Factors of Leader Selection - Essay Example

? Leader Selection There are various factors that contribute towards the development of a developer and attributes that serve to their advantage in the role they take up (Zaccaro, 2007). A number of theories have developed as a result and have to an extent explained the various scenarios that an individual may be faced with in the workplace as a leader and the various factors that are involved in issues such as the decision making process (Kassin, 2003). By studying the various theories that have come into existence and played a part in the development of the leadership definition one is able to have a better comprehension of the various business or organizational environments they might find themselves in. 1. Trait and Behavior Theories The trait and behavior theories attempt to explain the identification of a good leader through the traits or particular set of behaviors that an individual may have. In trait theory, there are a number of traits that are considered to be advantageous to particular situations and thus would be a good attribute to have in a leader (Zaccaro, 2007). The theory states that one should look for these traits in individuals when attempting to find a good leader. These traits can be adopted as well by individuals who are attempting to improve their leadership skills (Foti & Hauenstein,, 2007). Behavior theory states that there are a set of particular behaviors that should be seen in a good leader. These behaviors serve to aid the leader in his role as a director of operations and serve to improve his all round capabilities with regard to management of his/her team. Both of these theories have their limitations as well as benefits and can be compared to determine which best fits the category of leadership selection in an organizational environment. Benefits of Trait Theory iPn Leadership Selection There are several advantages that one can find in using the trait theory to select a good leader and a couple of them include: Trait theories allows individuals to sieve out their wanted candidates in a relatively efficient process as a clear description of the traits stated should serve to produce a small number of qualified individuals. The trait theory has also proven to be reliable in leadership situations regarding large responsibilities (Kassin, 2003). The traits that are looked for by an organization are specified to the particular environment that the candidates will be deployed to and thus there is a higher chance of success when individuals are picked out from this process. Limitations of Trait Theory in Leadership Selection However, there are several limitations to the Trait theory as well and a couple of these disadvantages include: The focus on particular traits may lead to less attention being paid to other attributes such as cognitive abilities and expertise as well as their social skills and values which are also important elements in the choosing of a good leader (Kassin, 2003). The trait theory also does not account for the behavioral diversity that may be necessary for an individual in order to adapt to a large and populated environment. This diversity is however necessary for effective leadership especially in large organizations. Benefits of Behavior Theories in Leadership Selection There are various advantages that can be found from using behavior theories while searching for a suitable leader, some of these include: Allows for a more adaptable style of leadership that may be essential in volatile environments where the variants tend to shift on a regular basis. Such conditions require individuals that are able to shift and adapt at moments notice (Foti & Hauenstein,, 2007). The behavioral attributes can also serve as a portrayal of the character of an individual as the various aspects that are studied are in relation to their personality thus one is able to argue that using these theories allows for a stable and reliable selection criteria that can be used as the blueprint in their search for the correct individual (Zaccaro, 2007). Limitations of Behavior Theories in Leadership Selection There are a number of limitations that can be found in behavior theories as well, some of these include: Though the behavior theory can be termed reliable in certain aspects, it also allows for a broad spectrum of potentials that increases the chances for negative elements (Kassin, 2003). This is to say that the more people allowed within the circle of qualification the higher the chances of selecting the wrong candidate. The behavior theories also do not account for a number of other elements that are required in the search for a good leader such as experience and knowledge in the field they are dealing in. The use of these two theories however can be said to be valid in their application to leadership selection as they allow for a customized criteria that proves advantageous to the selection process. 2. Participative Leadership Participative leadership can be considered to be a favored style in democratic environments and deal with the active inclusion of all participants in ongoing operations. This style of leadership involves the inclusion of employees in the daily operations and gives them an opportunity to voice their contributions (Lussier & Achua, 2010). The style also involves the delegating of responsibilities to various individuals in the operation process giving them a freehand to apply their ideas to the project in assurance that the desired result will be achieved (Marlot, 2008). Like any other form of leadership, there are a number of advantages and disadvantages of participative leadership. Strengths of Participative Leadership There are a number of benefits that can be found in the application of participative leadership in a business environment, some of these include: Participative leadership increases the confidence of the employees that are involved and thus in effect prompting the morale of the work environment which in the long run may lead to a boost in the output (Miner, 2005). The involvement of the employees in the organization’s activities as well as their inclusion in the decision making process will serve to enhance the attachment that an individual may feel towards a project and thus influence them to put in more effort so as to ensure it does not fail. Allowing the employees to get involved also serves as a sign of trust from the organization and the workers will strive to ensure that they repay that trust as a show of their appreciation (Lussier & Achua, 2010). Participative leadership also allows for a more functional spread of responsibilities amongst those who are involved and thus enhance the efficiency of operations as a whole (Marlot, 2008). The delegation of responsibilities allows for individuals to focus on particular tasks. When individual are allowed to concentrate on particular responsibilities they are able to increase the levels of their efficiency as they are focused on a single objective. Limitations of Participative Leadership There are a number of limitations that one may be faced when dealing with the participative leadership style. Some of these shortcomings include: Depending on the characters and the relationships that are at the workplace, the use of participative leadership may not pan out as such a good idea. In situations where individuals do not get along, the involvement of different tasks may not conform to a singular objective as ones actions are solely for their own benefit (Miner, 2005). The application of the participative leadership style requires an environment where the employees are unified and willing to work together. Another weakness that can be found in participative leadership is the fact that it depends on a large number of variables in order for the entire operation to function efficiently (Marlot, 2008). The delegation of duties and responsibilities will require that the individuals are dependable and will complete their parts of the task otherwise the entire operation may suffer a delay or come to a halt altogether. Delegation in Participative Leadership There are a number of situations where delegation can be applied in participative leadership such as scenarios where an organization’s operations are based in a number of locations around the world (Miner, 2005). This will require individuals to delegate responsibilities according to their regional purpose in order to enhance efficiency. However, there are several limitations that can be found in application of delegation in participative leadership such as the risk of unreliable individuals increasing the cost to operations through tardiness (Lussier & Achua, 2010). Delegation may not function in organizations with poor communication structures and procedures. The inability to communicate when needed will slow the operation down. Strengths of delegation in participative leadership include the freeing of duties from upper management to allow them to focus on more essential issues and the enhancement of employee experience through the delegation of various tasks. 