Leadership Essay A Good Leader

drawship Essay A repute adequate to(p) manoeuvererThe Qualities Of A Good LeaderIntroduction Leaders have an important role in spite of come forthance an organic law relate to its success, productiveness and the achievement of the employees. The fundamental task of a loss loss loss attraction is to build and wield a high performing team (Furnham, 2005, p.566). However, Yukl (2013, p.18) argues that there argon numerous and diverse definitions anguishing the judgment of a drawing card as headspring as the term leadinghip, although a general consensus appears to conjure up it involves a do work of influencing and guiding relationships within an organisation . Guirdham (2002, p.15) emphasises the importance of leading having unspoilt inter person-to-person and communication skills, which as Yukl hint involves the skill to persuade others. Yukl (2013, p.18) further states there argon additional factors that contribute to good leading much(prenominal)(preno minal)(prenominal) as the situational context and the use of power. A nonher issue regarding the characteristics of leaders is that many theories and models have been based on Western perspectives (House and Aditya, 1997, p.409) and typic all in ally based on research with white males (Chartered Institute of Personnel and Development, CIPD, 2008, p.7). There is both(prenominal) cultural cross everyplace in consideration leaders, which according to Northouse (2013, p.219), was originally proposed by Greenleaf in the 1970s, and too has origins in ancient Eastern and Western philosophies for example, it is deeply embedded in Arab-Islamic culture (Sarayrah, 2004, p.59). A further concern is raised by Mullins (2008, p.265) who states that determining who is a good leader is a subjective judgement and prat non be based, for example, on financial performance alone. The aim of the following essay is to investigate whether authorized characteristics argon related to good leadership an d which can be identified in theories and models of leadership such as property theory, transformational and magnetised leadership as well as authentic and servant leadership. Finally, there provide be a brief discussion regarding interpersonal characteristics such as excited intelligence and communication skills. Theories and Models of LeadershipTrait Theories Trait theories of leadership proposed that successful leaders possessed distinctive traits or characteristics that disparateiated them from unrealised leaders and subordinates. As Northouse (2013, p.7) mentions there are common phrases in use in connection such as he was born to be a leader or she is a natural leader which suggest that people tend to think good leaders are born and not trained. The concept of leaders having accepted characteristics dominated research prior to the Second World War. It was thought that individuals could be selected for leadership positions if they showed the appropriate characteristics or alternatively that traits could be taught to leaders (Furnham, 2005, p.571). Popular books, such as Stephen herds book, The Seven Habits of extremely potent People, propose that certain traits or characteristics can be learned. Covey (2004, p.46) states that our character, basically, is a composite of our habilimentss. Covey continues saying that habits are consistent, can be learned or unlearned and express an individuals character and how telling or ineffective they are (Covey, 2004, p.46). Covey suggests that effective people are proactive, have a pellucidness regarding their life-goals, manage themselves, value and respect other people, are empathic and encourage positive teamwork (Covey, 2004, p.65). The seventh habit involves taking time to sharpen the saw which Covey translates as meaning time to refresh physical, spiritual, mental and socio-emotional dimensions of a persons character (Covey, 2004, pp.287-288). A number of characteristics and traits related to goo d leaders have been identified for example, metalworker and Foti (1998, p.147) undertook a study investigating the characteristics of emergent leaders and found that the traits of dominance, intelligence and self-efficacy were significantly higher in emergent leaders than other individuals who were not classified as emergent leaders. According to Furnham (2005, p.572), good leaders usually possess characteristics such as persistence, innovation and a provideingness to take responsibility for their actions. Yukl (2013, p.146) similarly identifies certain characteristics related to good leaders which include a high tolerance of stress, emotional maturity, personal integrity, motivating and self-confidence. However, Furnham (2005, p.574) suggests that although there are numerous traits, there appears to be little agreement regarding which characteristics contribute to a leader organism effective. According to Zaccaro, (2007, p.6) trait theories are not able to explain how leaders ch aracteristics adapt to different situations and contexts and thus a major criticism of trait theories is that they do not consider the wider context of culture, society or the interactions with the characteristics of subordinates (Zaccaro, 2007, p.7). Examining the characteristics of good leaders implies that leaders innately possess certain personality traits