Leadership Perspectives and Theories

attractions Perspectives and TheoriesDiscussion ab step to the fore two essenti aloney different statuss toward put outinghiphip festering Leaders argon innate(p)(p) and Leadership skills tail be genuine.Leadership is seen as an important comp singlent of any organisations structure because at all levels in an organisation in that location list to be positions of authority. In every organisation in that respect will be spate nether the control of people with spiriteder(prenominal) job titles and status, for example, employees under the power of team drawing card, i.e., precisely stating subordinates under the control of super ordinates (Finchman, R. et al, 2003).though there is a wide range of definitions of attracters, it after part be mainly be defined as the ability to motivate and influence separate people to perform tasks and achieve objectives which otherwise they wouldnt be willing to do. Moreover, star depends upon the context in which it occurs alo ng with an understanding of the call for and opinions of its followers. further, still there has been a smoke of argument and debate concerning the difference between attention and lead. It is true that differences between the two scathe arse be st epoch neatly on paper, moreover still it is draw outed that the distinctions between the two atomic number 18 vague, with the two qualities usually overlapping each other in calling context. This is because it is believed that every take awayr is bound to possess leading qualities to be cap suit equal to work rough-and-readyly towards the success of an organisation.As literature states, there chip in been different perspectives relating to drawing cardship development. They basically be the Trait Approaches, Behavioural Approaches, hap theories and the Transformational theories of drawing cardshiphip. The trait theory believes that leading ar born and possess doned(p) some bingleality traits beforehand which at long last lead them to take on a powerful dominant position. Behavioural approaches get wind for certain i argue behavioural patterns in the leaders and contingency theories state that there is no one(a) idealistic leadership smell and that leaders should modify their qualities and skills check to the situational demands as well as relating to the cultural and organisational context of the organisation. in conclusion, the transformational theories introduce the emergence of the refreshed leader with qualities much(prenominal) as cosmos conjuror, ambitional and participative along with advance miscellanea.According to theories and researches conducted, it is pointed out that a true(p) leader would be the one who understands himself, his fellow and congregation members with whom he interacts and the company along with the broader social surround in which he works to be able to choose wisely his skills. Also, he is able to be remove appropriately in cartridge clips of p erceptions that atomic number 18 very signifi send wordtly relevant to his behaviour, i.e., to be able to direct when called for trouble and to be able to provide freedom when there is requirement of participative freedom. They be believed to establish direction and ar expected to encour date people to ejaculate into their strategies and plans. Also, there argon some leadership skills which atomic number 18 considered indispensable. These generally embroil an ability to have an perception and judgement, the intelligence featureor, motivation, assertiveness, risk- taking ability, smart exuberant to analyse situations and take actions, relevant chouseledge and many more.Now, here we atomic number 18 concerned with the two fundamentally different perspectives of whether Leaders are born or Leadership skills provoke be developed towards the development of leadership qualities and their respective implications on the development of precaution in an organisation. However, cho osing one perspective flowerpot sometimes be difficult. This is due to particular that leadership universeness such a subjective topic, it is impossible to believe in a single perspective. Both the perspectives are right to an completion of their have got.It is indeed a true fact that there are born Leaders. Moreover, the old age saying that Leaders are born and non made veritable(a) gets stronger by looking at all the examples of great and historic leaders, same(p) Hitler, Mother Teresa, etc. These leaders gained their status and respect because of their strong someonealities or some in-born attri justes which are difficult to come done training and development. It is an sturdy charisma in some people which ultimately makes them World leaders and the followers look up to them. And these certain qualities looked in a leader are generally the ones that are the in-grown traits of ones personality, for instance the ability to have an intuition and vision, motivation factor and the natural intelligence. These are all characteristics which differ from person to person. Also, by birth certain kind of genius is already infix in a few people because of which they stand apart and go on to the path of becoming a leader. For example A person who is an sightly basketball player will never be able to achieve the skills which Michael Jordan excels at in spite of getting the best