Dependent Leadership Cultures and Practices - Case Study Example

Leadership Theories Contents 1. Introduction 1 2. Diversified Leadership Cultures 2 2.1 Dependent leadership cultures and practices 2 2.2 Independent leadership cultures and practices 2 2.3 Interdependent leadership cultures and practices 3 3. Types of Leadership Theories 3 3.1 The Trait Approach to Leadership 3 3.2 The Great Man Approach 4 3.3 Behavioral Theories 5 3.4 Participative Theories 5 3.5 Management Theories 6 3.6 Liaison Theories 6 3.7 Contingency Theories 6 3.8 Situational Theories 7 4. Significance of Leadership Theories in Developing Leaders within Contemporary Organizations 7 5. Conclusion 10 6. Bibliography 11 1. Introduction In accordance with experts, leadership is usually acknowledged as a representation of authorities, like inducing fulfillment, implementation of sway or influence, and as a mechanism to accomplish individual or communal aspirations. (Nye, 2008) In an organization, leadership is one of the most crucial pillars that escorts towards attainment of goals. A successful leadership in an organization is necessary to motivate staff to follow the preset vision and guidelines to attain an objective. (Nye, 2008) Several researches have indicated that leadership is usually divided in dual categories that are staff oriented and task oriented, respectively. The staff oriented approach of leadership exhibits common dependence and respect for subordinates welfare and requirements on the other hand, the task oriented approach emphasizes on achieving goals by making chosen employees accountable for precise tasks and by implementing strategies to maximize on-job performance. (Schein, 2004) Staff oriented leadership leads to better job satisfaction and inferior turnover rates amid workers whereas, task oriented approach of leadership consequences in elevated on-job performances and turnover rates. (Nye, 2008) Though, both approaches of leadership are functional in opposite area within framework of an organization, some researches conducted in concerned fields reveals that both approaches are interdependent. This paper hereby highlights the diversified cultures of leadership, types of leadership theories, and significance of various leadership theories in an organization. 2. Diversified Leadership Cultures 2.1 Dependent leadership cultures and practices This category of leadership culture is generally exemplified by the postulation that merely people in designations of authority are appropriate for leadership. Overall, dependent cultures are acknowledged as “conformer” culture. (Gill, 2006) Additional characteristics allied with dependent leadership cultures are the following: Deliberation of decision-making power in only some superior designations, Superiority and position levels as an imperative basis of status, A conventional approach towards change, A prominence on maintaining smooth flow of functions, and The propensity to smooth over errors openly. (Gill, 2006) 2.2 Independent leadership cultures and practices This type of leadership culture and practices are usually typified by the “achiever” theory that leadership materializes as required from an assortment of individuals based on acquaintance and proficiency. (Gill, 2006) This theory leads to decentralized judgment making, elevated demand for individual accountability, sturdy dependence on specialists and their knowledge, and competition among experts. The additional characteristics allied with independent cultures comprise: Individual recital as an imperative source of accomplishment and rank, Prominence on intriguing calculated risks, open disparities, and (Gill, 2006) Self-governing actions within workgroups. 2.3 Interdependent leadership cultures and practices Interdependent leadership cultures & practices is a theory that emphasizes that leadership is a cooperative activity that necessitates shared inquisition, analysis and wisdom. (Hughes, 2000) This theory, on implementation further leads to extensive usage of discussion, alliance, parallel networks, assessment of differences, and a center of attention on knowledge. Overall interdependent cultures possibly might be illustrated as “collaborative” cultures. (Hughes, 2000) Additional characteristics coupled with interdependent leadership culture comprise: The capability to function successfully across organizational restrictions, (Hughes, 2000) Directness and honesty, Versatile values of accomplishment, and Synergies being required across entire venture (Hughes, 2000) 3. Types of Leadership Theories There subsist a number of theories which have been propounded to enlighten the framework of leadership. These theories have endeavored towards defining leadership in assorted ways and have strived to recognize the features and qualities of a triumphant leader. 