LEADERSHIP AND IMPORTANT ROLE IN THE ORGANISATION

TITLE: LEADERSHIP AND IMPORTANT ROLE IN THE ORGANISATION

1). INTRODUCTION.

· MEANING OF LEADERSHIP.

2) LITERATURE REVIEW

2.1) APPROACHES OF LEADERSHIP.

2.2) PURPOSE OF LEADERSHIP.

2.3) PRACTICAL ASPECTS OF DIRECTING A TEAM.

3) CONCLUSION.

· Leader…………….

4) REFERENCES.

1) INTRODUCTION

According to Wright & Taylor (1994), Leadership is an activity which influenced the Behavior, beliefs and feelings of other group members in an intended direction. Influence may take place at a distance without any personal interaction between the people concerned .Leader can acquisitive the interpersonal skills through practice with feedback and guidance. According to Vecchio (1997) view Leadership is a sense-making heuristic to account for organizational performance and is important primarily for its symbolic role in organizations. Zaccaro (2001) said “Leadership is a process of giving purpose to collective effort, and causing willing effort to be expended to achieve purpose”

The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader

Concepts of leadership, ideas about leadership, and leadership practices are the subject of much thought, discussion, writing, teaching, and learning. True leaders are sought after and cultivated. Leadership is not an easy subject to explain. A friend of mine characterizes leaders simply like this: “Leaders don`t inflict pain; they bear pain.”

2). LITERARTURE REVIEW

2.1. A). TRAIT APPROACHES

KONOPASKE (2008) said thinking and discussion about leadership evolved from a trait-based approach to the concept of teams without bosses. Trait approach is an attempt to identify specific characteristics (physical, mental, personality) associated with leadership success. Trait theory of leadership is based on intelligence, personality, physical characteristics and supervisory ability. In trait approach leaders are born, not made because some people are born with their charisma and other personality traits, seems to be natural born leaders whom others will follow automatically. People possessing charismatic traits need to learn to use and develop those leadership traits consciously. Many successful leaders do not possess a common body of personality traits which explain their leadership abilities. In fact, many great

Leaders of the past seem to have had different personality traits. Quality leadership depends neither on charisma nor on personality traits (www.1). Surveys of early trait research by stodgily (1948) and Mann (1959) reported that many studies identified personality characteristics that appear to differentiate leaders from followers (www.2). Peter Wright (1996) has commented, ‘others found no differences between leaders and followers with respect to these characteristics, or even found people who possessed them were less likely to become leaders’. Central to effective leadership.

2.1. B) .BEHAVIOURAL APPROACH

According to Taylor (1994) behavioral approach of leadership concerned with the behavior, rather than personality traits. Behavioral theories concerned with the leader in the context of organisation and identify behaviors exhibited by leaders that increase the effectiveness of the organization. In mastering the role of leadership, leaders must discern between behavior modification and attitude modification. Behavior modification implies that people change their outward actions, while their attitudes, beliefs, feelings, and opinions remain the same. Attitude modification implies that followers change their inward thinking; hence, their attitudes, feelings, and opinions are brought into line with those of the leader. It is clear that attitude modification is more important to effect lasting change than behavior modification (www.3). Two sub-categories:

1) Examines how managers spend their time and the typical pattern of activities, responsibilities, and functions of managerial jobs

2) Leadership effectiveness depends in part on how well a manager resolves role conflicts, copes with demands, recognizes opportunities, and overcomes constraints

2) Identifying effective leadership behavior

Over the past few decades organisations have been changing at a phenomenal pace in both business and political worlds. The workforce is increasing in demographic diversity; technological change and international competition are placing new demands on the leaders of organisations. It results the organisations to thrive and survive they need leaders who can provide a compelling vision and attract the

Commitment of staff (Guest 1996) this in turn has lead to increasing interest into the idea of charismatic style of leadership (www.1). KONOPASKE (2008) said trait and behavioural approach will help to understand the dynamics of leadership situations. Trait approaches consider in a leadership role personal characteristics are important to the leader to achieve success in the organisation. But these personal characteristics are important in some situation in some situation they are going to be a less useful.