training, pose in all his efforts and practising to the fullest. Though, his skills would improve notwithstanding never to that extent. And hence, we see that the ideal of born leaders is existent. But then to what extent send word this be seen to be true? Should we believe that the skills by birth are however the skills to be possessed to become leaders, i.e., there foundation be no self-development for a person lacking the so called necessary skills to become a leader.Here comes a nonepricey point that, by just being born with talent, it isnt necessary that one becomes a lead er. Unless and until one works on the pursuit of perfection and improvement, he/she will not be able to able to become a Leader. In fact, all the great leaders who reached their status today did so due to their hard work and perchance went done some sort of discipline process. It was necessary for them in addition to sharpen and develop their skills and learn from their predecessors. For example It was seen that President John.F.Kennedy though made a great leader, maybe for some people, due to his charm persona but the fact was that he also had some culture from London school of Economics and he also undertook a Leadership training chopine in the military services during World War II.Moreover, there is a problem associated with identifying what kinds of leadership skills are apt. When it comes to choosing Leadership positions in organisations, the organisations generally look out for expertise, work experience and the respective seniority levels. They look for people with s trong or magnetised personalities, who are commanding and bear manage other people well by mesmerizing them with their stage presence. However, these are usually wrong indicators of choosing great leaders. This is seen from the fact that even the extraordinary organisations having the to the highest ground level intelligent, experiences and insightful board of directors have made the errors of choosing the wrong leaders. In California, when there was a rapid- channelize in the technology sector due to the growth of net IPOs, HP realised that they needed a leadership change with a leader with a freshly impudently strain perspective to servicing control its languishing stock prices and stalling growth. For this they hired a leader who had win quite a lot of business titles and had had an impressing background. But, in the hands of the new leader, the company suffered its first loss, lost many jobs and saw a settle in their stock prices. But, contrastingly, in the hands of the former down-to-earth CEO, HPs yearly sales increased. This sho bind that leadership plays an important role in the success or failure of an organisation, yet still many companies do not have telling Leadership cultivation programmes in place and they indulge and beautify in it unaccompanied in terms of emergencies.A research conducted by the Institute of Leadership Management showed that a significant proportion of business leaders today must owe the credit to the gaining of their leadership skills from experiences learnt outside(a) the school, as 12 percent left school before the age of 16 and only one-third of them (31 percent) had a University degree on departure full time education. These statistics, therefore, state that in order to achieve success, faculty member qualifications might not be a pre-requisite and leadership skills can be developed through coaching and formal training also with an effective development programme in place. Sam Walton, founder of Wal-Mart, s howed traits of becoming a future leader from childhood. But since he didnt have an academic degree he was not seen to be fit for the description of a incorrupt leader. When he joined JC Penny as a management trainee, he always worked hard but then his paperwork wasnt up to the mark because of which his headman always told him that he wasnt fit for retail industry. At last, he resigned, not to sit back but to open his own firm which gave controversy to JC Penny and surpassed it in retail dominance. This example suggests that in spite of not having academic qualification, Sam Walton would have been a great leader for JC Penny, if it had an effective system to tap the leadership potential in him.Hence, the above points suggest that leadership skills can definitely be developed not only through leadership training development programmes but also from real-life learning experiences arising on the job front. Hence, the perspective Leadership skills can be developed holds more importan ce than the perspective Leaders were born.However, no amount of principle can ever fully help a person to kat once well-nigh leadership. Leadership is a phenomenon which can always be learnt through practical application. Leadership skills can be developed by ceremonial other leaders, i.e., role models and emulating their behaviour. Leaders also kick upstairs their skills by realising the fact that one can never get stuck in a situation. yet if one fails in a task, one needs to use that lesson to enhance his transaction in future. This shows that the only failure they see is the failure to not learn from a mistake. They also improve by using the feedback from their supervisors, peers and junior-grade colleagues to get better results. Moreover they learn by trying out new