Leadership and Behaviour Styles
MANAGEMENT and LEADERSHIP BEHAVIOURS
Introduction Leadership can be defined as a process by which one individual influences others toward the attainment of a group or organizational goals. There are three points about the definition of leadership that should be emphasized.
First, leadership is a social influence process. Leadership cannot exist without a leader and one or more followers.
Second, leadership elicits voluntary action on the part of the followers. The voluntary nature of compliance separates leadership from other types of influence based on formal authority.
Finally, leadership results in followers ' behaviour that is purposeful and goal-directed in some sort of organized setting. Many, although not all, studies of leadership focus on the nature of leadership in the workplace.
Leadership is probably the most frequently studied topic in the organizational sciences. Thousands of leadership studies have been published and thousands of pages on leadership have been written in academic books and journals, business-oriented publications, and general-interest publications.
Despite this, the precise nature of leadership and its relationship to key criterion variables such as subordinate satisfaction, commitment, and performance is still uncertain, to the point where Fred Luthans, in his book Organizational Behaviuor (2005), said that "it [leadership] does remain pretty much of a 'black box ' or unexplainable concept."
Leadership should be distinguished from management. Management involves planning, organizing, staffing, directing, and controlling, and a manager is someone who performs these functions. A manager has formal authority by virtue of its position or office. Leadership, by contrast, primarily deals with influence. A manager may or may not be an effective leader. A leader 's ability to influence others may be based on a variety of factors other than his or her formal authority or position.
LEADERSHIP
Introduction Leadership can be defined as a process by which one individual influences others toward the attainment of a group or organizational goals. There are three points about the definition of leadership that should be emphasized.
First, leadership is a social influence process. Leadership cannot exist without a leader and one or more followers.
Second, leadership elicits voluntary action on the part of the followers. The voluntary nature of compliance separates leadership from other types of influence based on formal authority.
Finally, leadership results in followers ' behaviour that is purposeful and goal-directed in some sort of organized setting. Many, although not all, studies of leadership focus on the nature of leadership in the workplace.
Leadership is probably the most frequently studied topic in the organizational sciences. Thousands of leadership studies have been published and thousands of pages on leadership have been written in academic books and journals, business-oriented publications, and general-interest publications.
Despite this, the precise nature of leadership and its relationship to key criterion variables such as subordinate satisfaction, commitment, and performance is still uncertain, to the point where Fred Luthans, in his book Organizational Behaviuor (2005), said that "it [leadership] does remain pretty much of a 'black box ' or unexplainable concept."
Leadership should be distinguished from management. Management involves planning, organizing, staffing, directing, and controlling, and a manager is someone who performs these functions. A manager has formal authority by virtue of its position or office. Leadership, by contrast, primarily deals with influence. A manager may or may not be an effective leader. A leader 's ability to influence others may be based on a variety of factors other than his or her formal authority or position.
LEADERSHIP
References: 2. Yuki, Gary “Leadership in Organization” (Englewood Cliffs,NJ Prentice Hall, 1994) 3. http://en.wikipedia.org/wiki/Situational_leadership_theory 6. Robbins, Stephen P. “Management” (6th Edition, Pearson Education Asia Pte. Ltd., 2001) 7. Hogan, Robert et 8. Rapaport, Richard ”To build a winning team: An interview with Head Coach Bill Wash” (Harvard Business Review, Jan-Feb 1993) 9. Conger, Jay “Leadership” (Fortune, Jan 1996) 10. Brady, Kathleen “The Power of Positive Stress” (Working Women, July 1987) 11. Baker, Molly “USF&G Turning 100” (The Wall Street Journal, Mar.24, 1995) 12. Andres, Tomas D. “Management by Filipino Value” (New Day Publishers 1985) 13. Franco, Ernesto A