Three Behavioral Theories Of Leadership Management Essay

Three Behavioral Theories Of blend Management EssayLeadership theories explore how admiting chamberpot influence humankind or employees to fulfil military commission and mess of focalisements. Tradition every(prenominal)y, transactional leadinghip has prevailed throughout the industrial revolution with pay for call on physical process. Although as time passes, attractership theories developed mirror those of quasi-transactional theories of Six Sigma, hit Quality Management, and Kaizen. These theories based on outcomes of production with the spirit of collaboration from employees to profit aw argonness of to each one task to promote or negate benefits to the comp some(prenominal).Ruggieri (2009) link up the lead appearance displayed by the drawing card to the brass instruments executing and achiever. Leaders of an placement must anticipate and adapt to change by using the attractership mode that fits the current situation. For an organization to grow and be successful in a changing environs, leading must articulate plenty, goals, and objectives and make secure tune decisions that result lead the organization to success. In leading organizations to success, Kanter (2000) stated, trenchant leading cultivate an surroundings where openness is encouraged and where collaboration is wanted (p. 32).Partnerships two inside and outside the organization enhance the organizations knowledge and distort into the market, and provide greater expertness and experience than if a to a greater extent dis obtain subject bewilder perspective were maintained (Kanter, 2000). Effective leading also sequester on the components of different leading tendencys carriages that will provide the best lift or decision based on the situation and milieu at hand (Spears, 2004). The succeeding sections discuss iii behavioral theories of leading, which include transformational lead, transactional lead, and handmaid draws.Transformational Leade rship TheoryTransformational lead scheme is based on the susceptibility of the attraction to provide an atmosphere, which engages their employees and hinged on the fantasy of spirit, via connectedness. Transformational leading is the top executive to actuate and to encourage understanding stimulation through inspiration (Avolio, Zhu, Koh, Bhatia, 2004 Dvir, Eden, Avolio, Shamir, 2002). McColl-Kennedy and Anderson (2005) further delimitate transformational attractions genius as guidance through severalise consideration, intellectual stimulation, sacred motivation, and opinionlized influence (p. 116).Transformational leading brings with it a degree of own(prenominal)ised magnetism and motivation (Avolio Yammarino, 2002). Transformational leaders pile influence and inspire others to succeed and grow. Transformational leaders model the behavior they expect of their employees through transp atomic number 18nt information sharing, enthusiasm, and optimism. The lea der opinional in creating solutions and encourages the employee to do the same(p). Transformational leaders ar risk- gors and encourage others to take risks, too. These leaders encourage growth through advanced education, certifications, and interactions.Bass and Steidlmeier (1999) historied transformational leaders aim of involvement had the might to enhance creativity, innovation, and public presentation from their police squads. Transformational leaders must know the fortitude and adaptability to respond to and learn from both indispensable and external stimuli of changes inwardly the organizations. Such leaders must proactively mitigate any prejudicious impact on the advise, as well ensuring the overall felicity of the ag assemblage members as fixingss in the projects successful completion and team achievement (Ronning, 2004 Sanders et al., 2003).Bass (2000) had widely defended the potential of the transformational leading to improve the post-modern organisation al landscape. match to Bass, transformational leaders bring about the awareness of their constituencies about what are essential add-on concerns for obtainment, self-actualization, and ideals. They inspire fol set outs to go beyond their take in opportunisms for the dear of the base, organization, or community. For Bass, true transformational leadership can be identified by its love to the highest levels of moral and ethical standards. Bass (1997) says that leaders are authentically transformational when they raise awareness of what is right, time valued, and consequential when they help satisfy increase pursuit of necessity for success, change and when they reposition pursuit to go outside their self-interests for the good of their group or organization.True transformational leadership asks for sacrifice on the part of the follower, nonwithstanding it does not necessarily require that an individuals interests to be swept aside for the good of the organization. The tr ansformational leader strives to achieve a true consensus in aligning personal and organization interests (Bass, 1998, p. 176). Transformational leaders act like moral agents and engage in joint understanding of employees, with the ultimate goal of converting these employees to become leaders themselves (Inkson Moss, 1993). Transformational leaders are closely of the time interested in producing quality and meter runs from those they lead, but also attempt to provide an environment in which the individuals own career and personal goals are realized through the organization. In this way, force can be increased, and the entire organization can benefit on the improvement of individuals (Seltzer Bass, 1990).It is the transformational leadership name that offers managers the greatest ability to deal with this quick changing body of work (Bass, 2000), especially in a global deliverance where change is inevitable. Wallace (1993) concluded that complex organizational and environme ntal factors require the flexibleness that transformational leadership style offers because it enables managers to include workers on decisions, and can empower workers to eat up an increasing level of control over their work performance. Organizations led by transformational leaders usually perform at a believed greater level, with a higher level of employee