Influence is the Essence of Leadership
Yukl has sated throughout the text that “influence is the essence of leadership”.
The study of leadership has been divided into three areas: task-oriented, relation-oriented and participative leadership. There has been some sizable research on leadership behavior since the 1950s. Many of these studies taken on over this time period, mostly through questionnaires, has given rise to a number of taxonomies which Yukl proposes might be refined into the three jointly inter-reacting categories of task-, relations- and change-oriented behaviors. Dissecting the fields of study that cover participative leadership, delegation and empowerment, Yukl examines the research and looks closely at the model of participative leadership developed in the 1970s by Vroom-Yetton. This model assists leaders in identifying decision procedures in contrasting situations.
Participative leadership is the type of guidance that involves efforts by a person in a leadership role to encourage and facilitate participation by others in making decisions that would otherwise be made by the manager alone. Involving others in making decisions is often necessary for getting decisions approved and implemented in organizations. Delegation involves the assignment of new responsibilities and additional authority to individual subordinates or to a team. The potential benefits include better decisions, increased motivation, more satisfying jobs, development of skills, and reduction of manager workload. Psychological empowerment can be achieved with both delegation and participative leadership (Yukl, 2009).
Yukl goes onto state that many studies have been attempted to identify traits (physical, personality and abilities) to be relevant in leadership. Some traits that have been found to be the most relevant are energy level, stress-tolerance, self-confidence, emotional stability, extroversion, conscientiousness, and integrity. Successful leadership also includes interpersonal, cognitive and technical
The study of leadership has been divided into three areas: task-oriented, relation-oriented and participative leadership. There has been some sizable research on leadership behavior since the 1950s. Many of these studies taken on over this time period, mostly through questionnaires, has given rise to a number of taxonomies which Yukl proposes might be refined into the three jointly inter-reacting categories of task-, relations- and change-oriented behaviors. Dissecting the fields of study that cover participative leadership, delegation and empowerment, Yukl examines the research and looks closely at the model of participative leadership developed in the 1970s by Vroom-Yetton. This model assists leaders in identifying decision procedures in contrasting situations.
Participative leadership is the type of guidance that involves efforts by a person in a leadership role to encourage and facilitate participation by others in making decisions that would otherwise be made by the manager alone. Involving others in making decisions is often necessary for getting decisions approved and implemented in organizations. Delegation involves the assignment of new responsibilities and additional authority to individual subordinates or to a team. The potential benefits include better decisions, increased motivation, more satisfying jobs, development of skills, and reduction of manager workload. Psychological empowerment can be achieved with both delegation and participative leadership (Yukl, 2009).
Yukl goes onto state that many studies have been attempted to identify traits (physical, personality and abilities) to be relevant in leadership. Some traits that have been found to be the most relevant are energy level, stress-tolerance, self-confidence, emotional stability, extroversion, conscientiousness, and integrity. Successful leadership also includes interpersonal, cognitive and technical