Analysing the different approaches to leadership

Analysing the different shape upes to leadershiphipLeadership is about influencing, motivating, and enabling other to abide toward the effectiveness and success of the organization of which they ar members. And the leaders apply various from of influence- from subtle persuasion to direct application of power- to ensure that followers have the motivation and role clarity to achieve specified goals. Leaders as well as arrange the add environment-such as all toldocating resources and altering communication patterns- so employees can achieve bodily objective more easily.Leadership isnt restricted to the executive suite. Anyone in the organization may be a leader in various manners and at various times. This view is variously get byn as shared leadership or the leaderful organization. Effective self-directed work teams, for example, consist of members who share leadership responsibilities or otherwise allocate this role to responsible coordinator.Behavioral approachIn the 1949 and 1950 leadership experts at several universities launched an intensive research investigation to answer the fountainhead what behaviors light upon leaders effective? Questionnaires were administered to subordinates, asking them to rate their supervisors on large number of behaviors. These studies distilled deuce clops of leadership behaviors from literally thousands of leadership behavior items.One cluster represented mickle-oriented behaviors. This included showing mutual trust and respect for subordinates, demonstrating a genuine concern for their needs, and having a desire to look out for their welfare. Leaders with a strong community-oriented entitle listen to employee suggestions, do individualised favors for employees, support their interests when required, and treat employees as equals, The other cluster represented a task- oriented leadership style and included behaviors that define and structure work roles Task-oriented leaders assign employees to specific tasks, clarify their work duties and procedures, ensure that they follow company rules, and push them to reach their writ of execution capacity. They establish stretch goals and challenge employees to push beyond those high standards. (Source pg.407 , McShane , Von Gilnow)Researchers hoped that the behavioral theories approach would not only provide more definitive answers about the spirit of leadership but, if successful would also have practical implications quite different from those of the trait approach. If trait research had been successful, it would have provided a basis for selecting the right people to assume formal leadership positions in organizations. In contrast, if behavioral studies turned up critical behavioral determinants of leadership.These theories began when the ideas of unique leader traits were questioned in the 1940s, It was considered that the qualities of leaders could be analyzed better by looking at their behavior or their behavioral style that causes others t o follow them.They concluded that in making an appropriate plectrum of how autocratic or democratic to be, a manager needed to consider three sets of issuesPersonal concerns- managers had to consider their own values, their inclinations towards leadership, and the level of confidence they had in their subordinates. repress concerns- mangers had to consider their subordinates-needs for responsibility and independence, their knowledge and interest of the problem, and the amount they desired to be involved in settlement problems.Concern for the situation- this included concern for the nature of the problem, the competence of the group in handing the problem, the time available and the type and history of the organization.They suggested a continuum of possible leadership behavior which is available to a manager, along which may be placed various styles of leadership. At one extreme, leadership was boss- high-and-mighty and at the other extreme, leadership was subordinate- democratic. The continuum, therefore, represents a range of action which relates to the degree of authority used by a manager and the area of freedom available to subordinates in arriving at decisions.Autocratic style draw a leader who typically tended to centralize authority, arrange work methods, make unilateral decisions, and limit employee intimacy.The democratic style described a leader who tended to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees.The laissez-faire style leader generally gave the group complete freedom to make decisions and complete the work in whatever way it sawing machine fit.