moral (Bass, 1990).Bryant (2003) claimed that transformational leadership results to motivation and commitment for following in order to present above average organizational performance. Robbins and attempt (2009) further concluded that transformational leadership is correlated with lower employee turnover, higher productivity, lower stress, and higher employee satisfaction. Transformational leaders are able to enhance their leadership style based on the situation, and transform that style into their subordinates to become advance(a) and fictive in their decision-making process (Chung Chia-Hung, 2009). Transformational leadership is based on the leader-member relationship that fosters a greater degree of trust and mutual understanding anticipate among the members in maintaining that relationship. Members in a transformational leadership framework cooperate more often with their leaders and gain their leaders full support, confidence, encouragement, and patience, and this in beget forms a lasting relationship bond amongst the leaders and the employees (Chung Chia-Hung, 2009).Boga and Ensari (2009) stated, traditionally, the magnitude of the organizational leaders influence on the workforce has been tied to his or her leadership style (p. 237). Transformational leaders seeks to influence the interests of their followers in the workplace, receive change as being a part of life, and motivate their followers to pursue the purpose and mission of the organization above their own egocentricities (Boga Ensari, 2009). The transformational leader/follower relationship is viewed as one of dowryd int erests and is comprised of quatern diaphanous characteristics (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) that are closely related to the ascend leaders use (Boga Ensari).Finally, transformational leadership occurs when a leader inspires followers to share a vision and enables those who follow to formulate their own vision for themselves and the organization to achieve a higher level of performance. Transformational leaders spare those they lead a greater degree of self-direction in the decision-making process that allows the leader to be more successful leading the organization to success. Transformational leadership is somewhat confusable to consideration leadership, but most questioners agree that the transformational leadership style makes better leaders in organizations (Bass, 1990).Transformational leadership, as noted by Bass and Avolio (1993) has four defining principles that included idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation. Idealized influence means the transformational leader works with followers to encourage independence, awareness, and maturation as a means to an end, where followers infix in the mission and vision of the organization. Inspirational motivation means the transformational leader is able to inspire followers with the intent to share in the goals of the organization. noetic stimulation means the transformational leader acknowledges his or her followers as adroit and encourages input while re-evaluating assumptions for beliefs and values. The leader ignites creativity in followers, which may result in productivity for the organization. Individualized consideration means respecting the uniqueness of each person, while working with him or her to facilitate the maximization of potential. Leaders spot the type and splendor of involving followers in the establishment of a hefty organizational cultur e and climate.These four factors enable leaders to create an environment wherein team members clearly understood the tasks of the project, both holistically as a team and individually. The four factors of transformational leadership enable the leader to create a level of respect felt by members of the entire project. Team members had a proactive level of interest, concern, and inspirational motivation to become actively engaged in sixfold levels of trenchant communication, thitherby identifying the impact of each members role in project completion (Bass Avolio, 1993).An effective platform created by transformational leaders induces team cohesiveness on numerous aspects (Ruggieri, 2009). Research has provided evidence that transformational leadership in both traditional face-to-face teams and practical(prenominal) teams has the components to produce multiple levels of group cohesiveness. Members became empowered to make greater contributions to the team, thus constructing an effe ctive team environment of problem solving and innovative solutions (Jung Sosik, 2002 Ruggieri, 2009).Yardley et al. (2007) also noted transformational leaders shroud the aspect of preparing members of the team to become transformational by increasing their level of partnership and satisfaction resulting in increased team performance in creative implementation creative and effective change. The transformational leadership framework has a angle of inclination of creating domino effects in producing and creating potential leaders inwardly multiple levels of an organization (Masood et al., 2006 Yardley et al., 2007). This form of communication and development within traditional collocated teams and virtual teams was indicative to producing effective leadership participation that enhances team performance.Transactional LeadershipTransformational leadership gained prominence as the leadership style of the 21st Century. The concept of transformational leadership began to emerge in the late 1980s, particularly in research lit about education. According to Bass (1990), transformational leadership is inspirational leadership style that influences followers to achieve extraordinary performance in a mount of large-scale innovation and change. There are times when the concept sensation a suitable type of leadership for organizations taking up the challenges of reformatting and reorganizing. Today, this concept is applied in most developed countries worldwide (Leithwood, 1992).Transactional leadership opening often presents a more traditional view of team leaders compelling team members to improve their performance on a requite and reprimand based system (Yardley Nealy, 2007). Transactional leaderships main characteristic is separateness there is a line between the