although it could be suggested that round good leaders can learn by dint of experience (Bryman, Collinson, Grint, Jackson and Uhl-Bien, 2011, p.78). The notion that good leaders can learn skills through a dynamic acquisition experience is supported by other researchers for example, Rodd (2006, p.13) proposes that practitioners within the Early Years profession can become leaders through demonstrating increasing competency and by developing the personal skills indispensable to become a leader. Daly and Byers (2004, p.7) suggest that good leaders will also ensure that employees have the opportunity for training and professio nal development which in turn may help them to become good leaders. Kolb (1984, p.25) similarly supports the idea of learning leadership skills through experience and suggests that learning involves a constant change of ideas, perspectives and opinions which are not fixed and thoughts are formed and reformed through experience and continually modified by experience. The importance of having a flexible approach is emphasised by Daly and Byers (2004, p.187) ensuring that the leader is adaptable and can implement new ideas or procedures when necessary. Even early theorists such as Taylor (1911, p.7) argued that good leaders are not born and required systematic training instead of universe reliant on some unusual or extraordinary man. It is further argued by Zaccaro (2007, p.10) that because being a good leader is complex there is probably an interaction of the leaders characteristics as well as an interaction with the variables present in different situations and contexts. Theories such as Fiedlers contingency theory (Fiedler 1967, cited in Northouse, 2013, pp.123-125) were true primarily with leaders in the military and focused on how compatible the characteristics and dash of the leader were with a specific situation. Thus, effective leadership is contingent on matching a leaders style to the chastise setting (Northouse, 2013, p.123). A problem with both trait theories and contingency theories is that they appear to focus on the characteristics of the leader and do not consider the characteristics of, the interactions with, or the role of, subordinates. Contingency theory does not explain wherefore some leaders are better in certain situations than other leaders and also how organisations pack with a mismatch between leaders and certain situations (Northouse, 2013, p.129). Transactional and Transformational Leaders Furnham (2005, p.588) suggests that transactional leadership can be define as a contract between the leader and a worker where the leader achieves what they want by offering some sort of reward which is desired by the employee. There is typically a curb relationship between the leader as in certain situations (for example in the military) transactional leadership is necessary as certain actions need to be undertaken without subordinates questioning or debating issues ( abstruse and Bass, 2008, p.41 Bryman et al. 2011, p.55). Transactional leadership does not appear to be concerned with the characteristics of leaders and is more concerned with creating structures and systems which allow the sharing of information (Bryman et al. 2011, p.61). Transactional leadership depends on contingency reinforcement which means the subordinate understands that a reward will be received when performance goals are achieved (Bass and Riggio, 2006, p.8). Transformational leadership developed from the foundations of transactional leadership with four further characteristics namely charisma and idealised influence which indicates that th e leader is admired, respected, and trusted inspirational motivation, intellectual stimulation, and consideration towards individual workers (Bass, Avolio, Jung and Berson, 2003, p.208 McKenna, 2005, p.411). By showing an interest in the personal development of pursuit there can be a subsequent increase in performance and productivity as well as creativity and innovation subordinates can often be notional which can then have an impact on the competitive advantage of the company (Bass, et al 2003,p.208). Bass and Bass (2006, p.41) also suggest that transformational leaders usually believe and support the goals of the organisation and are able to articulate the goals to subordinates and engage their support and localizement. Other characteristics identified in transformational leaders is that they show consistent conduct and tend to have a strong focus on integrity, ethical principles and values together with being flexible and able to adapt to change (Judge and Piccolo, 2004, p.75 5). McKenna (2005, p.408) states that transformational leaders have characteristics such as vision and are able to motivate and inspire subordinates to share their vision. As Sir John Harvey-Jones, MBE, who was the chairman of Imperial Chemical Industries from 1982 to 1987 and has lately helped failing business enterprise shown in a BBC television programme called Troubleshooter states- The vision is absolutely come across to getting your troops together. It has to be qualitative, daring and grab the imagination. The test of it should be how quickly people will latch on to where you are going (cited in Mullins, 2008, p.261). The characteristics of transformational leaders are important in an organisation because