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LEADERSHIP

Leaders of the future will need very high I.Q to deal with increasingly complex organization. A leader who is too smart enough may lose followers respect. The ultimate test for a leader is whether he or she teaches others to be leader.

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Sunny Kumar
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74 views4 pages

LEADERSHIP

Leaders of the future will need very high I.Q to deal with increasingly complex organization. A leader who is too smart enough may lose followers respect. The ultimate test for a leader is whether he or she teaches others to be leader.

Uploaded by

Sunny Kumar
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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LEADERSHIP

In the context of management theory, we define leadership as “the


ability to influence through communication the activites of others,
individually or as a group towards the accomplishment of worthwhile,
meaningful and challenging goals”

 First this definition indicates that one can’t be leader unless


there are people to be led
 Second, leadership involves the application of influence skills.
The use of these skills has a purpose
 Finally, an objective of leadership is to bring about influence, so
that important goals are achieved. This influence is brought
about not only directly through authority or motivation, but also
indirectly through role modeling. Research shown that
employees generally have higher expectations of leaders as
models or exemplars of the organization.

The ultimate test for a leader is not whether he or she makes smart
decisions, but whether he or she teaches others to be leader and builds an
organization that can sustain success even when he or she is not around
It is natural to ask whether the secret of leadership is to be found in
the individual characteristic of leader
 Are there difference between leaders and non-leaders in terms of
personality traits, physical characteristics, motives, needs ?
 Many people believe that effective leadership has roots in a
particular personality trait, some even assume that unless one
personality trait, he or she is doomed to failure as a leader
 Many business and Government Organizations also began
researching the characteristics that distinguished their most
effective managers from less effective managers
Those traits are grouped into six categories
1) Physical (energy level and ability to tolerate stress) traits
2) Background characteristics
3) Intelligence
4) Personality
5) Task related characteristics and
6) Social characteristics
In addition there are cultural differences in the traits that are
necessary for effective leadership

Another leadership factor that has been the subject of much study over the
recent past is Ethics
However leadership intelligence should be close to that of followers.
The leader who is too smart enough may lose followers respect.

Warren Bennis, is a scholar of leadership, has agued that leaders of the


future will need very high I.Q to deal with increasingly complex organization.
He said “the basis for effectiveness leadership in the future will be the
cognitive capacity to deal with complex issues”
New research has identified and suggested that a person’s Emotional
Quotient (E.Q) underpins many of decision that business leaders make.
 Charismatic leader is a person who by force of personal abilities and
style is capable of having a profound and extraordinary excitement
and increase the expectations of followers through their vision of
future
 Rather than focusing on the characteristic of effective leaders an
alternative is to focus on their behavior. The question of behavioral
leadership theories then becomes : what do effective leaders do then
ineffective ones do not do. For example, are effective leaders
democratic rather than directive, autocratic, permissive rather
directive, person-oriented than task-oriented ? Or are effective leaders
characterized by some balance of these behaviors ? This line of
questioning is based on the reasoning shown in the figure below

Related to
Behaiviour of effective
leaders

1) Democratic / autocratic
Effective task performance
2) Permissive / directive
2) effective individual and
3) Person / task oriented
group performance
 Effective leader is either task-oriented (initating structure) or person-
oriented (consideration), but not both. In this most effective leaders
are task oriented, then need only be skilled in technical aspects of
planning and organizing the work of others. But if most effective
leaders are person-oriented then human relations and interpersonal
skills are required
But what if both points of view are correctly some believe that effective
leaders are equally task oriented and person-oriented in their behavior
towards subordinates
Fielders suggest that leaders who are directive and leaders who are
permissive can function best in certain types of situations. Instead of stating
that a leader must adopt this or that style, fielder identifies the type of
leader who functions best in a given situation
According to fielder we should not talk simply about good leaders or
poor leaders
A leader who achieves in another. The implication of this logic is that
managers should think about the situation in which a particular leader
perform well or badly
Fielder found that, for particularly difficult work condition or relatively
undermanding work situations, the effective leader needed to be task
oriented.
In the mixed situation, people oriented worked best.
Leaders are expected to change their beahivour as the situation
warranty
Leaders need to motivate workers to understand how their work efforts
are tied to valued salary increase, promotion, praise, recognition and
respect.
The use of influence is perhaps the major difference between leaders and
managers. Leaders use influence as their primary tool to move the
organization towards its goals. Leaders need to learn a variety of influence
strategies. Of course managers too must influence and show leadership. No
clear line separates managers and leaders. It goes without saying that
managers must often be leaders and that leaders must often be managers
In Zaleznick’s terminology, managers are primarily concerned with
process and leaders concern with substance. Managers climb the corporate
ladder, leaders substance. Managers climb the corporate ladder, leaders
make sure the ladder is learning against the right wall. Most managers must
also be leaders and most leaders must also be managers. The distinction is
really based on a continuum
Leadership has been one of the most studied topics in a management,
yet the conclusion reached have been contradictory, exaggerated and
controversial.
As in all things, no view is probable completely “correct”. Your best
bet as you search through some of this literature on you own is to use what
work from each thinker

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