things and then review their performance critically. The best thing about the development of leadership skills and not assuming the notion of born leaders is that, leadership training helps to bring out certai n behavioural grammatical constructions comparable character, passion and vision in people not having them and builds them to develop skills which can be utilize in future for becoming effective leaders.Furthermore, according to an article written by James Brava, teaching leadership skills to front-line motorcoachs through the support of the organisation as well as senior leaders can help lead to an improvement in an organisations flexibility to change and productivity. This is due to the fact that if front-line omnibuss become leaders they can make decisions, can then use their own judgement and implement improvement. These techniques will serve in increasing employee engagement and employee motivation and thereby have a positive impact on management development in terms of an organisations performance level.A contrary point to note here is that, certain leadership skills even though believed to be associated with a persons character only, can still be developed among people to a great extent and affect the development of management of an organisation in a worth notable point. This meat that if a person does not have skills to lead, he should not fall for the development of non-leadership formulations as there are a number of places to demonstrate ones leadership abilities.There are a lot many number of qualities looked in a person to become a leader which have already been mentioned relating to ability, motivation and sociability. But, the recent developments in the depicted object of leadership show that it is not the just the old-age qualities of authority and intelligence that are enough to become a leader. No doubt, Intelligence is needed but rather than IQ and relevant knowledge, emotional intelligence is the pre-requisite to become a great leader. Emotional intelligence is the key factor which distinguishes star-leaders form the average leaders. Here we see a number of leadership skills that can be developed and how it might affect the develop ment and learning of skills by theatre directors for their own good as well as for their organisations.Emotional intelligence, a quality associated with leadership can definitely be learned, but it requires time and commitment. Hence, it is not believed that a person should have this trait by birth. Although, sometimes genetics do not play an important part in this as our parents qualities of empathy can be imbibed into us by birth. Self awareness is an aspect of emotional intelligence which tends to work for the organisation resulting in increasing its and its employees performance by being aware of the fact that how their feelings will affect themselves as well as of their colleagues.Also, motivation is an indispensable virtual quality of leadership which aims at achieving for the sake of achieving and not for external rewards. Even though, this can be seen as a personality trait to be associated with the concept of born leaders, still it can be developed with course while learn ing in an organisation when one introspects about his passion for work, doesnt get discomfited with failures and has an urge for commitment towards his organisation. Therefore, it isnt difficult to see the outcomes of motivation for organisational management development. This can be seen from the fact that people with such qualities can always lead to the building of a team with managers sharing the same qualities. Also, as one sets a high performance bar for oneself, so will he for his employing organisation confidential information to the latters success.Born or classic leaders are often seen as the ones having fiery temperaments because their outbursts are often associated with their respective mood marks of charisma and power. And hence self-regulation is generally not seen as a good trait of leaders. But self-regulation is a quality which is necessary to be developed among leaders because it leads to the man of a fair and trusted environment reducing politics and infightin g and hence an increase in productivity. More so, it has a positive effect on managing development as employees want to be level-headed instead of hot-heads considering their leaders being calm and less moody. As a consequence, talent flocks to the organisation. In terms of environment changes, management development needs arise which can be taken care of effectively if managers are in control of their emotions. This is because in such a scenario they do not panic and tend to accept the challenges in a positive way.Empathy is other quality which is rarely seen to exist in the concept of leaders are born. This is because according to this concept, they usually have attributes which are seen as being grand and exploitive. And hence, the perspective regarding born leaders might seem to fail here. Empathy or consideration skill is strongly recommended as a component of leadership due to it being effective while dealing with teams, diversification in organisations and for retaining tal ent in todays competitive market-world. It is usually developed while working in a team where there can be a mismatch and misunderstanding among the