Leadership

Leadership

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  IMR 452 Week 3.3 Leadership
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   Leading isestablishing direction and influencing others to follow that direction. But this definition isn't as simple as it sounds because leadership has many variations and different areas of emphasis.
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   Common toall definitions of leadership is the notion that leaders are individuals who, by their actions, facilitate the movement of a group of people toward a common or shared goal.  This definition implies that leadership is an influence process.
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   The distinctionbetween leader and leadership is important, but potentially confusing. The leader is an individual; leadership is the function or activity this individual performs.  The word leader is often used interchangeably with the word manager to describe those individuals in an organization who have positions of formal authority, regardless of how they actually act in those jobs. But just because a manager is supposed to be a formal leader in an organization doesn't mean that he or she exercises leadership.
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   An issueoften debated among business professionals is whether leadership is a different function and activity from management. Harvard's John Kotter says that management is about coping with complexity, and leadership, in contrast, is about coping with change.
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   He alsostates that leadership is an important part of management, but only a part; management also requires planning, organizing, staffing, and controlling.  Management produces a degree of predictability and order. Leadership produces change. Kotter believes that most organizations are underled and overmanaged. He sees both strong leadership and strong management as necessary for optimal organizational effectiveness.
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  Leadership traits  Arecent published analysis of leadership traits (S.A. Kirkpatrick and E.A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive 5 [1991]) identified six core characteristics that the majority of effective leaders possess:
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   Drive. Leadersare ambitious and take initiative.  Motivation. Leaders want to lead and are willing to take charge.  Honesty and integrity. Leaders are truthful and do what they say they will do.
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   Self-confidence. Leadersare assertive and decisive and enjoy taking risks. They admit mistakes and foster trust and commitment to a vision. Leaders are emotionally stable rather than recklessly adventurous.  Cognitive ability. Leaders are intelligent, perceptive, and conceptually skilled, but are not necessarily geniuses. They show analytical ability, good judgment, and the capacity to think strategically.  Business knowledge. Leaders tend to have technical expertise in their businesses.
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   Traits doa better job at predicting that a manger may be an effective leader rather than actually distinguishing between an effective or ineffective leader.  Because workplace situations vary, leadership requirements vary
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  Leadership skills  Whereastraits are the characteristics of leaders, skills are the knowledge and abilities, or competencies, of leaders. The competencies a leader needs depends upon the situation.  These competencies depend on a variety of factors:
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   These competenciesdepend on a variety of factors:  The number of people following the leader  The extent of the leader's leadership skills  The leader's basic nature and values  The group or organization's background, such as whether it's for profit or not-for- profit, new or long established, large or small
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   The particularculture (or values and associated behaviors) of whomever is being led  To help managers refine these skills, leadership-training programs typically propose guidelines for making decisions, solving problems, exercising power and influence, and building trust.
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   Peter Drucker,one of the best-known contemporary management theorists, offers a pragmatic approach to leadership in the workplace. He believes that consistency is the key to good leadership, and that successful leaders share the following three abilities which are based on what he refers to as good old- fashioned hard work:  To define and establish a sense of mission. Good leaders set goals, priorities, and standards, making sure that these objectives not only are communicated but maintained.
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   To acceptleadership as a responsibility rather than a rank. Good leaders aren't afraid to surround themselves with talented, capable people; they do not blame others when things go wrong.  To earn and keep the trust of others. Good leaders have personal integrity and inspire trust among their followers; their actions are consistent with what they say.
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   In Drucker'swords, “Effective leadership is not based on being clever, it is based primarily on being consistent.”
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  Leadership styles  Nomatter what their traits or skills, leaders carry out their roles in a wide variety of styles. Some leaders are autocratic.  Others are democratic. Some are participatory, and others are hands off. Often, the leadership style depends on the situation, including where the organization is in its life cycle.
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  Common Leadership Styles commonleadership styles:  Autocratic. The manager makes all the decisions and dominates team members. This approach generally results in passive resistance from team members and requires continual pressure and direction from the leader in order to get things done. Generally, this approach is not a good way to get the best performance from a team. However, this style may be appropriate when urgent action is necessary or when subordinates actually prefer this style.