Leadership and High Performance Teams
SuperLeadership-The Next Mark in Leadership
Introduction
Over the years Leadership is an extensively studied subject. Yet as the techno-socioeconomic systems change, and new challenges are thrown up, everyone looks towards leadership. Though leadership is well studied with no conclusive results, leadership in the contemporary concept of team is perhaps not so well studied.
Objective
The objective of this presentation is to define leadership as a process in the contemporary environment of self managed high performance teams and be aware of the variables that affect it.
Conventional Historic Theories
In 1926, the trait or attribute theory was propounded by Bernard (Bernard, 1926). Simply put it suggests that leaders are born and not made.
In mid 50s, Hempil & Coons suggested that leadership depends on the way one behaves. Behavioral theory was later supported by Shepherd and Mouton in 1964 and Saal and Knight in 1988.
In the meanwhile Fielder’s work in 1967 suggested that trait, behavior and situation interacts to explain leadership. This third approach made it possible to select the right leader for the right situation. This approach is called contingency approach. Path-Goal theory (a contingency approach) of Mictchel 1974 is also a contingency model as it discusses leadership as a way of making the followers reach the goal. In 1973, Vroom suggested that the way the leader gets the followers involved in decision making is based on the circumstances and further strengthened the idea of contingency theory.
Conventional Contemporary Theories
In 1976, Graen, proposed the Dyad linkage theory which explained the nature of relation between the leader and the followers and how the leader had different relation with the in-group and out-group.
In 1978, Burns propounded the transaction theory which explained many of the roles of a manager such as coordination which a leader also do.
In 1985, Bass explained the transformational role of a
Introduction
Over the years Leadership is an extensively studied subject. Yet as the techno-socioeconomic systems change, and new challenges are thrown up, everyone looks towards leadership. Though leadership is well studied with no conclusive results, leadership in the contemporary concept of team is perhaps not so well studied.
Objective
The objective of this presentation is to define leadership as a process in the contemporary environment of self managed high performance teams and be aware of the variables that affect it.
Conventional Historic Theories
In 1926, the trait or attribute theory was propounded by Bernard (Bernard, 1926). Simply put it suggests that leaders are born and not made.
In mid 50s, Hempil & Coons suggested that leadership depends on the way one behaves. Behavioral theory was later supported by Shepherd and Mouton in 1964 and Saal and Knight in 1988.
In the meanwhile Fielder’s work in 1967 suggested that trait, behavior and situation interacts to explain leadership. This third approach made it possible to select the right leader for the right situation. This approach is called contingency approach. Path-Goal theory (a contingency approach) of Mictchel 1974 is also a contingency model as it discusses leadership as a way of making the followers reach the goal. In 1973, Vroom suggested that the way the leader gets the followers involved in decision making is based on the circumstances and further strengthened the idea of contingency theory.
Conventional Contemporary Theories
In 1976, Graen, proposed the Dyad linkage theory which explained the nature of relation between the leader and the followers and how the leader had different relation with the in-group and out-group.
In 1978, Burns propounded the transaction theory which explained many of the roles of a manager such as coordination which a leader also do.
In 1985, Bass explained the transformational role of a