3.1 The Trait Approach to Leadership The Trait Approach theory acts as a technique to identify the major characteristics of triumphant leaders. This theory was developed with an intention to isolate the critical leadership traits from deserving candidates to facilitate their recruitment in leadership designations. (Northouse, 2006) Further studies done on trait approach to leadership, by researchers reveals that though, the theory emphasizes on employing candidates devoid of traits to leadership positions, it is not feasible to identify consistent traits and the absence or possession of traits in a person does not mean that the person is not appropriate for leadership hence, this theory is exercised rarely in contemporary organizations. (Northouse, 2006) Figure 1.0 Trait Approach Leadership Theory 3.2 The Great Man Approach The great man theory of leadership focuses on lives and personalities of famous and renowned human figures in history. (Sternberg, 2004) This leadership theory asserts that, to be a successful leader it is essential to get acquainted with lives and doings of former leaders and then impersonate those qualities together with their ways of functionality in own life. (Sternberg, 2004) The great man theory is one of the most applied theories in development of an effectual organizational leadership. (Sternberg, 2004) Several organizations like sun Microsystems, Google etc are perfect examples for great man approach theory as they pursues Mr. Bill Gates, chairman of Microsoft. 3.3 Behavioral Theories Behavioral theories of leadership are foundational upon the principle that triumphant leaders are prepared, not born. Unlike great man theory, this leadership theory, embedded in behaviorism, emphasizes on the dealings of leaders and spare psychological qualities or internal conditions. (Rost, 1993) Briefly, the behavioral theory asserts that it is feasible for an individual to develop into an unbeatable leader via learning appropriate level of education and a combination of management tools. (Rost, 1993) This sort of theory is implemented in organizations by identifying the potential candidates and then developing their leadership skills through training programs. 3.4 Participative Theories A participative leadership theory asserts that the supreme leadership approach is one that takes the contribution of associates in account. (Rost, 1993) Organizations exercising this theory emphasize on participation of team members and also, assist team members in attaining their goals. Although, the leader in this theory acts more or less as a team player, the supreme power to include a person or not in precise task resides with leader. (Rost, 1993) 3.5 Management Theories Management theories of leadership center its attention on the role of administration, organization, and team recital. (Rost, 1993) The management theory of leadership emphasizes on development of system that comprise reward as well as penalty for performing or non-performing workers. In contemporary organizations, the implementation of management theory of leadership is one of the most popular leadership theories that are exercised to motivate employees and maintain lower levels of employee turnover. 3.6 Liaison Theories Liaison theories are developed with an intention to motivate and inspire subordinates by assisting them to acknowledge their self recognition as well as their importance in attaining a goal. (Klimoski, 2001) The leaders, according to this theory focus on performance of individuals in team but on same time they are also concerned about happiness of team members. (Rost, 1993) This theory, when couple with management theory of leadership endows with great satisfaction and smooth environment with in an organization. 3.7 Contingency Theories Contingency leadership theory emphasizes on exacting variables associated to the settings that may conclude which exacting style of leadership is superlatively matched in accordance with circumstances. (Northouse, 2006)As per contingency theory of leadership, no one can rely on one leadership style to tackle with assorted circumstances. The success of an organization entirely depends on various variables like style of leadership, qualities of subordinates and colleagues, and characteristics of circumstances, which may vary. (Northouse, 2006) 3.8 Situational Theories Situational theories recommend that leaders should opt for superior course of acts based upon situational variable. For a successful organization, it is necessary to include diversified styles of leadership to execute certain kind of decision-making. (Klimoski, 2001) 4. Significance of Leadership Theories in Developing Leaders within Contemporary Organizations Usually, leadership theories centers their attention on study of techniques in which individuals can sway the achievement of organizations, all the way through their labors and those of others, endows with a meaningful basis for the deliberation of issues of diversity as linked to organizational victory. (Rollinson, 2005) An organization’s ethnicity is personified in what administrative