Leadership is the art and/or ability to direct people to act in certain ways that will lead to the achievement of pre-set goals. While managers are more focused on doing things right, leaders dedicate their efforts on doing the right things (Northouse, 2012). Leaders should have the ability to create future visions that will inspire their followers. In business or organizational context, visions are attractive, convincing and realistic depictions of where an organization or specific department aims to be in the future. Visions subsequently enable leaders to set priorities, give directions and provide markers to indicate what has already been achieved. There are various tools used by leaders to focus on organizational strengths and needs when creating visions. Such tools include SWOT analysis, PEST analysis, and core competence analysis, all which are used to review the current position and aid in determining the next move (Cole, 2018). Such analyses are also used by leaders to predict the possible evolutions in the industries as well as possible behaviors of various competitors. As such, successful innovations are coined. Discussed henceforth are the various types of leadership, theories of leadership, the components of leadership, and the challenges facing leadership. While inscribing all discussions, leadership theories will also be consistently consulted.
Leadership styles applied in various organizational settings are determined by a variety of factors such as the number of followers, the followers themselves, the functions of the leader and the prevailing situation. Whereas some leaders prefer active participation of their followers in decision-making processes, other leaders are of the idea that the decision-making process be solely theirs. Discussed below are some of the common types of leadership styles that are commonly applied in today’s organizations
This is a leadership style whereby a leader exercises the supreme decision making power without seeking the opinions or input of the subordinates. Upon evaluating the prevailing situation, an autocratic leader arrives at a final decision, communicates it to the subordinates and expects them to implement it promptly (Iqbal, 2011). Little or no feedback is expected from the subordinates. Procedures, guidelines, and policies are supposed to be followed to the letter. This style proves non-effective in many organizations. It is however perfect for production lines where maximum output is expected through conducting simple and repetitive tasks. Where this leadership style is employed, the levels of creativity and innovation among employees are extremely low (Walker, 2011). Autocrat leaders do not get long-term commitments and loyalty from employees. Consequently, high rates of turnover and low satisfaction are eminent in organizations practicing this style. A good example of application is in military institutions where orders must be followed.
Democratic leaders always seek the input and contribution of their subordinates in decision-making affairs. Even though the leader has the final say on the decision to be implemented, all employees are given the opportunity to participate in the decision-making process whether directly or indirectly (Kane, et al., 2011). A democratic leader also occasionally delegates power to potential subordinate leaders who guide their colleagues in performing certain tasks in the workplace. Communication occurs in both upward and downward directions where employees are allowed to send feedbacks and suggestions related to work affairs. Creativity and innovations are also nurtured greatly. This style is the most effective, a factor that is largely contributed by competence, fairness, honesty, intelligence and courage (Kane & Patapan, 2014). Unlike in autocratic leadership, democratic leaders enjoy loyalty and long-term commitment of their followers. This style is common in countries exercising democratic leadership.
Transformational leadership, unlike other styles of leadership, focuses more on introducing change in groups, organizations as well as for leaders themselves. Transformational leaders are well known for motivating their followers to do more than they were aiming and even more than they thought it was possibly achievable. They are also known to set expectations that are more challenging and the performance achieved is usually typically higher. Charisma, hard work, self-drive, and big visions are common traits that are possessed by transformational leaders (Shelton, 2012). This is in line with trait theory originally coined by Thomas Carlyle. The theory revolves around the fact that followers are positively driven by positive traits portrayed by their leaders. Statistical data have revealed that this style of leadership molds employees who are more committed to performing their tasks. Such employees are also satisfied mainly due to empowerment derived from their leaders.
In transactional leadership style, employees are rewarded for the work that they do. This style focuses more on results, conforms to the organizational structure in place and weighs realization of preset goals and targets based on the organization’s system of penalties and rewards (Kuckartz, 2010). Transactional leaders possess formal authority and responsibility positions within the organization. As such, it is their responsibility to maintain routines through the facilitation of group performance and management of individual employee performance. Based on requirements that had been previously defined, a transactional leader sets the working criteria for their subordinates. Employee performance levels are then determined using performance reviews. The transactional leadership theory was first coined in 1947 by Max Weber who was then backed by Bernard Bass later on in 1981. This theory assumes that punishments and rewards are the key motivators for employees (McGrath & Bates, 2017). It also assumes than subordinates have to fall in line with orders from their superiors. Lastly, the theory states that employees can never be self-motivated. As such, managers have to closely control and monitor them to get them working in the desired direction.
Under this style of leadership, official duties are fixed on hierarchical authority where a system of rules for decision making and management is applied. This style works perfectly in organizations where innovations and creativity are not highly prioritized. All management and administrative tasks are broken down to give the insight to clear lines of authority, accountability, and responsibility (Terry, 2015). All divisions or departments have defined specific tasks that must be completed within the assigned deadlines. There is a hierarchical arrangement of positions in the organizations so that holders of lower positions are supervised and answerable to those above them. To qualify for a bureaucratic leader position, an individual must possess the technical expertise necessary for effective and efficient management. Additionally, this leadership style subjects employees to an organizationally developed system of technical and behavioral rules that should not be breached under any circumstances.