2.2) Purpose of Leadership

Leadership is involves making employees into group and being accountable, responsible for focusing and motivating to achieve goals.

A leader should:

· provide continuity and momentum

· be flexible in allowing changes of direction

Ideally, a leader should be a few steps ahead of their team, but not too far for the team to be able to understand and follow them.

a. Skills needed

b. Different Ideas of Leadership

a) Skills Needed

Leaders must have a wide range of skills, techniques and strategies. These include:

· Planning

· Communication skills

· Organization

· Awareness of the wider environment

b) Different Ideas of Leadership

Leadership should be concentrated in one person or distributed among members of the team. Leader was appointed by more senior levels of management or elected by the group. This technique relies on the assumption that one single person has all the strengths required. Leader should have multi skills when he has to work in different areas, to build good relation with the team and to eliminate the problem of isolated from his group. The leader should be flexible to delegate responsibility for individual tasks [www.5]

2.3) Practical Aspects of Directing Teams.

When directing a small team it is important to structure the tasks to be performed. Goals should be easily understood by everyone and tasks broken down so that goals appear achievable.

a. Break down The Task

b. Goal Analysis

a. Break down the task.

The task should be define in to a steps, so the task become tangible and for finishing next task it will be clear. The brick wall approach will usually result in the task not being accomplished.

b. Goal analysis

Leader set the goals for team or project to improve communications amongst the team and to remove ambiguity. There are 5 steps

· Write down the goal

· Without editing or judging- describe the goal

· Sort

· State each action or result obtained from 3

· Test the statements [www.3].

Olmsyead (2000) said directing the team is critical tests of leadership skills because it is a growing and shifting relationship between the two people. According to Olmsyead (2000) directing the team is motivating the subordinates Motivation means

"Cause (person) to act in a particular way; stimulate interest of (person in activity)."

Motivation can be the amount of effort an individual is willing to put into their work. A lack of motivation reduced the group's effectiveness and possibly leading to the demotivation of others.

Major influences in the Motivation of people

· Achievement

· Recognition

· Responsibility

· Career advancement [www.3].

3) CONCLUSION

The effective leader should think and act about his own Leadership style, strengths, and development needs. Team leader should make the individuals, feel proud to be part of the team then people will work harder and achieve more. Goals of the organization achieved or not depended on how effective the Leader was. So leadership play important role in the organization. Leadership is the heart and soul of organizations, and quality communication is the avenue by which leaders clarify their visions and foster participative management within organizations, no matter which approach best describes their leadership styles. Quality leadership can be exercised only through quality communication at all levels-upper, middle, lower – in organizations. If quality communication is in place, the organization will achieve delighted customers, empowered employees, higher revenues, and lower costs.

REFERENCES

Coch, L and French, J.R.P.(1948) ‘Overcoming Resistance to Change’, Human Relations, Volume 1, pp512-532.Hiebert, M and Klatt, B.(2001)The Encyclopedia of Leadership; A Practical guide to popular Leadership Theories and Techniques. United States of America, McGraw-Hill.

Burns, J. M. (1978). Leadership. New York: Harper & Row.

Ivancevich J.M, Konopaske R, and Matteson M.T (2008), Organisationalbehaviour and management, newyork, 8th edition, Pg no: 413-426, McGraw-Hill companies,Inc.

Wright P.L. and Taylor D.S.(1994) Improving Leadership Performance; Interpersonal Skills for effective Leadership; 2^nd ed.Hertfordshire, Prentice Hall International Ltd.

www1.http/www.businessballs.com/action.htm

www2.http/ www.infed.org/leadership/traditional_leadership.htm

www3.http://www.see.ed.ac.uk/~gerard/MENG/ME96/index.html?http://oldeee.see.ed.ac.uk/~gera%20rd/MENG/ME96/index

www4.http/ www.gregbryen.com/ClassNotes/ORG636/org1.doc

www5.http://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/2610180402.pdf.