Describe what leadership is and all the relevant leadership styles

Describe what leadinghip is and all the relevant leading sprintsThere be various definitions and concepts by a variety of battalion it comes to defining leading. check to G a Cole leading is a dynamic process in a separate whereby one individual influences the others alter voluntarily to the operation of group tasks in a habituated situation. Leadership engages other people, for example subordinates. The role of the loss drawing card is to direct subordinates towards set goals or aims and objectives of the group or the business. Subordinates dish define a loss leaders status by how much thither are get outing to listen and accept statement from the leader. Weak leaders play to nonplus no respect from group members and find it hard if not impossible to direct them. Leadership involves an unequal division of world power amid the people or person in charge and group members. This allows order and coordination within a group or organisation if there is one clear le ader, employees will get it on who to refer to for confirmation on closes or when problems arise. It should be noted however that some employees are note entirely powerless they do pass on and shape activities in the group in various ways. If a group is to be highly effective and successful every member needs to contri exclusivelye and play a part form start to finish, but more power usually concentrated in the hands of the leader.Different leaders have different forms of power reward, coercive, let, referent and expert power. advantage power is formed on the leader having the skill to reward group members for getting instructions make and achieving set goals. Employees are more likely to trifle harder if they know their efforts will be recognised and rewarded. Rewards could include promotion, pay rise or a bonus. Reward power is highly used in the custody as a form of disciplining and motivating employees.Coercive power is formed on the leaders power to make subordinates a ccountable for not achieving objectives or getting their job done on time. Through coercive power subordinates are aware that trial to invite job dealments might lead to tell off or job loss.Legitimate power is a form of conventional authority, it usually comes with the job. Under legitimate power employees recognize the fact that the leader has the authority to exercise influence over them. In many cases employees are obliged to accept this power and failure to concur will nearly result in them being reprimanded or made redundant.Expert power is formed on the principle that the leader has the signifi suffert skills and expertise that other members in the group do not. Subordinates are more likely to respect, accept and acknowledge the leaders authority and lead if they are know he/she is more holdd that there are in that field.Referent power comes from the other group members desire to be like their leader. This causa of leading usually links with charismatic and pragmati c leaders.James A F Stoner notes that possession of some or all of the above powers does not plight the ability to influence particular individuals in specific ways. A leader may have subordinates approbation as a specialist but button up fails to motivate or make them more corporative in the workforce. A good leader must have the capacity and skills to draw upon and use the various forms of power to be able to influence employees. Good leaders must possess the power of influence if employees are to do the work that is required of them, on order of business and in some cases on budget.As a individual a leader must be able to look forrader, identify how to get ahead and guide colleagues ahead. For a leader to be successful according to Tim Hannagan he/she must share common goals with those around or have the skills to steer group members towards their way of thinking. Employees must intern momentarily give up their own views in favour of the leaders and the rest of the group, lis tening to other group members and compromising. Although employees go about different ways in achieving company objectives they accede to the preferences of the leader in exchange for the rewards they expect to receive as a result. Tim Hannagan 2005. Effective leaders motivate their employees by convincing them that the aims set for them is the best way to get the job done and will provide a better result. Happy employees work hard and are more likely to achieve the common objectives of the business or group.Leaders are in charge of employees under them and then liable for them and their actions in the workforce there are held accountable for the success and failure of their team. The accountability makes it comparative that the leader makes the best decisions, manages the team and communicates effectively with employees in such a way that action is taken and unneeded followly mistakes that could cost the leader, team members or the organisation avoided.Leadership involves avoid ing obstacles and if they should arise overcoming them in the most cost effective way possible. The business milieu as shown by the unexpected financial crisis is very unpredictable, so leaders need to be pragmatic and forward-looking if there are to survive and stay on top is an economic, technological and social environment that forever changing. The 21st century static business environment is rapidly changing and leaders need to evolve with the times if there are to retain employees and be successful. According to Hannagan leadership can be seen as performing the influencing function of management largely intricate with establishing gaols and motivating people to help achieve them.In management there are various leadership styles and different leaders fall under different styles. Good leaders tend to use a style of leadership in response to the workforce or situation concerned to achieve the best result possible. There are old and modern styles of leadership, including Transac tional, Transformational, Participative and Situational Leadership.1.Situational LeadershipSituational leadership is ..an approach to determining the most effective style of influencing, considering the direction and support a leader gives, and the readiness of followers to perform particular tasks. David Buchanan, 2004. Situational leaders should be able to change their leadership style in response to the teams developing or changing behaviour, for example experience or willingness to accept responsibility. Blanchard and Heresy (1982) believe the maturity of the employee determine the leadership style of the leader, they believe that employer and employee alliance move through four stage. As employees become more experienced and skilled, the employer will need to change his style of leadership to motivate and take advantage of employees new found skills to make the team more effective,The Situational Model of LeadershipSOURCE OBNotes.HTM by WILF H. RATZBURGD1LOW COMPETENCE tall COMMITMENTD2SOME COMPETENCELOW COMMITMENTD3HIGH COMPETENCEVARIABLE COMMITMENTD4HIGH COMPETENCEHIGH COMMITMENTAs the plat above shows the situational model of leadership has four stages Phase 1Directing . New subordinates are instructed in their tasks and the corporations procedures and rules. In the initial phase employees are given a lot of tasks by the leader. Subordinates are trained in their tasks as they are being familiarised to the organisation. They are told what to do, when and how to do given tasks. this is arguably a good and effective way to introduce new employees as a non directive leader would sire anxiety and confusion in new.. employees whilst a participatory, high human relationship behaviour approach would be inappropriate at this stage because the employee requires structure. James