There are three major theories that form the foundations of most leadership styles. The theories are discussed henceforth;
Originally coined by Thomas Carlyle, this theory operates under the assumption that leaders are born not made. It also assumes that it is through the emergence of a problem that great leaders can arise (Miller, et al., 2010).
This theory operates under the assumptions that when people are born, they already possess inherited traits. As such, the theory states that some of the traits are predominantly apposite to leadership (Lussier & Achua, 2015). Subsequently, good leadership is portrayed by people who possess the right combination of traits
This theory is based on the assumptions that leaders define roles for others and for themselves by basing on social learning and reading. It also assumes that people will definitely have expectations about the roles that they have defined for themselves or for others (Biddle, 2013). Leaders will subsequently urge people to act within the expectations of the roles held by them.
In all organization, whether profit-making or non-profit making, quality leadership is an essential contributor to the success of such organizations. As such, leaders are tasked with the duties of ensuring that organizational goals are set and strategies to achieve the goals defined and implemented. For this to happen, the leadership of an organization seeking to prosper must possess certain essential components. They are discussed henceforth comprehensively
For great leadership to prevail, an organizational culture must be built based on honesty and integrity which are the two main values. Subsequently, all employees must be accountable to the two values. Long-term success is rarely achieved in organizations that don’t perceive integrity and honesty as their key cornerstones (Mears, 2009). Creating such a culture, however, commences at the top leadership. All subordinates watch what leaders are doing and from them, they take cues as to what is right and what is wrong. Further on, trustworthiness must prevail for a leader to be deemed effective. Portraying ethical conduct of the highest standards as well as constantly telling the truth are qualities that make effective leaders stand out as unique (Thomas, 2011). As such, their subordinates believe in them and always holds strong beliefs that their leaders have no concealed agendas. Effective leaders will also always be ready to accept their mistakes and take corrective actions. This is a difficult thing to do but it’s a significant sign of trustworthiness and honesty.
Successful leaders must clearly define their weaknesses as well as their strengths, it is highly essential to know their areas of shortcomings and subsequently ask for help in tackling them. This is always a clear demonstration of humility and therefore humanizing the leader. It goes without saying that no human being is perfect. If leaders, therefore, act as if they are perfect, trust and credibility will be lost (Padilla, 2012). Worse still, the subordinates of such leaders will perceive them as intimidating and arrogant. Successful leaders are known for seeking and accepting dissenting opinions as well as welcoming feedback. They, for example, encourage their followers to engage in healthy debates and discussion while at the same time knowing when it is the right time to move the move the conversations forward. Leaders who have excelled in their work have been known to implement and practice a servant style leadership. As such, they trust those below them to perform their jobs and subsequently avails to them the right resources and guidance that will steer them to performing their tasks efficiently.
Great leadership must be driven by a vision for future achievements. Rather than getting too focused on short-term specific goals, effective leaders are able to visualize the whole picture of where they want their organization to be in the long term (Straw, et al., 2013). Subsequently, they are able to formulate and embark on good plans that will help them achieve their visions. In relation to this, efficient leaders are known to possess vast knowledge related to their organization and the entire industry and are therefore able to think strategically. They, therefore, hold strong external connections and networks that enable them to consistently and constantly identify significant trends that are likely to influence their visions. With the key goal being the achievement of their visions, effective leaders are able to timely recognize their potential clients, gain a strong understanding of the organization’s proposition and values as well as the firm’s competitive weaknesses (Straw, et al., 2013). As such, they are able to focus on enhancing core organizational competencies through the development of skills and impartment of relevant knowledge that will compel the organization towards the achievement of visions.
Strong courage requires confidence. As such, successful leaders believe in themselves, their ideas and allow themselves to be decisive. They must, however, possess the ability to exude their confidence with little or no conveyance of intimidation or arrogance. For a strong leadership to prevail, a leader must be willing to take risks as well as make tough decisions (Sebaly, 2017). When implementing such tough decisions, they must believe in their convictions and subsequently be ready to stand alone even when abandoned by close affiliates.
Having good communication skills is a must-have requirement for effective leaders to excel. It does not necessarily mean that they have to be outstanding writers or exceptional orators. All that is required for leaders to communicate effectively is the ability to inspire and persuade. As such, they are able to communicate in such ways that will spawn buy-in and subsequently willing followers (Sidhu, 2012). Even when bad situations prevail, effective leaders must truthfully communicate them to their subordinates. They must, however, exude a strong will to overcome the negativities through positive attitudes and optimism.