3. Contingency Theory and Situational Theory The contingency and Situational theories involve environments that have not developed a constant in terms of variables and other issues pertinent to the operations of an organization (Van Wormer, Besthorn & Keefe, 2007). The need for an individual to adapt to various circumstances is essential in areas where the environment changes on a regular basis or situations where the foreseeable future is not as clear a forecast as would have been preferred (Griffin & Ebert, 2010). The risk of unforeseen circumstances and alternative developments requires a character that is suitable to adapt to the environment they are faced with. In the Contingency theory, an individual adapts to the situation they are facing by setting up structures that will develop the current situation into a more positive prospect. The leader studies the circumstances that they are facing and develops reactions that will serve as positive reinforcements to the potential contingencies displayed (Montana & Bruce, 2008). The Situational Theory however deals with an individual’s perspective to certain developments that may occur. Some of the variables that an individual may involve include issues such as task behaviors (Van Wormer, Besthorn & Keefe, 2007). The main aim of this theory is the application and at times manipulation of these variables to produce positive outcomes in what may be termed as “gray area” positions. Both theories focus on the adaptation of circumstances according to the various situations that an individual may be faced with in their leadership role. Application of Contingency Theory and Situational Theory in Leadership Scenarios Both of the theories mentioned above can play a part in various situations that an individual may find themselves in as a leader. A good example of a practical application to the contingency and situational theories could be of a scenario where an organization is placed in a volatile environment (Montana & Bruce, 2008). The source of the volatility could be the constant competition and progression of technology in their filed prompting a company to switch tactics according to the current trend identified in form of demand. Such an environment is often found in technological fields such as companies involved in the production of cell phones whereby design and technology are continually moving at a steady pace (Griffin & Ebert, 2010). Whereas in the past consumers favored smaller sized phones for example, the introduction of larger screens for better touch screen functions and viewing has led to an upsurge in the size of mobile devices that are available in the market. In such a scenario, the application of the contingency theory can be utilized in the design and manufacturing process as a leader will need to determine the certain variables that are involved in the demands of the consumer and integrate them into the predicted future plan to ensure their products are moving towards a positive direction in terms of consumer needs and wants (Van Wormer, Besthorn & Keefe, 2007). The Situational Theory can also be applied in this scenario as the actions of the rival competition could play a part in determining the reactions that an organization may take should it be deemed necessary (Griffin & Ebert, 2010). The movement of a release date for a certain competing product may mean that an organization may have to take into consideration their options in terms of their own release date for example. The contingency theory can be said to best justify the outcome of the leadership scenario as it deals with an all round collection of the various variables that are involved in any particular situation as well as preparing for any future incidences. 4. Emotional Labor Emotional labor can be said to deal with the psychological health of an individual. In certain situations one might be obliged to act in a certain way that is a contrast to their true nature as a result of the demands placed on them by their position (Schultz & Schultz, 2010). This may serve as a stressing factor in some cases especially if the individual is not pleased with the behavioral expectations required of them. It is essential for one to determine if there is a harmful effect to an individual because of acting in a manner that is contrary to their personality (Schultz & Schultz, 2010). This can be used to determine the potential effectiveness that an individual may have in a certain position in relation to their personality and the behavioral expectations required at such a placement (Baum, 2005). This can be done by studying a scenario of a workplace in relation to the subject at hand. Workplace Scenario The position of a bar tender in a busy bar and grill in the middle of town can be taken into consideration for instance. An individual in this role will be required to have a number of attributes that he will implement in his services in order to enhance the satisfaction rate of the consumer and thus may be required to measure up to a particular behavioral standard. This standard will include aspects such as social skill sets for the provision of a friendly and polite demeanor to the consumers as well as an approachable persona to put the company at ease. These expectations hold ground in whatever the individual may face in such a position and this may include negative factors such as rude and disrespectful customers. The bartender is expected to main politeness in their interactions despite their emotional temptations. This is also included in situations where the bartender’s mood may not be exactly cheery at the moment due to personal circumstances. Despite how the employee may really feel they are expected to maintain a “Happy go Lucky” persona in their interactions with the consumers. The degree of emotional labor that is required in a job with the service industry such as the one mentioned above can be considered to be higher in comparison to positions that do not require as much interaction with outside interests (Mathews, Deary & Whiteman, 2005). One is required to put their personal feelings aside and maintain a cheery facade despite the circumstances and this can be quite taxing to individuals who may be undergoing a complicated period in their life. The personality of an individual can influence the degree of emotional labor that is required in that position as the behavioral requirements can be said to meet the descriptions of a certain type of person (Baum, 2005). If an individual enjoys meeting new people for example then they would have a better chance of enjoying their job and thus maintaining a cheery persona which is a requirement of the position. Baum, W.M. (2005). Understanding behaviorism: Behavior, Culture and Evolution. New Jersey: Blackwell. Foti, R.J., & Hauenstein, N.M.A. (2007). “Pattern and variable approaches in leadership emergence and effectiveness.” Journal of Applied Psychology. 92 Griffin, R. J. & Ebert, R. W. (2010). Business essentials (8th ed. ed.). Upper Saddle River, NJ: Prentice Hall. Kassin, S. 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