Topics: Leadership, Management, Fiedler contingency model Pages: 6 (1884 words) Published: August 11, 2010
There are some concepts about leadership in the world, some people think leaders are born, and some people believe that leaders are made. If employees believe that leaders are born and not made, it may be demoralising. Some people may have the inherent qualities to become leaders, but they may not have developed their leadership because nobody else has ever noticed potential leadership qualities in them. Leaders move out of comfort zones. When one reflects on whether leaders are born or made, it is important to define what a leader is as well as to distinguish between a leader in management and a leader in another field of expertise. “Leadership and management are two distinctive yet complementary systems of action.”(Story Cover, 1993). Because “management power comes from organizational structure, it promotes stability, order and problem solving within the structure. Leadership power, on the other hand, comes form personal sources that are not as invested in the organization, such as personal interests, goals and values. Leadership power promotes vision, creativity and change in the organization” (Samson and Daft, 2005). Management centres on handling complexity and Leadership are to face the new challenges (Story, 1993). For example, in peacetime, an army can train very well under good management, but there is no one who can manage people into battle, the soldiers of course will led by leaders (Story, 1993). “Management is a skill that can be learned, Leadership is a calling”(Shea, cited in Story, 1993, p.34). Shea acknowledges, “Some leadership qualities can be learned, but only if the 'raw material' exists” (Shea, cited in Story, 1993, p.34). Therefore when good leaders are provided with ample management skills, then they can get their goals, good leaders will be able to communicate their goals to employees in such an effective way that the employees will be able to identify with the goals and will strive to achieve it. “According to Shea, a good manager may be able to keep even an inefficient organization running relatively smoothly. But a good leader can transform a demoralized organization”(Shea, cited in Story, 1993, p.34). Consequently, good leadership ability will become an increasingly important quality in the future.

A good leader has an impact on the employees and the future of the company. And some times leaders have to face some tough situations. A new leader may for example have to dismantle bureaucratic old rules in a company that already existed for more “150 years” (Osborne, 2006, cited in Warwick, p.15). Since such a leader is totally new in the company, people would not want to listen to him, even though he would have to implement more effective procedures for the company. They would feel that he lacks legitimacy, and they actually know the company better than him. This is a common problem that a new leader may face, who still needs to prove his legitimacy. To overcome this obstacle, a leader needs “strong communication” (Warwick, 2006). Furthermore a leader may not be seen as legitimate because “employees know more about technical details” (Samson and Daft, 2005, p.430). To overcome this problem an effective leader could empower employees (Osborne, 2006, cited in Warwick, 2006, p.15; Samson and Daft, 2005). A good leader must be able to communicate his ideas, so that employees will respect his ideas. If a leader succeeds in communicating responsibility, motivation, and vision to people under him, new leaders are born when they are empowered. Good leaders are not supervisors; instead they delegate responsibility to employees (Warwick, 2006). This is also called “legitimate power” which stems from a formal management position in an organization and the authority granted to it” (Samson and Daft, 2005). “Leadership is not rank or status. The military has rules and regulations, paper and procedures. The officers have rank, status and power. But does this necessarily make them leaders? No! Leadership...
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