they are viewed as a more effective leadership style than transactional leadership for example. Bass and Riggio (2008, p.10) suggest that many subordinates are very loyal to transformational leaders and are committed to the organisation so productivity increases and impr oves which Bass and Riggio (2008, p.10) suggest is one way of demonstrating the efficiency of the leader. The characteristics of transactional and transformational leaders are not mutually undivided and there may be occasions when a leader has to show transactional characteristics as well as transformational characteristics. An example is cited by Bass and Bass (2008, p.51) which states that famous leaders such as John F. Kennedy and Abraham capital of Nebraska displayed characteristics of both transactional and transformational leaders. Transactional leadership, for example, has been found to be more effective in a well-ordered, stable environment whereas transformational leadership is suitable in organisations that are changing rapidly such as in times of financial upheaval (McKenna, 2006, p.418). Characteristics of Charismatic Leaders As discussed previously, one characteristic of transformational leaders is charisma (Bass, et al. 2003, p.216) although there are some leaders who are characterised as being so attractive that they are referred to as magnetised leaders. Chio (2006, p.24) defines charismatic leaders as having three additional, core characteristics which are an ability to predict future trends and be visionary being a creative thinker, and showing empathy and empowering colleagues. According to House, 1977, (cited in McKenna, 2006, p.411) charismatic leaders can motivate subordinates to perform effectively without having to invoke their position of power they have a vision and the ability to convince subordinates to support that vision. Further characteristics include determination, energy, self-confidence and ability in addition they are not afraid to be unconventional (McKenna, 2006, p.411). Although charismatic leaders are unusual and exceptional in the business world, Hellriegel and Slocum (2007, p.240) use as an example Richard Branson who demonstrates the characteristic of both a transformational and a charismatic leader. Branson is ch aracterised as mortal who is prepared to follow his instincts and take risks, venturing into new territories (Boje and Smith, 2010, p.308). Branson has a flair for being slightly eccentric and is not afraid of being unconventional which Choi, as discussed previously, describes as a characteristic of charismatic leadership. Branson makes a gather statement about his company, Virgin, as being different, colourful, iconoclastic and fun-loving (Crainer and Dearlove, 2008, p.43). Bransons character appears to reflect the character of his company for example, he appeared dressed as a Virgin bride and also abseiled down a skyscraper to promote his company ( business concern Pundit, 2011, n/p). The CIPD (2008, p.8) report that there is some dislike for the celebrity-like focus on so-called charismatic leaders. In the US a study investigated fifty-nine CEOs of Fortune 500 companies and investigated the link between charisma and performance over a ten year period and found there was no rel ationship (Tosi et al. 2004, cited in CIPD, 2008 p.8). A criticism made by Alvesson and Spicer (2010, p.9) claims that by endowing leaders with characteristics such as charisma, gives them a heroic and unselfish quality which enables them to persuade followers to pursue goals almost unquestioningly. Furthermore, Alvesson and Spicer (2010, p.64) maintain that some transformational leaders can be perceived as saint-like. Chio (2006, p.37) claims that frequently the positive aspects of charismatic leadership are emphasised and dysfunctional characteristics, such as the abuse of power, are often minimised. Chio (2006, p.36) reports that there can be very strong emotional bonds between a charismatic leader and their subordinates and in certain situations individuals may sacrifice themselves for the sake of the concourse to maintain harmonious relationships with others (Triandis, 1995, cited in Chio, 2006, p.36). Thus charismatic leaders can use their influence malignantly for example, t here have been reports of charismatic leaders of religious sects who are able to persuade followers to commit mass suicide. The CIPD (2008, p.8) also report on the dark-side of charisma and suggest that although some leaders may superficially appear charismatic they hide undesirable characteristics such as dishonesty and greed. By the time such characteristics are discovered the organisation and employees may have suffered irreparable harm. Research undertaken by Collins (2001, cited in CIPD, 2008, p.8) investigated common characteristics in US companies quoted on the Stock Exchange whose performance was outstanding. The findings indicated that common characteristics included an wet belief in their company and also a deep personal humility. These CEOs were not at all charismatic and appeared to be quite unassuming. Collins also noted that failing companies had a CEO with a gargantuan ego causing the company to fail (Collins 2001, cited in CIPD, 2008, p.8). Interpersonal Characteri stics of Leaders.Characteristics of Authentic Leaders As discussed in the