leadership lays as its precedence i.e. what it concentrates to, procedures, rewards and controls. Contemporary organizational cultures are perceived in ways in which a leadership reacts to serious incidents and it is found in leadership’s role representation and training that eighty to ninety percent of employee behavior is determined by the ways their leaders focus on these factors. (Klimoski, 2001) It is evident by reviewing of literatures provided by researchers that leadership is the most significant portion of an organization to control and guide its workers functionality. Over last few decades, there had been development of a number of leadership theories with an intention to grasp an accurate formula to elevate the rate of organizational success. Mainly, these leadership theories view the role of leadership as an open system. By reviewing all theories, it is learned that though each one of leadership theory points out towards a successful leader but to attain effectiveness, the programs ought to begin at individual level. (Rollinson, 2005) While more sophisticated definitions of deliberate leadership theories are still developing, the key focus typically remains on the aims or results of the organization. Even in the systematic approach, deliberate thinking is weighed against to a regimented approach to philosophy about the results of an organization and the associations intrinsic amongst the several parts of the organization. (Schein, 2004) One theory of leadership efficiency that has been illustrated to connect well with contemporary organizations and businesses success, results in a range of surroundings is transformational leadership. (Lakomski, 2005) In a study conducted in relevant field, the authors have analyzed a number of traits as well as professional experiences that contributes towards development of an efficient and successful leader. (Lakomski, 2005) The authors “Bennis and Thomas” in their literature “Geeks and Geezers: How Era, Values and Defining Moments Shape Leaders” have outlined a term “leadership crucial” that is referred to the personal or professional experiences of individuals that had acted as a milestone in augmenting their capabilities to lead people (Warren G. Bennis, 2002). As of today, there are several training programs based on these leadership theories that a candidate has to undergo prior to permanent recruitment in modern organization. It is evident that as in this era of rapid change in technology, no organization can survive with exercising only one theory of leadership. It is essential for a successful leader to opt for theories as per requirement in order to salvage competency, maintain profit ratios, employee satisfaction and on top of all, employee retention. 5. Conclusion It has been proved by the past researches that the organizations that exercise training programs based on these above discussed leadership theories are able to get more revenues and less employee issues as compared to the others. (Thompson, 2007) Owing to the pace of modern businesses and rapid changing technological environment of organizations, the need for an efficient leadership to lead employees to work together to attain a common goal is of utmost significance and for this reason a blend of conventional as well as contemporary leadership theories are must. (Thompson, 2007) Leadership theories also assists a leader in resolving organizational issues like customer satisfaction, reduce level of employee turnover, branding of organization, market exploration etc. This paper had highlighted the basic knowledge of leadership as well as discusses various types of leadership styles that contribute towards success of an organization. This paper has also highlighted the various kinds of leadership theories together with their significance in an organization. 6. Bibliography Gill, R. (2006). Theory and practice of leadership. SAGE. Hughes. (2000). Leadership. Tata McGraw-Hill. Klimoski, R. J. (2001). The nature of organizational leadership: understanding the performance imperatives confronting today's leaders. John Wiley and Sons. Lakomski, G. (2005). Managing without leadership: towards a theory of organizational functioning. Emerald Group Publishing. Northouse, P. G. (2006). Leadership: theory and practice. SAGE Publications. Nye, J. S. (2008). The powers to lead. Oxford University Press US. Rollinson, D. (2005). Organisational behaviour and analysis: an integrated approach. Prentice Hall Financial Times. Rost, J. C. (1993). Leadership for the twenty-first century. Greenwood Publishing Group. Schein, E. H. (2004). Organizational culture and leadership. John Wiley and Sons. Sternberg, R. J. (2004). The nature of leadership. SAGE. Thompson, G. (2007). The Leadership Experience: From Individual Success to Organization Significance. SELECT BOOKS. Warren G. Bennis, R. J. (2002). Geeks & geezers: how era, values, and defining moments shape leaders. Harvard Business Press. Read More