Macro challenges of leadership are regarded as those which emanate from, and effect, the organization or the external environment of an organization. In most occurrences, these challenges are beyond the control of leaders and they just have to watch them helplessly. Such challenges, for example, could emanate from a change of regulations or government legislation, a factor that organizational leaders have no control of. Some of the most common macro challenges of leadership are;
As much as leaders may desire to have change and progress in their organizations, they must work within the context of regulations stipulated by authorities as well as government laws. Failure to do so is deemed a violation of the law and could warrant arrests or other legal consequences against the organization in hand (Kouzes & Posner, 2006). The key challenge arises when such regulations and/or legislation that directly affect the running and functionality of an organization are changed (Kouzes & Posner, 2006). Prior to the change, leaders are usually well accustomed to the current regulations and legislation and thus operating within their boundaries. When they are changed, however, they could mean that organizational leaders have to go through much trouble to align their organizations with the new rules. When a new legislation, for example, requiring that all organizations have a 50:50 gender balance in their employees, it would mean that organizational leaders would have to dismiss some employees of the gender that has more than the required number. They also have to go through an entire hiring and recruitment process to meet the required guidelines.
Changes in the economy of a given country have been and will continue to be a major challenge for organizational leaders. For leaders to effectively run the affairs of their organization, efficient management of funds is vital. Fluctuations of the economy, however, pose a major problem for the management of available funds. Such cases of economy changes may cause an organization to incur more costs that it had budgeted for (Edger, 2013). As such, this is a challenge for leaders since they will have to relocate funds set for minor reasons to carter for major expenses such as the purchase of raw materials. Leaders, for example, have confessed of having to use funds set aside for employee motivation to meet the costs of running the organization in times when there is an economic crisis.
For leaders to achieve their goals and visions in the organization, human resources are vital elements that must be present. However, constant changes in the demand and supply of labor make it hard for leaders to effectively recruit and hire employees with the essential skills and knowledge required to achieve preset goals and visions (Edger, 2013). Leaders, for example, find themselves in the middle of an employee shortage crisis when employee turnover is high and the supply of labor in the labor market is low.
Micro challenges of leadership, on the other hand, are those that directly emanate from within the organization. It is possible for such challenges to emanate from leaders themselves or from their subordinates. Discussed henceforth comprehensively are the key micro challenges affecting leadership;
Due to enormous globalization taking place in the current world, the opportunities for interactions and building trust between leaders and their subordinates have dwindled. In today’s working environment, many are the instances when leaders have little or minimal time to interact personally with their followers (Mears, 2009). ICT has shaped today’s most forms of communication, as such, it has been frequently questioned whether it is possible to build trust without face to face interactions. The answer is definitely yes though it is quite hard. Leaders have to, therefore, design and implement techniques for gaining the trust of their followers, whether they are constantly interacting or not.
One may wonder what success is in a world that has been overruled by technological advancements as well as workplaces that are dispersed geographically. For leaders to communicate success, therefore, they must first identify what success looks like. Once they have clearly defined it in their organizational context, only then are they able to communicate it down the line to their followers (Davies & Brundrett, 2010). It may sound quite is but it is indeed hard due to the fact that every employee/follower have their pre-determined definition of success. It, therefore, becomes a challenge for leaders to convince their followers to fall in line with their definition of success and embark on achieving it.
In many organizations, subordinate employees have always complained that their leaders fail to communicate information, expectations, changes or priorities effectively. Timely communication is essential for all organizations to ensure that there is sufficient time for followers to make adjustments to the desired course (Barrett, 2013).
Leaders are tasked with the responsibility of commandeering groups of people. It further goes without saying that conflicts are inevitable where several people are working in close proximity to each other (Cole, 2018). As such, it is upon leaders to mitigate when various parties conflict and coin solutions that will be of mutual benefit to all conflicting parties.
In many organizations, there lacks the existence of structured accountability systems. Subsequently, various individuals and departments are not aware of who is responsible for what activities (Worrall, 2013). Additionally, leaders are not aware of the undertakings at the lower organizational levels that are directly within their jurisdiction. To a larger extent, this is a management failure.
Conclusion
To sum up, leadership has been defined as the art and/or ability to direct people to act in certain ways that will lead to the achievement of pre-set goals. It has also been brought to the limelight that managers are more concerned with doing things right while leaders are concerned with doing the right things. PEST and SWOT analyses have been identified as key tools used by leaders to focus on organizational goals and needs. Also in scripted are the various types of leadership styles commonly applied in organizations. Autocratic, bureaucratic, transformational, democratic and transactional leadership styles have been discussed in details. Also identified are the trait, great man and role theories which form the foundations of most leadership styles. Further on, honesty, integrity, outstanding self-awareness, vision and courage are the key components of effective leadership that have been explained in a detailed manner. Lastly, both the macro and micro challenges facing leadership have been outlined. The macro challenges identified are the change of regulations and legislation, fluctuations of the economy and fluctuations in the labor market. Micro challenges identified on the other hand are poor accountability, management of interpersonal conflicts, communication problems and the challenge of building trust.
References
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