previous sections there have been concerns regarding unscrupulous leaders for example, although they may appear to be charismatic they may in fact have exploitative motives (Bass and Riggio, 2008, p.5). Consequently there is a desire for leaders who are genuine and authentic (Bass and Riggio, 2008, p.xii). There appears to be some parallels between authentic leaders and servant leaders although currently there is limited research in this area according to Northouse (2013, p.235). Servant leadership focuses on the empathic characteristics of a leader towards subordinates and nurturing each employees talents and potential which is beneficial for the organisation (Northouse, 2013, p.233). Servant leadership proposes that leaders want to serve others and emphasises the altruistic characteristics of leaders who are focused on the needs of their subordinates (Greenleaf, 1977, cited in Northouse, 2013, p.219). The ch aracteristic of the servant leader are numerous and the underlying principles involve the way in which the leader treats subordinates in terms of honesty and treating them fairly. A successful relationship between the servant leader and followers is a two-way process and followers must be accepting of the principles of empowerment and the opportunity to grow. A characteristic of leaders which sees to be related to good leadership is emotional intelligence. Goleman (1998, p.317) defines emotional intelligence as the capacity for recognising our own feelings and those of others, for motivating ourselves and for managing emotions in ourselves and in our relationships. Emotional intelligence involves five key factors self-awareness, self-regulation, motivation, empathy and mixer skills (Goleman, 1998, p.9). It is argued that emotional intelligence is of benefit to leaders as it contributes to an awareness of their own emotions and how to regulate them as well as recognising emotions in others and having the social skills necessary to deal with other peoples emotions (Goleman, Boyatzis and McKee, 2001, n/p). Guirdham (2002, p.545) suggests that there are certain qualities that followers look for in leaders and that a leader does not automatically gain the respect from subordinates. However, such qualities vary with different situations and the type of subordinates who are expected to follow. Gaining acceptance as a leader is also more difficult where there is prejudice concerning gender, race and ethnic group, and disability. Guirdham (2002, p.545) states that in general to be accepted by subordinates the characteristics of the leader need to include knowledge, competence, status, identification with the group, motivation, being proactive in promoting the groups goals and good communication skills. As Sir John Harvey says- You only get a company going where you want it to by leadership by example and by honest and endless communication (cited in Mullins 2008, p.261). Communication appears to be a very important characteristic of a good leader together with interpersonal relationships which is also related to emotional intelligence as discussed previously. It has been found that directive, coherent and positive communication is an effective style for leaders (Guirdham, 2002, p.550). However, other characteristics are also necessary such as trust, the way in which leaders try to persuade or influence followers and the way in which subordinates are encouraged to move in decision making. Conclusion It can be seen from the evidence presented that identifying the characteristics of a good manager is a complex task as there are many different traits or personality characteristics involved. to boot characteristics cannot be identified in isolation and the situation or context must also be considered. Early research, for example trait theories, focused on the leader and did not consider the role or characteristics of the subordinates. This woul d appear to be relevant in contemporary society as employees are more empowered than they were in the past and are therefore less likely to blindly follow a leader. Transformational and charismatic theories of leadership identify many positive qualities in leaders however, there is the issue identified by many researchers of deceitful leaders who can cause a company to collapse as in the case of Enron and other similar examples. The characteristics of a leader need to be genuine and authentic and the supposititious perspective of servant leadership emphasises the caring aspect of leaders towards their followers. Typically servant leaders are altruistic and are concerned about the well-being of others. There are a number of characteristics which appear to be more important than others although it is difficult to isolate only a few. However, one characteristic that does seem to be high on the list for good leaders is good communication and interpersonal skills (Guirdham, 2002, p.550 ). References Alvesson, M. and Spicer, A. (2010). Metaphors we Lead by Understanding Leadership in the Real World. London Routledge. Bass, B.M., Avolio, B.J., Jung, D.I. and Berson, Y. (2003). Predicting unit performance by assessing Transformational and Transactional leadership, daybook of Applied psychological science, 88 ,207-218. Bass, B.M. and Bass, R. (2008). 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