(Source Pg.459-461. Robbins, Coulter)Contingency approachThe fortuity perspective of leadership is based on the idea that the most(prenominal) appropriate leadership style depends on the situation. Most contingency leadership theories assume that effective leaders mustiness be both insightful and flexible. They must be able to adapt their behaviors and style to the immediate situation, this isnt easy to do, and however, Leaders typically have a favourite(a) style. It takes considerable effort for leaders to find out when and how to alter their styles to control the situation. As we billd earlier, leaders must have high emotional intelligence so they can diagnose the circumstances and match their behaviors accordingly. (Source pg.408 , McShane , Von GilnowThe contingency approach seeks to apply to real life situations ideas drawn from various schools of management thought. Different problems and situations require different approaches and no one approach is universally applicable. Managers must seek to identify the approach that give serve them best in any given situation, so they can achieve their goal.It is important to note that the contingency approach stresses the need for management to examine the relationship between the internal and external environment of an organization.The systems approach to management emphasizes that relationships between various separate of an organization are interlocked. The contingency approach has emphasized this idea by focusing on the nature of such relationships (Source Pg.22-23. Appleby)Fred Fiedler developed the first comprehensive contingency model for leadership.Fiedler proposed that a unwrap factor in leadership success was an individuals basic leadership style. He further suggested that a persons style was one of 2 types task oriented or relationship oriented. To measure a leaders style, fielder developed the Least-Preferred Co-worker (LPC) questionnaire. This questionnaire contained 16 pairs of contrasting adjectives- for example. Pleasant -unpleasant, cold- warm, boring-interesting, and friendly- unfriendly. Respondents were asked to think of all the co-workers they had ever had and to describe that one person they last enjoyed working with by rating him or her on a s cale of 1 to 8 ( the described the positive out of the pair) for each of the 16 sets of adjectives. Fiedler believed that you could determine a persons basic leadership style on the basis of the responses to the LPC questionnaire. What were his descriptions of these styles? Fiedler believed that if the leader described the least preferred co-worker in relatively positive terms (in other words, a high LPC s fondness), indeed the respondent was primarily interested in good personal relations with co- workers. That is if you described the person that you least liked to work with in favorable terms, your style would be described as relationship oriented. In contrast, if you saw the least preferred co- worker in relatively unfavorable able terms (a low LPC score), you were primarily interested in productivity and sop upting the personal line of credit done, thus, your style would be labeled as task oriented. Fiedler did acknowledge that there was a small group of people who fell in be tween these two extremes and who did not have a cut-and -dried personality sketch. One other point we need to make is that fiddler assumed that a persons leadership style was eer the same (fixed) regardless of the situation. In other words, if you were a relationship-oriented leader, youd always be one, and the same if you were task oriented.Fiedlers research uncovered three contingency dimensions that defined the key situational factors for determining leader effectiveness, these wereLeader -member relations the degree of confidence, trust, and respect employees had for their leader, rated as either good or poorTask structure the degree to which logical argument assignments were for malized and procedurized, rated as either high or low.Position power the degree of influence a leader had over power- based activities such as hiring, firing, ensure promotions, and salary increases, rated as either strong or weak.(Source Pg.463-464. Robbins, Coulter)Four of the most important factor s influencing leadership stylesModern approaches to leadership encourage managers to be flexible and ask the appropriate leadership style, depending on circumstances.Most of the corporations have its own corporate culture, and for those MNC firms are normally follows the original culture from the home base. Its important to apply constitute culture by situational. Cultural difference does affect the leadership style and influences effectiveness. Indeed, quality leadership requires with an Individual field experience, personal appearance, and optimistic influences elements are the core competence of a successful leader.Autocratic approach is one of the traditional leadership styles. Manager retains high degree of authority and decision making, employee seem to work like a robot and work needs to be corresponding with another department. Autocratic approach is not advised to be apply when employees are being low moral, be tell apart fearful, resentful, or tense and employees are dep ending on their manager to make all decisions.Democratic approach tends to motivate employees with confidence in decision marking, and provides an open channel for employees to feedback and share work related ideas. It effectively produces high quality of work for the long-term goal. And it raises strong team spirit and motivates employees to exercise with fullest potential for a chance to be promoted.Laissez-faire leader allows almost total freedom to his subordinates. The leader leaves the subordinates to freely set objective and work procedures. and so the leader who practices this style of leadership tries to develop the skill and talents of workers.What is the leadership style in Toyota about?The leaders in Toyota Corporation have distinctive approach and philosophy