Theories of a Leader

This audition will nestle types of motive much(prenominal) as to hold and make for opposites, to either reward or penalise, to confirm by role of an organization, and to order with a draw such(prenominal)(prenominal) as rock or film temperament. This render will c all over half dozen categories of queen and these interlink with each other and brings a better focus on theories of power. The functions of leading be numerous and varied, depending upon the basic occupation with a convocation must continue with, and the type of leadinghip style in action, which is dependent on the attracters notwithstandingt of power.Power, in the case of drawship, is divided into hexad categories, however, each base be linked with a nonher, as they argon inter-related. Expert and Informational power ar concerned with skills, know conductge and information, of which the holders of such abilities, are able to utilize, to find others ie technicians and computer some championn el. Reward and Coercive power, resist from the previously menti whizd, as they involve the ability to either reward or punish souls being influenced, in order to illuminate compliance.Legitimate power, is power which has been confirmed by the very role structure of the host or organization itself, and is go fored by each as correct and without dispute, such as in the case of the arm forces or the police force. Referent power, on the other hand, involves those being influenced, identifying with the drawing card, ie. rock or film personalities using their image to compute the political arena. Most loss attractions nock use of a combination of these six types of power, depending on the attractionship style used. dictatorial attractions, for example, use a mixture of legitimate, positive and reward powers, to dictate the policies, plans and activities of a meeting. In comparison, a democratic or participative leader would use mainly referent power, involving all member s of the assort in the decision-making process. In my question I bring forth found that by the use of meta-analysis endangers an barbel beyond the ordinary focus of theories of leadinghip. unless within the primordial study of the term guess, I look for this article to expand this essay in more detail. According to Hunter and Hirsh (1987), intimately discoveries and advances in cumulative knowledge are no longer being do by those who conduct primary research studies, provided by those who use meta-analysis to uncover the latent supposeing of existent literature. In addition, meta-analysis provides the empirical building blocks for theory since results derived from such analyses indicate what aims to be explained by theory.Although meta-analysis has been criticized for not directly generating theory (Guzzo, capital of Mississippi &mKatzell, 1987), the results of meta-analyses are indispensable for theory construction, retentivity in mind that theory festering is a creative process pellucid from cumulating results across studies. Nevertheless, on that point is no priming that meta-analysis cannot deal with theory and explanation as rise as with description. In fact, efforts sponsored by the Russell Sage Foundations meta-analysis project are intentional to move meta-analytic techniques beyond the descriptive into the theory development domain (Russell Sage Foundation, 1991). leading itself, has been accompanied throughout time, by many theories, all claiming to answer the question, Are leaders natural or made? Those who accept the verdict, that leaders are natural and not made, maintain, that there are certain unlearned qualities such as initiative, courage, intelligence and humour, which birthday suit pre-destine a man to be a leader the essential pattern is attached at birth (Adler, 1991, p. 4)Two leadership theories which concentrate on this point, are the swell man/ immense woman and theTrait theories. The great man/great wom an theory, whence to W dec statementsman, involves its accessorys believing that major events, both nationally and internationally, are influenced by those persons in power. A sudden act by a great man could, check to this theory, change the fate of the nation (Wrightsman, 1977, p. 638) The property theory expands further on this conjecture, by concentrating on the personal indications of the leader.The theory, which until the mid-1940s formed the al-Qaida of most leadership research, cited characteristics believed to be characteristic of leaders, the list of which grew in length over the years, to include all manner of physical, personality and cognitive factors, including height, intelligence and communication skills. heretofore, few traits emerged to conclusively variousiate leaders from non-leaders. The traits an respective(prenominal) has whitethorn, increase the probability that a person will call on a leader, though whether such leadership is guaranteed, is uncertain .Nevertheless, it can be seen to be true that some mass are more likely than others to need leadership positions. The research on trait theories of leadership has sh knowledge that many other factors are important in determining leader success, and that not everyone who possesses these traits will be a leader (Adler, 1991, p. 267) As interest in the trait onslaught to leadership declined, researchers cogitate their attention on the leaders actions rather than their attributes, which led to the emergence of the behaviourist theories.The most widely publicized exponent of this uprise was Robert Blake and Jane Moutons managerial Grid, which attempted to explain that there was one best style of leadership, by confused combinations of two factors regarding a concern for performance and people. Due to the disillusionment with the fore-mentioned trait theory, the situational approach suggested that the traits choosed of a leader differed, agree to varying situations.The situation al approach, which predominated in the 1950s, held that whether a precondition person became a leader of a group, had nothing to do with his/her personality, but had everything to do with such factors as the flow of events and parcel surrounding a group. To put it simply, the leader was a person who was in the right place at the right time. quite a than a great man make a great event to happen, the situational approach claims that great events are the product of diachronic forces that are gong to happen hether special(prenominal) leaders are present or not (Adair, 1984, p. 8)Unfortunately, this theory still didnt answer, wherefore one member of a group emerged as the leader, rather than another, or why one particular leader proved to be a better leader in some situations than another. The emergence of a related theory, the interactionist approach, attempted to explain the existing anomalies. The interactionist theory proposed that both the characteristics of the individual, and the situation in which the group found itself, accounted for whom would become the leader.Resulting from this theory, was the glance that leaders are both born and made, due to the leader requiring certain abilities and skill, but as the situation and the needs of the group changed, so to the person acceptable as leader changed. Developing such abilities and skills requires no position of authority but does require commitment to self, commitment to the organization and its employees, action, and thoughtful, on-going self-assessment. much(prenominal) a program of personal development, ideally begun as a part of the schematic education process, can assist significantly in learning how to influence others, up, down, and across the organization.Thus, one can learn how to become what Cohen (1990) has called an uncrowned leader, a person who exerts influence over others but lacks positional authority. It takes many hours of research to provide a knock-down(prenominal) research p aper however this essay touches simply the surface. The functions of a Leader are many and varied. Its hard to say the one theory is better than the other because as my research shows, it takes more than one approach to accomplish a task with boilersuit proficiency. From upper management to the first line supervisor, each situation, each environment, and each group of people requires a different approach.In some circumstances a leader is con rampred to be a leader only if he/she knows the organizational structure well and knows how to execute a plan. By reviewing the theories of the previously mentioned theories, the term leader doesnt necessarily mean he/she is a leader. thence a leader can have more than one meaning and the theories of leadership may need to be more refined. However this essay focuses more on the bar process of identification of a leader and the theories that identify such. If a leader is trainable to hear that different approaches are needed for different sit uations, then a leader can succeed.However if a born leader hasnt had the exposure to an ordinate of situations, then he/she will not be effective. It stands to cogitate regarding a leader is born is that a leader may be born but if that person isnt exposed to an array to various situations and factors, then that born leader will become a failure. However I agree a leader may be born and a follower is a follower but a follower can influence other followers especially if that person has charisma such as wiser experience, civilized education, and mature personality.So a leader may be born but a follower by my own experience Ive seen followers who are leaders and assist leaders to perform their best. Therefore sometimes a leader and follower can complement each other thus strengthening the environment and or situation. Therefore my own observations show that there are ranks of leaders and ranks of followers. Each side of the line can have leadership. Theories are many but now that w e have all these theories, it may appear that we need more research to better eff the leaders not recognized by the standard approach.