The laissez-faire manager exercises little control over his group, leaving them to sort out their roles and tackle their work, without participating in this process himself.
Expository Essay Sample on a Great Leader: Who Is That?
In general, this approach leaves the team with little direction or motivation. The laissez-faire technique is usually appropriate when leaders lead a team of highly motivated and skilled people, who have produced excellent work in the past. Once the leader believes that his team is confident, capable and motivated, he often steps back and lets them get on with the task. By handing over ownership, the leader can empower his group to achieve their goals. Their innovative and creative capacities are, therefore, explored.
This develops their decision-making abilities and increases organisational productivity.
They only clear the doubts of group members. The efficiency of work activities is generally low. Researches have revealed that performance in terms of quantity of work is the least in laissez- faire leader ship style and it is almost the same in autocratic and democratic styles of leadership.
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So far as the quality is concerned, it is found better when democratic style of leadership is adopted. Thus, while quantity of performance was sometimes higher in autocratic style and sometimes in democratic style, the quality reflected in job satisfaction was always higher in democratic style of leadership. Democratic style of leadership provides the most effective results in terms of quality and quantity of performance, followed by autocratic and free-rein styles of leadership.
Group Leadership Essay What makes a good leader? - WriteWork
A good leader uses all three styles, depending on what forces are involved between the followers, the leader and the situation:. Use authoritarian style on a new employee who is just learning the job. As the leader is competent and a good coach, the employee is motivated to learn new skills. Use participative style with a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team.
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Use delegate style with workers who know more about the job than the leader. Leader cannot do everything. The employee needs to take ownership of his job. Also, the situation might call for leader to be at other places, doing other things. Use all Three: Telling employees that a procedure is not working correctly and a new one must be established authoritarian. Asking for their ideas and input on creating a new procedure participative. Delegating tasks in order to implement the new procedure delegative.
Formal leaders have formal authority over the subordinates. They issue instructions in official capacity.
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They have authority by virtue of their position in the organisation. They are formally elected by management and are, therefore, accountable to them. They focus on organisational goals and not personal goals of the members. They do not satisfy social and psychological needs of the followers; a function generally performed by leaders. Followers obey the instructions because of their position and not influential power. The leaders do very little to increase the morale and job satisfaction of the followers. Formal leaders who exercise authority without personal leadership qualities are not effective as leaders.
They are more of managers than leaders. Informal leaders do not have formal authority over the followers. They enjoy the authority because of their personal qualities, abilities, competence and influential power and not because of their position in the hierarchy. Subordinates accept them as leaders because they perceive them as sources of satisfying their social and psychological needs besides the formal organisational needs. They are not appointed by managers. They emerge as forces of attraction amongst members of informal groups.
They help subordinates contribute towards organisational goals and individual goals. Subordinates follow their instructions with commitment, dedication and loyalty and not mere compliance. Since leaders help members of the group meet their personal goals, they increase their morale, job satisfaction and commitment to contribute towards organisational goals. If they have to choose between formal and informal leaders, they are more likely to follow the informal leaders. Management is, therefore, generally resistant to informal leaders.ajavhosu.gq
Qualities Of A Leader Essay
However, it is not possible for them to do so. Informal leaders are not their creation and cannot eliminate at their will. In order to achieve organisational goals, management must recognise that formal and informal leaders are complementary to each other. They should develop healthy relations with informal leaders and use them to fulfill the social and psychological needs of subordinates and through it, formal needs of the organisation. The following table highlights the points of difference between formal and informal leaders:.
Trait is the personal quality of an individual. Trait theory believes that successful leader has certain personal characteristics. A person becomes a leader because of his personal qualities. It was based on studies conducted on some successful leaders and using their traits as parameters for defining who is a successful leader.
Skills and abilities are the power of leaders to be clever, initiative, creative, persuasive and tactful. Social factors include ability of the leader to be tactful, persuasive, knowledgeable about his social environment and having good interpersonal skills. Leadership traits can be innate or acquired. While innate traits are acquired by birth, acquired traits are developed through training programmes and socialisation process.
Physical and personality characteristics are by and large innate as heredity affects these factors to a large extent. Skills and abilities, social factors, emotional stability, interpersonal skills to deal with people, technical skills to manage the operations, motivating skills to drive people to action are the acquired skills. As regards first aspect of trait theory, i. It is based on researches conducted by psychologists and others who identified personal characteristics of individuals with leadership.
It asserts that people with certain physical and psychological characteristics can become good leaders. Though no specific list of traits can be identified with leaders, different theories offer perceptions about what traits are possessed by leaders. Warren Bennis conducted a study of 90 leaders and their subordinates and concluded that all the 90 leaders had the following four traits in common:. Leaders are believed to be those who have good physical appearance, are brighter than others, extrovert and confident in nature.
#1 Leadership Essay Outline
However, all individuals with such specific features were not found to be good leaders. On the contrary, some people like Mahatma Gandhi, Napoleon and Lincoln were great leaders even though they did not have strong physical characteristics.
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The traits and leadership qualities did not have positive correlation between them. If it were so, it would just be a matter of selecting people who had these qualities to work as leaders for the country, business organisations, society or a group of people. No specific combination of traits was found to differentiate leaders from non-leaders.
No common set of traits can be identified to relate to a leader who can be effective in all situations. Individuals who emerged as leaders could not be identified on the basis of common traits. In fact, more than leadership occurring as a result of traits, traits are more the results of leadership ability. As regards second aspect of identifying and comparing the traits of effective leaders with those of ineffective leaders, the studies have not been able to identify any set of traits which distinguish effective or successful leaders from ineffective or unsuccessful ones.
Edwin Ghiselli conducted a study and identified the following six traits that identify successful leaders:. Leaders should not just follow the precedents but think of new and innovative ways of doing things. Robert House identified dominance, self-confidence, need for influence and conviction of moral righteousness as traits of effective leaders. By , over around studies were conducted to identify the leadership traits.
Even on the basis of these traits, one cannot always say that those who possess these traits are always successful leaders. Different combinations of traits is totally dependent on the situation that leaders face. Traits and behaviour are not related to each other.
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