People and Scholars generally view leadership in very different angles than they did in the past generation. Leadership has changed over the past decades. Leadership, in the past decades, was something that was done by the book and was straight forward and was easy to learn. Currently, leadership tends to be more complicated. The main state of art theories in the 1960s and 1970s were the Contingency or situational leadership theories (Winkler, 2010). These theories maintained that the people in leadership were obligated to fit their particular leadership styles to the needs of the situation. Task-oriented leaders portrayed best performance in extreme situations. The decision-making model of leadership assisted managers to come up with viable decisions either on their own or by incorporating the entire team or department. These situational theories dominated the development of leadership and training for decades. In the last twenty years however new ways of viewing leadership have been developed.
The approach views leadership as an extremely complex and more focused on the followers. Currently, the most popular leadership theories include the leader member exchange and transformational leadership. They assert that effective leadership is highly dependent on the ability of the leader to energize, engage and develop his or her followers. Moreover, theories of leadership theories have been experienced where the power of decision making and team leadership is dispersed among several members (Winkler, 2010).
[...] Marsh, M. (2006). Leadership and Leading: Leadership Challenges. The American Review of Public Administration, 382-384. Tierney, P. (2005). Special Issue On Destructive Leadership. The Leadership Quarterly, 313-314. Winkler, I. (2010). Contemporary leadership theories: Enhancing the understanding of the complexity, subjectivity and dynamic of leadership. Heidelberg: Physica-Verlag. [...]
[...] Building relationships is yet an essential axiom in the leadership field. A leader is expected to be social and open to meet and exchange view not only with his or her team but also with the other organizations so as to learn new ideas and innovations. Good relationships with your team ensure that the employees are motivated and willing to work towards the end goal. In addition, building relationships with other organizations ensures that the leader learn new ways and strategies of making his or her organization successful (Ford, 2010). [...]
[...] As a leader, it is always important note that the business and its employees are a good reflection of who you are. If you practice honesty and ethical behavior, it is most likely that the team will follow suit. Creating trust among your team is essential so as to make them responsible. A leader should delegate duties to different people according to the respective departments. The aspect to delegation is identifying your team's strengths as a leader and capitalizing on them. [...]
[...] As a leader, show efforts by leading by example by showing commitment and positive attitude towards the end goal of the organization (Freedman, 2012). References Day, D. V., & Antonakis, J. (2012). The nature of leadership. Thousand Oaks, Calif: SAGE. Ford, J. (2010). Studying Leadership Critically: A Psychosocial Lens on Leadership Identities. Leadership, 47-65. Freedman, J. (2012). Being a leader: Organizing and inspiring a group. New York: Rosen Pub. [...]
[...] As a leader, it is guaranteed that one will succeed if you model these principles. In addition, assisting other people follow the four principles enables all to succeed and entrench leadership as an institutional capability. Key Axioms of Leadership An axiom is an idea or statement that people acknowledge as self- evidently true. The key axioms of leadership are being a learner to be a leader and building relationships (Ford, 2010). For effective leadership, it is essential that a leader be someone ready and willing to learn. [...]
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