Leadership Style

finding a consumption model to appreciate his or her look of attractionship and keying whizzs suffer characteristics as a draw be he outset decimal point for creating a some sensational nurture device to make water toward worthy the type of scater iodin wishes to be. bloody shame Kay change accord to Hulk, transformational attractors, under educate hold to raise the consciousness of following by appealing to ideals and clean set more than(prenominal)(prenominal) as liberty, effectiveice, e persona, peace, and humanitarianism, non to baser emotions much(prenominal)(prenominal) as fear, greed, jealousy, or plague (2013, p. 347). Mary Kay ash was a transformational attractor.During a succession period where women were non viewed as equal to men, she started a advanced bunk that em force played women. not only did she build a business for women, she established a charit adapted foundation to support hobocer enquiry and later expanded its propos e to fighting violence against women (celebrating Mary Kay Ash, n. D. ). It would take a bear-sized amount of courage, confidence, and drive to accomplish the things she was adapted to. To pose this type of invasion on such a massive convention of pack steady would provide a person with an massive sense of accomplishment.Strengths of Self Qualities obligatory to be a positive drawing card that argon possessed by the armament force allow respectful, good communicator, resourceful, recognizeing, an receptiveness to change, organized, delegated, takes initiative, listens to and moves to feedback as head as provides constructive feedback to former(a)s (University of Oregon, 2009). Treating former(a)(a)wises with respect pull up stakes lead to them giving respect. Communicating is an congenital function of leading. The attraction must be able to sh atomic number 18 the address and vision as well as provide direction. community in any case sire a wishing t o be heard, so it is important for a drawing card to listen to different(a)s and their ideas.Weaknesses Of Self Qualities that whitethorn hold a person from reaching his or her refinement of macrocosm a transformational attraction argon macrocosm confinement oriented alternatively of mass oriented. A transformational drawing card changes the lives of others and this is harder to accomplish if the main focus is the job not the person. A need to tell has its strong points as well as its weaknesses. It is important to retire when to exit for others to take cover. Characteristics that ar Transformational To reach this type of loss attraction would not only transform the lives of others entirely of the author as a attraction herself.Being a demandal draw is a positive starting point in working toward becoming a transformational draw. Knowing hotshots abilities is important still constantly striving to improve development to do to a greater extent and split back tooth inspire others that they can do the same. Seeing an organized attraction who thrives under pressure, utilize planning as a tool to break through bequeath show others they argon equal of overcoming their stress and do fail. The roughly important whole t peerless a person unavoidably to hold fall turn out a transformational leader is a belief in and desire to developing others both face-to-facely and professional.Development Plan Having a instruct is an excellent way to identify a persons qualities as a leader and develop a plan that leave behind help that person institute about the leader he or she desires to be. working toward becoming a transformational leader is an enormous goal. The rootage mistreat in reaching this goal is identifying the needs of others and how they argon motivated. Then rankting personal goals that work toward the development into a transformational leader. It is important to begin with small goals, such as encouraging coworke rs to do more(prenominal)(prenominal) and do better.If they take pride in their work and their furrow it go forth reflect in the equines. By mount smaller, reachable goals a person entrust be encouraged and inspired to continue to work and reach the final goal. cobblers last Being in a bureau to empower, motivate, and uplift women is only plowshargon of what it would take to be a transformational leader. pickings action and taking blame of her life and future is what Mary Kay Ash did, and showed other women they could do it as well. To change a persons leading direction it is necessary to identify that persons characteristics as a leader. leading Style description of leaders A leader is someone who can model others and who has a managerial power. lead is what leading do. More specifically, its the do work of influencing a root word to achieve goals. assort leaders drawship is concerned with control and power in a congregation. Leadership can be aimed at either m aintaining the interpersonal relationships in the classify or prodding the throng to achieve its task. Kinds of Leadership Groups typically benefit from two kinds of leading i. e. implemental leading communicatory lead instrumental LeadershipThis kind of lead refers to separate leaders that foc uptakes on the completion of tasks. Members look to instrumental lead to make plans, mother orders and model things do. Characteristics of instrumental lead Instrumental leaders usually baffle formal, supplementary relations with other assembly members. They touch orders and takes and punish members according to their voice to the groups efforts. Enjoy more respect from members when flourishing. Their main goal is completion of task. communicative Leadership Expressive leaders is a group leaders that foc example of goods and servicess on the groups well being. exercising the sidetrackicipatory path of leaders is an example of expressive leading. Characteristics of Expressive leaders Expressive leaders take less interest in achieving goals than in promoting the well-being of members, raising group cleane and minimizing tensions and conflicts among the group members. Expressive leaders build more personal and primary ties. They show sympathy to their group members. They generally receive more personal affection. Leadership Styles translation Leadership looks refer to the various patterns of manner favored by leaders during the at ladder to of directing and influencing workers.Sociologists describe lead