Similarly they identify a set of category constructs in the transactional leadership also. For instance concentration on the task at hand, short term goals and tactics, confusion concerning causes and symptoms, too much involvement in power relations, politics and statistics, fulfillment of expectations based on readily available systems, reliance on human interrelations and the persistent support for organizational structures, systems and relations.
Warren Bennis (1995) holds the view that less hierarchical more democratic institutions with the ability to adapt to the unfolding environment are the best. A competency-based contingency framework or model like this requires a series of sub-level functions or competencies to be outlined as of consequence though such heterogeneous elements which lie outside the functional domain of the manager's/leader's tasks could be avoided with convenience. For example the manager's/leader's common competencies are always inclusively treated in the theoretical framework for the purpose of reference. This is illustrated by the following diagram.
The above diagram (Fig. ...
ged framework identifies and addresses the management/leadership competencies and issues that correlate with each other to produce an integral system of reference and analysis (Covey, 2004). For instance the vision & mission of the organization are identified with the long term corporate and business goals, irrespective of the size of the business. Such goals or objectives are essentially strategic in nature because they necessitate a degree of dependence on the organizational culture and leadership to bring about the appropriate environmental characteristics to achieve those long term objectives.
Theoretical outline of the competency framework
David Kolb's Experiential Learning teaches the manager to take experience as the source of learning (Kolb, 1983). On the other hand the Myers-Briggs Type Indicator (MBTI) is based on an evaluation of psychometrics that is designed to assess the different psychological behaviors concerning perceptions and decision making preferences of individuals (Myers, McCaulley, Quenk and Hammer, 1998). The manager/leader is a functionary whose primary function/competency to determine the organizational goals is set out in the mission statement and the annual reports to its stakeholders. Thus organizational goals will have to be achieved by utilizing and organizing the available resources and combining them with people or employees in a manner to maximize both output and minimize costs. Towards this end the manager seeks to combine supplies and provisions and then integrate suppliers and creditors into the whole process of management. Next, he needs to adopt methods in order to build integrated networks or process for easy control and execution of strategy (Williams, 2002).
Leadership theories and teamwork models