viewpoints of the members. This helps leaders develop their skills of understanding and recognising the emotional writing of the team leading to collaboration among employees which can ultimately lead to higher job market for the organisation. Also, in order to keep good talent within their organisation coaching and mentoring is necessary for which empathy skills are needed. Therefore, a leader having these skills will effectively provide good coaching which leads to an increase in job performance along with job satisfaction and less scrape rate.Another fact which proves that Leadership skills can be developed can be seen during situations when a persons leadership skills might come under a test. This can seem to happen in terms of a crisis as was in the case of Intel Israel. During the First Gulf War when Iraq was resorting to its S cub missile attacks, the accomplishment of the Intels firm unit in Israel was at stake because the civil refutal directive had ordered organisational units to close down ensuring safety. But Dov Frohman continued the expression operations as he was concerned about the companys survival and success as he considered that a core aspect of leadership. Also, according to his depression during such situations there are three major points a leader should develop focus on the survival of the organisation in the long giving it the highest priority, going against what everyone says and expects to do and finally trusting ones instinct. As a result of undermentioned these qualities, commitments to Intel were met for the future of Israels high tech economy as well as for Intel Israel, because of which it today is the headquarters for the companys global RD and product development in wireless technology as well as a major centre for chip fabrication (Harvard transaction Review, December 2 006). Also, following these three rules not only help deal with the situation competently but also thinks about the organisations success which is the basic rule of leadership and management development. Moreover, this can be seen as a time for managers to be able to learn and develop skills not only for their own good but even for their organisation.In all organisations it is seen that management generally means conducting, controlling, directing and linking. But an article by Henry Mintzberg who has studied a lot of managers and management in a symphony orchestra, states that Covert Leadership, an aspect which can seem to develop might be better than overtly display of leadership. This is because in todays world knowledge and trained workers respond to inspiration and not supervision because they know what to do. According to him, management in a symphony orchestra can be seen as a good deal of what managing in todays world is all about. The article throws light on the fact that though the conductor manages all its musicians, but he does so in a covert way be it controlling, directing or growth culture. It showed that what is generally seen as conventional leading is seen as operations doing in the context of an orchestra because the conductor got involved directly and personally in all the tasks getting done. Also it was seen that extreme supervision isnt necessary today and that the coordination can occur independently, but however certain amount of power is necessary. finally it is noted that though the conductor managed all the inside operations, he was also concerned with the external networking for his orchestra. Hence, a positive outcome of covert leadership on management development is that it not only satisfies employees but in the end it also tends to give a feeling of satisfaction to the leader. And if managers accept this trait of leadership and follow all the six qualities of internal controlling, leading and doing along with external communi cation, linking and dealing, they can raise the organisation to a high level.Furthermore, it is evident that in todays modern world every manager or leader is faced with the dilemma of being torn between which leadership flare to use and when participatory or authoritative. According to the earlier times, leaders were just seen as ones possessing the required intelligence, vision and the ability to empower others. But todays scenario sees the fact that leadership skills tend to be developed and be used according to the demand of the situation. A continuum developed by Tannenbaum and Schmidt concerning the authoritative versus democratic choice of leadership style, shows that any one of these extremes (either emphasis on manager or on the subordinate centred behaviour) isnt apt and that there are a range of behaviours which are best to use when necessary. The decision of what leadership style to use is highly influenced by factors which concern managers behaviour, non-managers or subordinates behaviours and the situational aspects. If a manager understands his personality traits effectively, he is likely to know clearly which style to use. The situational factors such as organisation type (might approve certain behaviours and not others), group effectiveness (how well people coordinate together to resolve issues), constitution of problem (depends on whether subordinates have relevant knowledge about the problem) and time constraints (depends upon the criticalness of the situation) also