Effective Leadership, Chelmers, Framework
Many authors have already agreed that there is a direct connection between effective leadership and organizational success. Leadership has an effect on the organizational culture, common goals and views, efficiency, as well as process improvement. The ability to manage change and tackle challenges is the characteristic of an exceptional leader. Chelmers (1997) defines leadership as a process of social influence by which an individual enlists the aid and support of others in the accomplishment of a task or mission. However, some authors and researchers argue that there are some common personality traits of leaders that make them suitable for influencing, managing and leading others. The below article is looking to create a framework, of which the most important qualities of leaders are defined, using examples from successful companies within the United Kingdom.
In order to create a framework to determine the most efficient leadership approaches, the different organizational functions associated with management and leadership need to be examined in detail. The backbone of the study will be the literature already published on leadership qualities, traits and approaches, however, research studies and case studies will also be used in order to be able to review some of the practices in detail.
[...] The backbone of the study will be the literature already published on leadership qualities, traits and approaches, however, research studies and case studies will also be used in order to be able to review some of the practices in detail. Effective Leadership Approaches and End Results 1. Personality traits There are different theories regarding to the qualities one needs to possess in order to become an effective leader. Some of the leadership theories are listed in the review article of Bolden et al. [...]
[...] Since then, many new theories were born grouping leaders into different personality types, differentiating between management styles, functions and abilities Leadership functions One of the most influential models regarding to leadership functions is Adair's action-centred leadership model. (1973) The main functions are task, team and individual responsibilities. In order to be able to manage an organization, a leader needs to be able to define the task, plan, and control, motivate and evaluate individuals and teams, organize work and functions, while showing examples. The author differentiates between task functions, group functions and individual functions, and does not associate any skills or traits with the various roles. [...]
[...] http://centres.exeter.ac.uk/cls/documents/mgmt_standards.pdf Stogdill, R.M. (1974). Handbook of leadership: A survey of theory and research. New York: The Free Press Adair, J.E. (1973), "Action-Centred Leadership". McGraw-Hill, London. Covey, S. (1992) Principle Centered Leadership. Fireside. Bolden, R. (2004) What is Leadership? [...]
[...] The main leadership requirements and skills in the next decade, concluded by Gosling (2003) are: moral responsibility, integrity, empathy, adaptability, flexibility, inspirational skills, respect, energy, resilience, clarity of vision, decisiveness, expertise, knowledge, and transparency. With the constant changes organizations need to change, one of the most challenging aspects of becoming a successful leader and delivering end results is clarity of vision and adaptability. References Chemer, M. M. (1997) An Integrative Theory of Leadership. Lawrence Erlbaum Associates, Publishers. London Gosling, B., Bolden, R., Marturano, A., Dennison, P. (2003) A Review of Leadership Theory and Competency Frameworks. Online. [...]
[...] He differentiates between Transformational Leadership and Transactional Leadership. The main difference is that while transformational leadership focuses on ideas, long term goals and processes, transactional leadership does reinforce present systems, without the abilities to look beyond the current situation. The motivations of the two types of leadership are different, as well. Some authors also tend to differentiate between servant and team leadership and distributed leadership. (Bolden, 2004) 3. Culture Effective leaders also have the ability to create a company vision and culture and effectively communicate goals and initiatives. [...]
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