This is what I believe from my experiences that a characteristic of a more decisive leader should include
honesty, courage, perseverance, or humility, which may be shared by both men and women leaders.
A man may have a keen sense of intuition, whereas a woman may exhibit confidence. I've noticed
that there may only be minor differences in leadership styles and methods between men and women. Men
and women are relatively similar in ability, compassion, and temperament. Women are more organized,
focused, and task-oriented, while men are more ambitious, forceful, and better negotiators, in my opinion.
Based on what I see and experience, these are all my opinions, not scientifically proven facts.
Once again, I'm afraid I must disagree with the statement above because leadership quality is not
gender dependent. It makes no difference whose gender a person is if they are capable of leading the
organization and devoted to the well-being of everyone engaged.