affect the way a manager thinks in decision-making situation). Similarly, a clear understanding about the employees behaviour and their expectations or demands from him, can help him decide to be permissive or coercive. This can ultimately lead to the development of good and flexible communicative relationships among organisation members leading to the creation of good work teams, i.e. the development of management which ultimately can affect an organisations success rate. Th erefore, whatever is the case, the implications would always be in the favour of the organisation with the manager being flexible and insightful so as not to face the issue of leadership dilemma.Finally, in the end wed like to discuss two main important points. Firstly, how companies can pull in leadership development programmes in order to tap the talent of people showing the capabilities of becoming future leaders. In regard to this, companies ought to create a development profile needed for identifying strong leader including qualities they think should be suitable for their particular company or the industry. On completion of the creation of profile, the company can use a number of effective sound judgment tools like psychometric tests, employee surveys, feedback reviews etc. to identify these characteristics in their employees.Secondly, we need to discuss critically as to what we need whether it is the image of a heroic leader with a vision, inspiration and charisma or the image of a manager who can organise, plan and control issues in an organisation. In the beginning, it was mentioned that there are differences between management and leadership but they usually overlap. However, arguably it is seen that now there has been a widening gap between managers and leaders. According to studies in the twenty-first century, it was seen that a new perspective of transformational leaders came into being. These transformational super leaders had all the characteristics which were suitable during a hostile and a rapidly changing environment. This new leader had the ability to create visions of what can happen in future and was able to communicate them. These traits indicated the difference between management and leadership according to some writers. But a more recent understand of leadership trends stated that such views could be dangerous and that what is more importantly required is the capabilities of change management. According to a lot of writers the co ncept of visionary leaders is not good as they can destabilize the organisation. For instance, in the opinion of Jim Collins, leaders who are seen to be world class are generally not effective, and it is the senior ordinary managers or executive which very handle work well by combining both obscureness and persistence. Moreover, it is believed that the efforts of these middle managers should be appreciated because in spite of them not being top managers they still are implemental in starting and aiming change. Finally these repercussions against the concept of new leaders, leads back to the argument between the distinction of management and leadership suggesting that now leadership destabilises while management drives change.To sum it all, it can be said that though leadership skills are developed but still in-born traits are sometimes necessary and that in reality organisational change occurs due to the help of competent managers and not because of the concept of leaders possessi ng charismatic visionaries and personalities. (3898 words excluding references)Works CitedBrava, J., (n.d.) Are Frontline Leadership Skills Instinctive or Learnt?. obtainable http//ezinearticles.com/?Are-Frontline-Leadership-Skills-Instinctive-Or-Learnt?id=3231942. polish accessed January, 2010.Britains Bosses Learn to Lead at an Early Age. (n.d.). uncommitted http//www.i-l-m.com/research-and-comment/1449.aspx. Last accessed January, 2010.Buchanan, D., Huczynski, A. (2004). Organizational Behaviour An Introductory Text, 5th Edition, London FT scholar Hall.Donaldson, D., (n.d.) Can Leadership Training Make Great Leaders?. Available http//www.articlesnatch.com/Article/Can-Leadership-Training-Make-Great-Leaders-/509240. Last accessed January, 2010.Finchman, R., Rhodes, P. (2003). Principles of Organizational Behaviour, 3rd Edition, Oxford University Press.Frohman, D. (2006). Leadership Under Fire, Harvard note Review, Vol. 84, No. 12, pp. 124-131.Goleman, D. (1998). What makes a leader?, Harvard Business Review, Vol. 76, No. 6, pp. 93-102.Hurst, R. (September 10th, 2007). Is a leader born or made?. Available http//leadershiptrainingdevelopment.com/is-a-leader-born-or-made. Last accessed January, 2010.Leadership Development Are Leaders Born or Made?. (n.d.). Available http//www.impactfactory.com/logic gate/registered/leadership_skills_training_development/registeredgate_1619-9103-73572.html. Last accessed January, 2010.MacDoanld, D. (December 8th, 2009), Why is it so hard for companies to find great leaders?. Available http//learnthis.ca/2009/12/the-problem-with-leadership/. Last accessed January, 2010.Mintzberg, H. (1998). Covert Leadership Notes on Managing Professionals, Harvard Business Review, Vol. 76, No. 6, pp. 140-147.Tannenbaum, R. and Schmidt, W. (1973). How to Choose a Leadership Pattern, Harvard Business Review , 51(3), 162-180.