Leadership and Group Members
Leadership has been described as the “process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task”. A definition more inclusive of followers comes from Alan Keith of Genentech who said "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.
FUNCTIONAL LEADERSHIP THEORY (Hackman & Walton, 1986; McGrath, 1962) is a particularly useful theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader’s main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion (Fleishman et al., 1991; Hackman & Wageman, 2005; Hackman & Walton, 1986). While functional leadership theory has most often been applied to team leadership it has also been effectively applied to broader organizational leadership as well In summarizing literature on functional leadership Hackman and Walton (1986), Hackman & Wageman (2005Knight, and Xiao (2006) observed five broad functions a leader performs when promoting organization’s effectiveness. These functions include: (1) environmental monitoring, (2) organizing subordinate activities, (3) teaching and coaching subordinates, (4) motivating others, and (5) intervening actively in the group’s work.
A variety of leadership behaviors are expected to facilitate these functions. In initial work identifying leader behavior, Fleishman (1953) observed that subordinates perceived their supervisors’ behavior in terms of two broad categories referred to as consideration and initiating structure. Consideration includes behavior involved in fostering effective relationships. Examples of such behavior would include showing concern for a subordinate or acting in a supportive manner towards others.
FUNCTIONAL LEADERSHIP THEORY (Hackman & Walton, 1986; McGrath, 1962) is a particularly useful theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader’s main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion (Fleishman et al., 1991; Hackman & Wageman, 2005; Hackman & Walton, 1986). While functional leadership theory has most often been applied to team leadership it has also been effectively applied to broader organizational leadership as well In summarizing literature on functional leadership Hackman and Walton (1986), Hackman & Wageman (2005Knight, and Xiao (2006) observed five broad functions a leader performs when promoting organization’s effectiveness. These functions include: (1) environmental monitoring, (2) organizing subordinate activities, (3) teaching and coaching subordinates, (4) motivating others, and (5) intervening actively in the group’s work.
A variety of leadership behaviors are expected to facilitate these functions. In initial work identifying leader behavior, Fleishman (1953) observed that subordinates perceived their supervisors’ behavior in terms of two broad categories referred to as consideration and initiating structure. Consideration includes behavior involved in fostering effective relationships. Examples of such behavior would include showing concern for a subordinate or acting in a supportive manner towards others.
References: 1. Adair, J. (1973) Action-Centred Leadership. New York,:McGraw-Hill. 2. AstraZeneca (1999) Leadership in AstaZeneca. AstraZeneca HR, Dec 1999. 3. Bass, B. (1985) Leadership and Performance Beyond Expectations. New York: Free Press. 4. Bergmann, H., Hurson, K. and Russ-Eft, D. (1999) everyone a Leader: A grassroots model for the new workplace. New York: John Wiley and Sons. 5. Blackler, F. and Kennedy, A. (2003) The Design of a Development Programme for Experienced Top Managers from the Public Sector. Working Paper, Lancaster University. 6. Department for Education and Skills (2003) Management and Leadership Attributes Framework. DfES Leadership and Personnel Division, April 2003. 7. Deutsche Lufthansa AG (1998) Leading With Goals: Lufthansa Leadership Compass. FRA PU/D, July 1998. 8. Katzenbach, J. and Smith, D. (1994) the Wisdom of Teams. New York: Harperbusiness. 9. Lewin, K. (1935) A Dynamic Theory of Personality. New York, McGraw Hill. 10Tichy, N. and Devanna, M. (1986) Transformational Leadership. New York: Wiley.