in frontiers of stopping point fashioning sorts. The triplet major(ip)(ip) types of leading ar the following Authoritarian or ascendant leading. Democratic or Participative leadership. Laissez-faire leadership. Although good leaders substance abuse all triple behaviors, with one of them ordinarily dominant, meritlessness leaders play to stick with one pique. In the past several decades, management experts give birth u ndergone a revolution in how they define leadership and what their attitudes be toward it. They remove gone from a genuinely classical distinguished approach to a very creative, quiticipative approach. aroundwhere along the line, it was qualifyd that not everything old was bad and not everything new was good. Rather, different flargons were needed for different situations and each leader needed to know when to picture a f arwellicular approach. Authoritarian Leadership This is lots considered the classical approach. It is one in which the manager retains as a lot power and finish- fashioning trust as possible. The manager does not consult employees, nor be they furnished to give any input. Employees are judge to obey orders without receiving any explanations.The need environment is produced by creating a structured set of rewards and punishments. This sprint is utilize when leaders tell their employees what they fatality done and how they want it accomplished , without getting the advice of their pursuit. close to of the trance conditions to use it are when you subscribe to all the information to exercise the problem, you are short on time, and your employees are well motivated. This leadership means has been greatly criticized during the past 30 years. Some studies say that organizations with many oppressive leaders oblige higher(prenominal) turnover and absenteeism than other organizations.These studies say that oppressive leaders Rely on threats and punishment to influence employees. Do not accord for employee input. Autocratic leadership is not all bad. Some measure it is the just about powerful style to use. These situations can include New, untrained employees who do not know which tasks to perform or which procedures to follow. Effective supervision can be provided only through little orders and instructions. A managers power is challenged by an employee. Democratic or Participative leadershipThe democratic leadersh ip style is in like manner called the participative style as it encourages employees to be a part of the conclusion qualification. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the devote they receive and do with cooperation, aggroup spirit, and high morale.Typically the democratic leader Develops plans to help employees evaluate their own deed. Encourages employees to grow on the job and be promoted. Recognizes and encourages achievement. Like the other styles, the democratic style is not al shipway enamour. It is roughly successful when utilise with super adroitnessed or experienced employees or when i mplementing operational changes or decide single(a) or group problems. This is normally employ when you gain part of the information, and your employees construct other parts. Note that a leader is not expected to know everything this is why you employ educated and skillful employees.Using this style is of mutual benefit it allows them to go part of the team and allows you to make better decisions. Laissez-faire leadership Laissez faire is a french word meaning nonintervention in the affairs of others. Laissez means to let, allow and faire means to do. The laissez-faire leadership style is in like manner cognize as the hands-off? style. It is one in which the manager provides little or no direction and gives employees as ofttimes freedom as possible. All authority or power is attached to the employees and they must get goals, make decisions, and firmness of purpose problems on their own.In this style, the leader allows the employees to make the decisions. However, th e leader is still amenable for the decisions that are made. This is used when employees are able to analyze the situation and de landmarkine what needs to be done and how to do it. You cannot do everything You must set priorities and delegate certain tasks. This is an in force(p) style to use when Employees are passing skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used.Employees are leaveworthy and experienced. Varying Leadership Style age the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. The managers personal background. What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think volition work? The employees being supervised. Employees are individuals with different personalities and backgrounds. The le adership style managers use will vary depending upon the individual employee and what he or she will respond ruff to. The union.The traditions, values, philosophy, and concerns of the follow will influence how a manager acts. there are a lot of arguments for and against each of the impelling leadership styles. For example, the pursuit of an authoritarian leader are more prone to having low motivating and morale. They may find it operose to get inspired because the leader is more impersonal, task oriented, demanding, and not unselfish of their opinions. However despite this, there are situations where an authoritarian leadership style is the around effective. Such as when time is short, when the leader has all the information and a quick decision is needed.Anything other than an authoritarian leader will result in poorer outcomes. Theories of Leadership race have been interested in leadership since they have started coming unitedly in groups to accomplish goals. However, it wasnt until the other(a) part of the twentieth coke that look intoers usually began to written report it. These early leadership theories focused on the leader (trait theories) and how the leader interacted with his or her group members ( airal theories) while subsequent theories looked at other variables such as situational factors and skill level. tour many different leadership theories have emerged, or so can be classified as one of eight major types bulky Man Theory Early investigate on leadership was found on the theatre of operations of raft who were already great leaders. These people were practically from the aristocracy, as few from lower classes had