A.F Stoner, 1995.Phase 2Coaching. In phase two there is more relationship behaviour than in stage one as subordinates become more accustomed to their job and the business. In this s tage the participatory leadership style can be adopted as employees are considered to want more responsibility. Employees are more likely to seek more responsibility as they have become accustomed to the environment including how their leader wants tasks handled and completed. Task behaviour however remains necessary as employees still need structure to complete their work. The leaders institutionalise and support for subordinates will increase at this stage as the leader becomes familiar with the team and wishes to encourage their efforts further.Phase 3Participating. At this stage subordinates are more skilled and achievement motivation becomes mote noticeable which will lead to subordinates seeking more responsibility. As the employees become more experienced the leader will no longer need to strictly direct employees, in most cases skilled employees dislike autocratic leaders as they feel there are experienced enough to carry out certain task without strict supervision. There i s a lot of interaction and support but picayune direction and task behaviour. The leader should however continually motivate employees by being supportive and considerate, if he/she is to bring out the best of employees.Phase 4Delegating. High levels of delegation from the leader as employees are more confident, experienced and self-directing. Kenneth and Heresy feel that at this stage an employee no longer expect direction from their leader. There is less task or relationship behaviour.Under this leadership style leaders should constantly assess employee experience, motivation and ability to finalise on which style is appropriate under changing conditions. If the leader chooses the most effective style there should be able to develop subordinates professionally and at the alike time motivating them. The ability to be able to shift leadership styles is arguably a skill any good leader should possess as leaders are face up with different evolving situations on a daily bases. Lead ers who are trained to flexibly use various leadership styles when faced with changing situations use the situational leadership style effectively as they know when to adapt or change to a different style. Leaders who are not trained to be flexible are likely to be more effective in situations that match their style of leadership. Failure to adapt will cause the leaders team to lack direction and to be less effective than if they had a flexible leader.2. Participative leadershipParticipative leaders have total trust and trustfulness in employees. Leaders will always ask employees for ideas and opinions and then constructively use the ideas to further the groups or the organisations success. There is a lot of communication between the leader and employees and employees will be rewarded for their mesh in the group. Being involved in the process of decision making help motivate and make employees more committed to their job and the business. When faced with unexpected problems employ ees are more willing to help as they no their input will be taken into account.Involving a group of people in the decision making ensures a better outcome, as suggestions are thoroughly analysed before the final decision is reached. Group decision making also unites employees as the social commitment amongst the group members is greater. Employees are more likely to corporate and come up with new ideas if they feel lucky with the people around them.Leaders who adopt this style of leadership when operating usually have the greatest success as leaders. Businesses that use the participative style of leadership could be said to be the most successful in setting goals and achieving them and are also usually more productive. The success is due to the degree of community and the maintenance of employee support for one another and from the leader. Participative leaders can improve the businesses effectiveness by using the skills, experience and knowledge of the workforce. Employees who fe el and are involved setting business standards are more likely to feel ownership for the decisions made and tend toAccept the legitimacy of decisions reached with their helpAccept change found on those decisionsTrust managers who ultimately ratify and implement decisionsVolunteer new and creative ideas and solutions.David Buchanan 2004It should be noted that it is the leaders choice to give or abnegate control to surbodinat6es under his control. Although an organisation might require their its leaders to use this type of leadership style, a manager might chose not to use it as effectively as they possibly can as they might feel involving subordinates in decision making might threaten their job position. The level of employee participation also depends on the sort of decision being made. Subordinates are usually involved when deciding on how to put goals into action, whereas employee evaluation on those decisions is done by the leader. Participative leadership is highly democratic a nd empowers employees.3. Transactional leadershipA transactional leader is a leader who treats relationships with employees in terms of an exchange, giving employees what they want in return for what the leader desires, following prescribed tasks to pursue established goals. Transactional leaders perceive their association with employees in terms of bargains they believe that employees are motivated by reward and penalty and not their willingness to work. Transactional leaders aim to create clear structures, where employees know exactly what they are expected to do. These type of leaders believe that social system are more effective with a clear chain of command, when employee are expected to yield all authority to their leader.Leaders who use this leadership style decide what subordinates need to do to attain their own and the corporations aims and objectives and help subordinates become confident in believing they can achieve the set aims and objectives through hard work, but emp loyees are expected to do what they are told by the leader in all cases. Failure to comply with leaders instructions will lead to formal discipline which might result in job loss. As soon as a potential employee becomes an employee it becomes transparent the leader is in charge and in control. Employees who are successful under transactional leaders are usually the ones that follow ordersTransactional leaders deem employees to be completely responsible for their work despite their skills, experience or resources. Subordinates are expected to take full responsibility for their work, success will be recognised and rewarded while failure is seen to be personally the subordinates dent despite internal or external influences that might have contributed to objectives not being met. Leader who use this type of leadership style believe that employees require little attention if they are meeting expectations or operating as expected.There is a variety of leaders that use this type of leader ship. The leadership style might be effective with employees who are used to an autocratic leadership style and who work well under strictly structured conditions. The success of the leader is assured when the leadership style aligns with the work environment. Employees who are highly skilled and experienced are likely to despise and be unhappy under this type of leadership if it is constantly being used by the manager as they might feel they have more to offer to the business and will therefore despise being constantly told how to their job. Unhappy workers are unlikely to perform to the best of their ability and find a new job else where..