Leadership
A. Leadership Theories 1. Contingency Theory
It is first suggested by Mary Parker Follet and viewed and organization as a system of contingencies. Fielder’s contingency approach reinforced these findings, suggesting that no one leadership style is ideal for every situation. Fielder felt that the interrelationships between the group’s leader and its members were most influenced by the manager’s ability to be a good leader. Research has shown that the leader-manager must assume a variety of leadership styles, depending on the needs of the worker, the task to be performed, and the situation or the environment. Contingency theory added necessary complexity to leadership theory and continue to be applied effectively by managers. Leaders moved dynamically along the continuum in response to each new situation.
2. Behavioral Theory
As leadership theory developed, researchers moved away from studying what traits the leader had and placed emphasis on what he or she did. Researchers Lewin, White and Lippitt isolated common leadership styles. Authoritarian leadership results in a well-defined group actions that are usually predictable, reducing frustrations in the work group and giving members a feeling of security. Democratic leadership, appropriate for groups who work together for extended periods, promotes autonomy and growth in individual workers. Laissez-faire style can be frustrating; group apathy and disinterest can occur. However , when all group members are highly motivated and self-directed, this leadership style can result in much creativity and productivity.
3. Motivational Theory
Motivational theories typically fall into two categories. Content theories explain individual needs, while process theories explain the thought processes behind an individual 's behavior. According to content theories, needs drive humans to act in certain ways and adopt specific work behaviors. Process theories explain a person 's behavioral decision process. Abraham
It is first suggested by Mary Parker Follet and viewed and organization as a system of contingencies. Fielder’s contingency approach reinforced these findings, suggesting that no one leadership style is ideal for every situation. Fielder felt that the interrelationships between the group’s leader and its members were most influenced by the manager’s ability to be a good leader. Research has shown that the leader-manager must assume a variety of leadership styles, depending on the needs of the worker, the task to be performed, and the situation or the environment. Contingency theory added necessary complexity to leadership theory and continue to be applied effectively by managers. Leaders moved dynamically along the continuum in response to each new situation.
2. Behavioral Theory
As leadership theory developed, researchers moved away from studying what traits the leader had and placed emphasis on what he or she did. Researchers Lewin, White and Lippitt isolated common leadership styles. Authoritarian leadership results in a well-defined group actions that are usually predictable, reducing frustrations in the work group and giving members a feeling of security. Democratic leadership, appropriate for groups who work together for extended periods, promotes autonomy and growth in individual workers. Laissez-faire style can be frustrating; group apathy and disinterest can occur. However , when all group members are highly motivated and self-directed, this leadership style can result in much creativity and productivity.
3. Motivational Theory
Motivational theories typically fall into two categories. Content theories explain individual needs, while process theories explain the thought processes behind an individual 's behavior. According to content theories, needs drive humans to act in certain ways and adopt specific work behaviors. Process theories explain a person 's behavioral decision process. Abraham
References: Marquis, B. L. (2009). Leadership Roles and Management Functions in Nursing. Theory and Application., 6th Edition.,. p 32-65. http://dougbelshaw.com/blog/2011/03/10/whats-the-opposite-of-digital-taylorism/