Effectiveness of Leaders and Leadership Styles
Define leadership. “Effectiveness of Leaders depend on how their leadership style interrelates with situation in which they operate”. Explain the various leadership styles and types of interaction with suitable examples.
Research:
Many people today are seeking to understand -- and many people are writing about -- the concept and practices of leadership. There are a great many reasons for the popularity of the topic, including that organizations are faced with changes like never before. The concept of leadership is relevant to any aspect of ensuring effectiveness in organizations and in managing change.
There has been an explosion of literature about leadership lately. Leading is a very human activity -- we 're all human -- so there are many people who consider themselves experts on leadership. Unfortunately, many people make strong assertions about leadership without ever really understanding a great deal about leadership. Understanding the concept of leadership requires more than reading a few articles or fantasizing about what great leaders should be.
What is Leadership?
Many people believe that leadership is simply being the first, biggest or most powerful. Leadership in organizations has a different and more meaningful definition. “Very simply put, a leader is interpreted as someone who sets direction in an effort and influences people to follow that direction”. How they set that direction and influence people depends on a variety of factors that we 'll consider later on below. To really comprehend the "territory" of leadership, you should briefly scan some of the major theories, notice various styles of leadership and review some of the suggested traits and characteristics that leaders should have. The rest of this library should help you in this regard.
Theories about Leadership
There are also numerous theories about leadership, or about carrying out the role of leader, e.g., servant leader, democratic leader, principle-centered leader, group-man
Research:
Many people today are seeking to understand -- and many people are writing about -- the concept and practices of leadership. There are a great many reasons for the popularity of the topic, including that organizations are faced with changes like never before. The concept of leadership is relevant to any aspect of ensuring effectiveness in organizations and in managing change.
There has been an explosion of literature about leadership lately. Leading is a very human activity -- we 're all human -- so there are many people who consider themselves experts on leadership. Unfortunately, many people make strong assertions about leadership without ever really understanding a great deal about leadership. Understanding the concept of leadership requires more than reading a few articles or fantasizing about what great leaders should be.
What is Leadership?
Many people believe that leadership is simply being the first, biggest or most powerful. Leadership in organizations has a different and more meaningful definition. “Very simply put, a leader is interpreted as someone who sets direction in an effort and influences people to follow that direction”. How they set that direction and influence people depends on a variety of factors that we 'll consider later on below. To really comprehend the "territory" of leadership, you should briefly scan some of the major theories, notice various styles of leadership and review some of the suggested traits and characteristics that leaders should have. The rest of this library should help you in this regard.
Theories about Leadership
There are also numerous theories about leadership, or about carrying out the role of leader, e.g., servant leader, democratic leader, principle-centered leader, group-man
References: BITTEL, L.R.: 'The McGraw-Hill 36-Hour Management Course ', (McGraw-Hill, 1989), pp. 171-174. GOODWORTH, C.: 'The Secrets of Successful Leadership and People Management ', ( Heinman Professional Publishing, 1988), pp.10-15. VECCIO, R.P.: 'Organizational Behaviour ', (The Dryden Press, 1988), pp. 284-301.