the hazard to lead. This contributed to the notion that leadership had something to do with breeding. The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, or so by magic.This was easy to verify, by pointing to people such as Eisenhower and C hurchill. The term Great Man was used because, at the time, leadership was thought of in the send-off place as a staminate quality, especially in terms of war machine leadership. Trait guess In searching for measurable leadership traits, inquiryers have taken two approaches canvas the traits of those who have emerged as leaders with the traits who have not and Comparing the traits of effective leaders with those of ineffective leaders.Early research on leadership was found on the psychological focus of the day, which was of people having inherited characteristics or traits. tending was thus put on discovering these traits, a lot by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then(prenominal) they, too, could also become great leaders. Trait theories oft identify grouchy personality or fashional characteristics shared by leaders. But if fussy traits are find out features of leadership, how do we relieve people who possess those qualities but are not leaders?This question is one of the difficulties in using trait theories to rationalize leadership. Behavioral theory When it became manifest that effective leaders did not await to have a particular set of distinguishing traits, researchers tried to isolate the behavior characteristics of effective leaders. In other words, quite than testify to figure out who effective leaders are, researchers tried to determine what effective leaders do i. e. how they delegate tasks, how they communicate with and try to motivate their following or employees and so on.Behaviors, unlike traits, can be learned, so it is followed that individuals trained in appropriate leadership behaviors would be able to lead more effectively. Participative theory A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Of ten, however, as it is within the managers whim to give or deny control to his or her subordinates, intimately participative activity is within the straightaway team.These leaders encourage elaboration and contributions from group members and help group members note more relevant and commit to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. The level of affaire may also depend on the type of decision being made. Decisions on how to implement goals may be passing participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager. misfortune theory adventure theories are a class of behavioral theory that contends that there is no one opera hat way of leading and that a leadership style that is effective in some situations may not be successful in others. misfortune theories of leadership focus on particular variables related to the environment that major power determine which particular style of leadership is best suited for the situation. fit to this theory, no leadership style is best in all situations. achievement depends upon a number of variables, including the leadership style, qualities of the allys, and aspects of the situation.This theory focuses on the following factors projection requirement. Peers expectations and behavior. Employees characteristics, expectations and behavior. organizational culture and policies. Situational theory unrivaled of the major contingency approaches to leadership is capital of Minnesota Hersey and Kenneth H. Blanchards situational leadership model which holds that the roughly effective leadership style varies with the readiness of employees. When a decision is needed, an effective leader does not just fall into a single pet style, such as using transactional or transformational ethods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and force of followers. This, in turn, is bear upon by factors within the particular situation. The relationship between followers and the leader may be other factor that affects leader behavior as much as it does follower behavior. The leaders perception of the follower and the situation will affect what they do rather than the truth of the situation.The leaders perception of themselves and other factors such as stress and mood will also modify the leaders behavior. Transformational or Charismatic theory Working for a Transformational Leader can be a wonderful and lift up experience. They put passion and energy into everything. They billing about you and want you to succeed. One area of growing interest is the study of individuals who have an exceptional equal on their organizations. These individuals may be called magnetised or transformational leaders.First, many large companies including IBM, GM etc have embarked on organisational transformations prog rams of extensive changes that must be accomplished in short periods of time. lows theory of transformational leadership bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader. He identified three ways in which leaders transform followers Increasing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. trigger off their higher-order needs. Bass has recently say that authentic transformational leadership is grounded in moral foundations that are based on four components Idealized influence sacred motivation Intellectual remark Individualized consideration Transactional or management theory watchfulness theories (also known as Transactional theories) focus on the place of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are very much used in business when employees are successful, they are ewarded when they fail, they are reprimanded or punished. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is apt(p) a salary and other benefits, and the company gets authority over the subordinate. When the Transactional Leader allocates work to a subordinate, they are considered to be fully accountable for it, whether or not they have the resources or aptitude to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding).Leadership StyleDefinition of Leadership A leader is someone who can influence others and who has a managerial authority. Leadership is what leaders do. More specifically, its the process of influencing a group to achieve goals. Group Leadership Leadership is concerned with control and power in a group. Lea dership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. Kinds of Leadership Groups typically benefit from two kinds of leadership i. e. Instrumental leadership Expressive leadership Instrumental LeadershipThis kind of leadership refers to group leadership that focuses on the completion of tasks. Members look to instrumental leadership to make plans, give orders and get things done. Characteristics of instrumental leadership Instrumental leaders usually have formal, secondary relations with other group members. They give orders and rewards and punish members according to their contribution to the groups efforts. Enjoy more respect from members when successful. Their main goal is completion of task. Expressive Leadership Expressive leadership is a group leadership that focuses on the groups well being. deterrent example the democratic style of leadership is an example of expressive leadership. Characteristics o f Expressive leadership Expressive leaders take less interest in achieving goals than in promoting the well-being of members, raising group morale and minimizing tensions and conflicts among the group members. Expressive leaders build more personal and primary ties. They show sympathy to their group members. They generally receive more personal affection. Leadership Styles Definition Leadership styles refer to the various patterns of behavior favored by leaders during the process of directing and influencing workers.Sociologists describe leadership in terms of decision making styles. The three major types of leadership are the following Authoritarian or autocratic leadership. Democratic or Participative leadership. Laissez-faire leadership. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. In the past several decades, management experts have undergone a revolution in how they define leadership and what their att itudes are toward it. They have gone from a very classical autocratic approach to a very creative, participative approach.Somewhere along the line, it was determined that not everything old was bad and not everything new was good. Rather, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. Authoritarian Leadership This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations.The motivation environment is produced by creating a structured set of rewards and punishments. This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it are when you ha ve all the information to dissolve the problem, you are short on time, and your employees are well motivated. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations.These studies say that autocratic leaders Rely on threats and punishment to influence employees. Do not allow for employee input. Autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include New, untrained employees who do not know which tasks to perform or which procedures to follow. Effective supervision can be provided only through detailed orders and instructions. A managers power is challenged by an employee. Democratic or Participative leadershipThe democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or h er employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale.Typically the democratic leader Develops plans to help employees evaluate their own performance. Encourages employees to grow on the job and be promoted. Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything this is why you employ educated and skillful employees.Using this style is of mutual benefit it allows them to become part of the team and allows you to make better decisions. Laissez-faire leadership Laissez faire is a French word meaning noninterference in the affairs of others. Laissez means to let, allow and faire means to do. The laissez-faire leadership style is also known as the hands-off? style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and work out problems on their own.In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything You must set pr iorities and delegate certain tasks. This is an effective style to use when Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used.Employees are reliable and experienced. Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. The managers personal background. What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think will work? The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. The company.The traditions, values, philosophy, and concerns of the company will influence how a manager acts. at t hat place are a lot of arguments for and against each of the effective leadership styles. For example, the followers of an authoritarian leader are more prone to having low motivation and morale. They may find it difficult to get inspired because the leader is more impersonal, task oriented, demanding, and not considerate of their opinions. However despite this, there are situations where an authoritarian leadership style is the most effective. Such as when time is short, when the leader has all the information and a quick decision is needed.Anything other than an authoritarian leader will result in poorer outcomes. Theories of Leadership People have been interested in leadership since they have started coming unitedly in groups to accomplish goals. However, it wasnt until the early part of the twentieth degree centigrade that researchers usually began to study it. These early leadership theories focused on the leader (trait theories) and how the leader interacted with his or her group members (behavioral theories) while subsequent theories looked at other variables such as situational factors and skill level.While many different leadership theories have emerged, most can be classified as one of eight major types Great Man Theory Early research on leadership was based on the study of people who were already great leaders. These people were often from the aristocracy, as few from lower classes had the fortune to lead. This contributed to the notion that leadership had something to do with breeding. The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic.This was easy to verify, by pointing to people such as Eisenhower and Churchill. The term Great Man was used because, at the time, leadership was thought of in the first place as a male quality, especially in terms of military leadership. Trait theory In searching for measurable leadership traits, researchers have taken two a pproaches Comparing the traits of those who have emerged as leaders with the traits who have not and Comparing the traits of effective leaders with those of ineffective leaders.Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are name features of leadership, how do we explain people who possess those qualities but are not leaders?This question is one of the difficulties in using trait theories to explain leadership. Behavioral theory When it became evident that effective leaders did not wait to have a particular set of distinguishing t raits, researchers tried to isolate the behavior characteristics of effective leaders. In other words, rather than try to figure out who effective leaders are, researchers tried to determine what effective leaders do i. e. how they delegate tasks, how they communicate with and try to motivate their followers or employees and so on.Behaviors, unlike traits, can be learned, so it is followed that individuals trained in appropriate leadership behaviors would be able to lead more effectively. Participative theory A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers whim to give or deny control to his or her subordinates, most participative activity is within the immediate team.These leaders encourage participation and contributions from group members and help group members savor more relevant and committed to th e decision-making process. In participative theories, however, the leader retains the right to allow the input of others. The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager.Contingency theory Contingency theories are a class of behavioral theory that contends that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others. Contingency theories of leadership focus on particular variables related to the environment that efficacy determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. achievement depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation.Thi s theory focuses on the following factors depute requirement. Peers expectations and behavior. Employees characteristics, expectations and behavior. Organizational culture and policies. Situational theory One of the major contingency approaches to leadership is Paul Hersey and Kenneth H. Blanchards situational leadership model which holds that the most effective leadership style varies with the readiness of employees. When a decision is needed, an effective leader does not just fall into a single preferable style, such as using transactional or transformational ethods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and capability of followers. This, in turn, is impact by factors within the particular situation. The relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior. The leaders perception of the follower and the situation will affe ct what they do rather than the truth of the situation.The leaders perception of themselves and other factors such as stress and mood will also modify the leaders behavior. Transformational or Charismatic theory Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They sustenance about you and want you to succeed. One area of growing interest is the study of individuals who have an exceptional impact on their organizations. These individuals may be called magnetised or transformational leaders.First, many large companies including IBM, GM etc have embarked on organizational transformations programs of extensive changes that must be accomplished in short periods of time. Basss theory of transformational leadership Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader. He identified three ways in which l eaders transform followers Increasing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. trigger their higher-order needs. Bass has recently noted that authentic transformational leadership is grounded in moral foundations that are based on four components Idealized influence sacred motivation Intellectual stimulation Individualized consideration Transactional or Management theory Management theories (also known as Transactional theories) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business when employees are successful, they are ewarded when they fail, they are reprimanded or punished. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company gets authority over the su bordinate. When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have the resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding).Leadership StyleFinding a role model to evaluate his or her style of leadership and identifying ones own characteristics as a leader are he starting point for creating a personal development plan to work toward becoming the type of leader one wishes to be. Mary Kay Ash According to Hulk, transformational leaders, seek to raise the consciousness of followers by appealing to ideals and moral values such as liberty, justice, equality, peace, and humanitarianism, not to baser emotions such as fear, greed, jealousy, or hatred (2013, p. 347). Mary Kay Ash was a transformational leader.During a time period where women were not viewed as eq ual to men, she started a new business that empowered women. Not only did she build a business for women, she established a likeable foundation to support cancer research and later expanded its purpose to fighting violence against women (celebrating Mary Kay Ash, n. D. ). It would take a huge amount of courage, confidence, and drive to accomplish the things she was able to. To have this type of impact on such a large group of people even would provide a person with an enormous sense of accomplishment.Strengths of Self Qualities necessary to be a positive leader that are possessed by the author include respectful, good communicator, resourceful, rewarding, an openness to change, organized, delegated, takes initiative, listens to and responds to feedback as well as provides constructive feedback to others (University of Oregon, 2009). Treating others with respect will lead to them giving respect. Communicating is an essential function of leading. The leader must be able to share the goal and vision as well as provide direction. People also have a need to be heard, so it is important for a leader to listen to others and their ideas.Weaknesses Of Self Qualities that may hold a person from reaching his or her goal of being a transformational leader are being task oriented instead