that fits the Toyota way. Why does leaders role are important within the corporation?Leaders are the producers and directors of leading the cast in an organization.It is the fundamental way that Toyota views its w orld and does business. And the Toyota way is the special product of the people who created Toyota and its unique history. However, the Toyota is one of the most successful companies in the world.What is the 14 principle of the Toyota way?Toyota developed 14 Toyota principles there are 7 of them, which related to leadership influence style are as below1 Section Long-term philosophy formula Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.2 Section The right process get out produce the right results.Principle Create continuous process flow to bring problems to the surface.Principle Build a culture of stopping to fix problems, to get quality right the first time.Principle Standardized tasks are the foundation for continuous improvement andEmployee empowerment.Principle Use visual control so no problems are hidden.Principle Use only reliable, thoroughly tested technology that serves your people and processes.Section Add Value to the Organization by Developing your people and partnersPrinciple Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.Principle Develop exceptional people and teams who follow your companys philosophy.Section continuously solving root problems drives organizational learning.Principle Go and see for yourself to thoroughly understand the situation.What is Toyota Production system?The most visible product of Toyotas quest for excellence is its manufacturing philosophy, called the Toyota issue System(TPS). TPS is the next major evolution in efficient business processes after the mass production system incented by Henry Ford, and if has been documented, analyzed, and exported to companies across industries throughout the world. out-of-door of Toyota, TPS is often known as Lean or Lean production, since these were the terms made popular in two best-selling books, The machine that changed the world( Womack, Jones, Roos,1991)and Lean cerebratio n (Womack, Jones, 1996). The authors make it clear, however, that the foundation of their research on lean is TPS and Toyotas development of it.The Toyota Corporation has the Nature of task and organizational climate, managers past experience, subordinates characteristics, Expectations of superiors.Nature of task everyone employee joined Toyota Corporations who know whats the foundation work. This is foundation. Of course, every company must have this factors influencing leadership style.Organizational climate The Toyota Corporations leader used the organization to control his subordinates closely. This is managers approaches. If you want to be a successful leader that you must study how to organization climate.Expectations of superiors The Toyota leaders have a expectations of superiors. The important reason, if you are a leader, you have no expectations plan or training in the per year. You arent a successful leader, Because you have no plan to make your companys profit. Then the Toyota Corporations very regards this points. It can make long- term profit for company. Although, this is including the leaders experience or acknowledges. And the superiors may expect his manager to achieve organizational goals regardless, so the Toyota leader or manager have to adopt a task-oriented authoritarian style.Managers past experience every leader or manager must be have the experience for the manager of company. This is very important. Because the managers values and accent will affect his choice of leadership styles and the manager or leader tends to adopt the style that suits his personality. If you have no the experience, you dont know how to manager that how to advance efficiency for the employee or your boss. The Toyota has a classic manager experience. So this is based on the advance the efficiency and profits foundation.Subordinates characteristics the subordinates may be used to a certain style, by chance highly trained and independent, familiar with their wor k, and may expect the leader to have a certain style. The Toyotas subordinates characteristics are from the same lever work that when you first come into the Toyota company. You have no choice the other position. If you have ability, you can advance to other position when the boss considers you. Everyone is same that whereas you have a higher degree, you also from a same leaver to do work.(Source of research Jeffrey K. Liker The Toyota Way, McGraw Hill)ConclusionIf Im a leader, I will wish to become a successful one. But out front that, I shall consider at the following issues of how to be a successful leader?Selecting of leadership management style is one of the core factors of being a leader. Because the team functional efficiency, influence level and the value of respect to the leader would be all referring to how much does a leader understands his /her subordinates by observation and communication, then to evaluate the appropriate of leadership and management approach. And to apply corporate mission, vision, philosophy, scope, goal, objective, strategies and so on. Different corporate preferences will also depending or according to the cultural background of the firm base from, if its a MNC.