When describing the ideal characteristics of a good leader, there are essential skills that a good manger should portray. In this case, it is considered that a good manger should be equipped with human, technical and conceptual skills.
The first problem is that the early searchers after traits often assumed that there was a definite set of characteristics that made a leader — whatever the situation. In other words, they thought the same traits would work on a battlefield and in the staff room of a school. They minimized the impact of the situation Sadler They, and later writers, also tended to mix some very different qualities.
Like other lists of this nature it is quite long — so what happens when someone has some but not all of the qualities? More recently people have tried looking at what combinations of traits might be good for a particular situation. There is some mileage in this.
It appears possible to link clusters of personality traits to success in different situations, as Stogdill has subsequently suggested Wright Wright goes on to explore modern trait theories in a separate chapter — However, it remains an inexact science!
When men and women are asked about each others characteristics and leadership qualities, some significant patterns emerge. Both tend to have difficulties in seeing women as leaders.
The attributes associated with leadership on these lists are often viewed as male. However, whether the characteristics of leaders can be gendered is questionable. If it is next to impossible to make a list of leadership traits that stands up to questioning, then the same certainly applies to lists of gender specific leadership traits!
Behaviours As the early researchers ran out of steam in their search for traits, they turned to what leaders did — how they behaved especially towards followers. They moved from leaders to leadership — and this became the dominant way of approaching leadership within organizations in the s and early s.
Different patterns of behaviour were grouped together and labelled as styles. Despite different names, the basic ideas were very similar. The four main styles that appear are: Here leaders emphasize the achievement of concrete objectives.
They look for high levels of productivity, and ways to organize people and activities in order to meet those objectives.
In this style, leaders look upon their followers as people — their needs, interests, problems, development and so on. They are not simply units of production or means to an end.
This style is characterized by leaders taking decisions for others — and expecting followers or subordinates to follow instructions. Here leaders try to share decision-making with others.
If you have been on a teamwork or leadership development course then it is likely you will have come across some variant of this in an exercise or discussion. Many of the early writers that looked to participative and people-centred leadership, argued that it brought about greater satisfaction amongst followers subordinates.
There were lots of differences and inconsistencies between studies. It was difficult to say style of leadership was significant in enabling one group to work better than another.The Online Writing Lab (OWL) at Purdue University houses writing resources and instructional material, and we provide these as a free service of the Writing Lab at Purdue.
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An overview of the complexity leadership literature is provided. This includes a history of complexity theory and its core concepts, the central propositions of complexity leadership, a review of six prominent frameworks, and a .
In a study of owners, senior and middle managers, Lichtenstein () empirically operationalized the Values, Observable characteristics, Strategic choice & behaviour, and Performance elements of the Upper Echelon Theory. He found that executive values had a direct and significant impact on organisational performance, whereas age, tenure, .
Essays will be judged on their originality and structure of argument, conceptual clarity, rigor of defense, quality of writing, and conclusions. KBR Leadership Essay KBR has developed a motivating culture for its personnel, there is a small distance between the upper management and the lower management Published: Wed, 11 Oct