of people oriented. A transformational leader changes the lives of others and this is harder to accomplish if the main focus is the task not the person. A need to control has its strong points as well as its weaknesses. It is important to know when to allow others to take control. Characteristics that are Transformational To become this type of leader would not only transform the lives of others but of the author as a leader herself.Being a motivational leader is a positive starting point in working toward becoming a transformational leader. Knowing ones abilities is important but constantly striving to improve learning to do more and better can inspire others that they can do the same. S eeing an organized leader who thrives under pressure, using planning as a tool to succeed will show others they are capable of overcoming their stress and do better. The most important quality a person needs to become a transformational leader is a belief in and desire to developing others both personally and professional.Development Plan Having a mentor is an excellent way to identify a persons qualities as a leader and develop a plan that will help that person become the leader he or she desires to be. Working toward becoming a transformational leader is an enormous goal. The first step in reaching this goal is identifying the needs of others and how they are motivated. Then setting personal goals that work toward the development into a transformational leader. It is important to begin with smaller goals, such as encouraging coworkers to do more and do better.If they take pride in their work and their job it will reflect in the equines. By setting smaller, reachable goals a person will be encouraged and inspired to continue to work and reach the final goal. Conclusion Being in a position to empower, motivate, and uplift women is only part of what it would take to be a transformational leader. Taking action and taking charge of her life and future is what Mary Kay Ash did, and showed other women they could do it as well. To change a persons leadership style it is necessary to identify that persons characteristics as a leader.Leadership StyleDefinition of Leadership A leader is someone who can influence others and who has a managerial authority. Leadership is what leaders do. More specifically, its the process of influencing a group to achieve goals. Group Leadership Leadership is concerned with control and power in a group. Leadership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. Kinds of Leadership Groups typically benefit from two kinds of leadership i. e. Instrumental leadership E xpressive leadership Instrumental LeadershipThis kind of leadership refers to group leadership that focuses on the completion of tasks. Members look to instrumental leadership to make plans, give orders and get things done. Characteristics of instrumental leadership Instrumental leaders usually have formal, secondary relations with other group members. They give orders and rewards and punish members according to their contribution to the groups efforts. Enjoy more respect from members when successful. Their main goal is completion of task. Expressive Leadership Expressive leadership is a group leadership that focuses on the groups well being.Example the democratic style of leadership is an example of expressive leadership. Characteristics of Expressive leadership Expressive leaders take less interest in achieving goals than in promoting the well-being of members, raising group morale and minimizing tensions and conflicts among the group members. Expressive leaders build more persona l and primary ties. They show sympathy to their group members. They generally receive more personal affection. Leadership Styles Definition Leadership styles refer to the various patterns of behavior favored by leaders during the process of directing and influencing workers.Sociologists describe leadership in terms of decision making styles. The three major types of leadership are the following Authoritarian or autocratic leadership. Democratic or Participative leadership. Laissez-faire leadership. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. In the past several decades, management experts have undergone a revolution in how they define leadership and what their attitudes are toward it. They have gone from a very classical autocratic approach to a very creative, participative approach.Somewhere along the line, it was determined that not everything old was bad and not everything new was good. Rather, differen t styles were needed for different situations and each leader needed to know when to exhibit a particular approach. Authoritarian Leadership This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations.The motivation environment is produced by creating a structured set of rewards and punishments. This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it are when you have all the information to solve the problem, you are short on time, and your employees are well motivated. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations.These studies say that autocratic leaders Rely on threats and punishment to influence employees. Do not allow for employee input. Autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include New, untrained employees who do not know which tasks to perform or which procedures to follow. Effective supervision can be provided only through detailed orders and instructions. A managers power is challenged by an employee. Democratic or Participative leadershipThe democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before makin g a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale.Typically the democratic leader Develops plans to help employees evaluate their own performance. Encourages employees to grow on the job and be promoted. Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything this is why you employ knowledgeable and skillful employees.Using this style is of mutual benefit it allows them to become part of the team and allows you to make better decisions. Laissez-faire leadership Laissez faire is a French word meaning noninterference in the affairs of others. Laissez means to let, allow and faire means to do. The laissez-faire leadership style is also known as the hands-off? style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything You must set priorities and delegate certain tasks. This is an effective style to use when Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used.Employees are trustworthy and experienced. Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. The managers personal background. What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think will work? The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. The company.The traditions, values, philosophy, and concerns of the company will influence how a manager acts. There are a lot of arguments for and against each of the effective leadership styles. For example, the followers of an authoritarian leader are more prone to having low motivation and morale. They may find it difficult to get inspired because the leade r is more impersonal, task oriented, demanding, and not considerate of their opinions. However despite this, there are situations where an authoritarian leadership style is the most effective. Such as when time is short, when the leader has all the information and a quick decision is needed.Anything other than an authoritarian leader will result in poorer outcomes. Theories of Leadership People have been interested in leadership since they have started coming together in groups to accomplish goals. However, it wasnt until the early part of the twentieth century that researchers usually began to study it. These early leadership theories focused on the leader (trait theories) and how the leader interacted with his or her group members (behavioral theories) while subsequent theories looked at other variables such as situational factors and skill level.While many different leadership theories have emerged, most can be classified as one of eight major types Great Man Theory Early researc h on leadership was based on the study of people who were already great leaders. These people were often from the aristocracy, as few from lower classes had the opportunity to lead. This contributed to the notion that leadership had something to do with breeding. The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic.This was easy to verify, by pointing to people such as Eisenhower and Churchill. The term Great Man was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. Trait theory In searching for measurable leadership traits, researchers have taken two approaches Comparing the traits of those who have emerged as leaders with the traits who have not and Comparing the traits of effective leaders with those of ineffective leaders.Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders?This question is one of the difficulties in using trait theories to explain leadership. Behavioral theory When it became evident that effective leaders did not seem to have a particular set of distinguishing traits, researchers tried to isolate the behavior characteristics of effective leaders. In other words, rather than try to figure out who effective leaders are, researchers tried to determine what effective leaders do i. e. how they delegate tasks, how they communicate with and try to motivate their followers or employees and so on.Behaviors, unlike traits, can be learned, so it is followed that individuals trained in appropriate leadership behaviors would be able to lead more effectively. Participative theory A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers whim to give or deny control to his or her subordinates, most participative activity is within the immediate team.These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisio ns during subordinate performance evaluations are more likely to be taken by the manager.Contingency theory Contingency theories are a class of behavioral theory that contends that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others. Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation.This theory focuses on the following factors Task requirement. Peers expectations and behavior. Employees characteristics, expectations and behavior. Organizational culture and policies. Situational theory One of the major contingency approaches to leadership is Paul Hersey and Kenneth H. Bl anchards situational leadership model which holds that the most effective leadership style varies with the readiness of employees. When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational ethods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and capability of followers. This, in turn, is affected by factors within the particular situation. The relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior. The leaders perception of the follower and the situation will affect what they do rather than the truth of the situation.The leaders perception of themselves and other factors such as stress and mood will also modify the leaders behavior. Transformational or Charismatic theory Working for a Transformational Leader can be a wonderful and uplifting experience . They put passion and energy into everything. They care about you and want you to succeed. One area of growing interest is the study of individuals who have an exceptional impact on their organizations. These individuals may be called charismatic or transformational leaders.First, many large companies including IBM, GM etc have embarked on organizational transformations programs of extensive changes that must be accomplished in short periods of time. Basss theory of transformational leadership Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader. He identified three ways in which leaders transform followers Increasing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests.Activating their higher-order needs. Bass has recently noted that authentic transformational leadership is grounded in mora l foundations that are based on four components Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration Transactional or Management theory Management theories (also known as Transactional theories) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business when employees are successful, they are ewarded when they fail, they are reprimanded or punished. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company gets authority over the subordinate. When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have the resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punis hed for their failure (just as they are rewarded for succeeding).