leader and the follower, with the potential to leave individuals belief abandoned and in moral poverty (Avolio, Walumbwa, Weber, 2009 Hauser, 2007). A transactional leader uses rewards as a way of man aging subordinates behaviors and employs management by exception (Bass, 1985).The transactional leadership theory includes three dimensions. These dimensions include contingent reward, management by exceptionactive and static leadership (Bass Avolio, 2000). Contingent-reward is the degree to which the leader sets up helpful transactions or exchanges with followers The leader clarifies expectations and establishes the rewards for collide withing these expectations (Judge Piccolo, 2004, p. 755). Management-by-exception is the degree to which managers intervene when issues, problems, or mistakes occur. An active management-by-exception involves leaders who monitor the performance of their subordinates throughout the course of the task or activity. This allows the leader to track whether mistakes happen in line with the completion of the task or activity. A passive management-by-exception on the other hand considers leaders who are unaware of mistakes within their team until his/he r subordinates report the issues or the problems that happened. In transactional leadership, the leaders appeal to their subordinates self-interest through rewards in order to achieve the teams objectives.In the team setting, leaders who are solely transactional leaders created an environment reinforced upon positive and negative reinforcement (Ruggieri, 2009). The reinforcement came in the form of gaze and awards in money and gifts when milestones reached completion during the life of the project. Transactional leaders used negative reinforcement when team members miss milestones or fail to complete project deadlines, generally in the forms of chastisement, censorship, and in some cases, release from the organization (Ruggieri, 2009).Sanders et al. (2003) indicated most leaders utilizing this leadership style exhibited less confidence in their ability to lead or make an impact within the organization. It is important to sway that nearly all leaders in a virtual or in a traditiona l team environment have utilise the transactional leadership theory as part of decision-making (Ulmer, 2005). The transactional leadership theory is enclose around an award-based system, which motivates followers to contribute to the success of the team. handmaid LeadershipServant leadership theory suggests that the leader places the good of those led over the self-interest of the leader and promotes the idea of valuing and growing by sharing their power and prestigiousness with those they lead (Greenleaf, 1977). Greenleaf (1970, 1977) introduced theoretical concepts to the body of leadership belles-lettres on retainer leadership. Greenleaf, who is the founder of the Greenleaf Center for Servant Leadership, created the idea of retainer leadership later on reading Nobel Laureate Herman Hesses (1956) Journey to the East, a story about a spiritual pilgrimage of a band of men on a fairy-tale journey.The term consideration leadership may not be long-familiar to a large number of individuals or corporations, but many organizations have adopted and embraced this concept within their leadership structure. Servant leadership is radically changing how leaders lead and treat subordinates under ones area of state in the organization that creates a caring and understanding atmosphere within the organization (Chung Chia-Hung, 2009).Greenleaf (1970) stated, Caring for other persons is the foundation upon which a decent night club is built (p. 54). Transformational leadership and consideration leadership have several similar characteristics, but are not quite the same in their approach to leading subordinates. Servant leadership is based on the notion of equalitarianism and assumes that the leader is no better than those led, but considered equal in value (Greenleaf, 1977).Bass (2000), as well as Farling, Stone, and Winston (1999), see parallels between transformational leadership and servant leadership. However, while the theory of transformational leadership s ays that leaders need much(prenominal)(prenominal) traits as vision, credibility, trust, etc., the theory of servant leadership argues that leaders must place the call for of their followers ahead of their own. Serving and leading at the same time has found to be a constant characteristic of servant leaders. Among the other characteristics that servant leaders have been utter to need are listening, empathy, awareness, healing, persuasion, ability to conceptualize, foresight, stewardship, commitment to growth, and commitment to expression community (Spears, 2004).The main indication of thisleadership style isthe servant leader provides resources and support without expecting followers to concord that leading by example is important to them. Instead, this type of leader assumes a servant first position (Smith, Montagno, Kuzmenko, 2004), and expects others to work for the collective good of the company, sort of than for the leader as representative of the company.Servant leade rs, according to Greenleaf (as cited in Spears, 2005), are not initially motivated to pursue leadership. However, they accept this role in rejoinder to the urgings of others, and in response to a perceived need for their expertise and service in such a situation. The servant leader is expected to be knowledgeable regarding his or her role in promoting the organization or groups goals and to ensure that his or her followers are collectively advancing the objectives of the organization or group (Spears, 2005).Servant leadership has taken on a greater importance in youthful years not plainly in corporate and religious organizations, but also in educational institutions (Cozby, 2001). Servant leaders in schools and universities should have a genuine believe to help others, and a shared vision of taking on the role of servant to its student body. Herman and Marlowe (2005) asserted that leaders should be a servant first in order to transition from a classroom environment to a communit y of caring. Greenleaf (1977) concluded that if someone wants to have true consequence in life, they must first seek out ways to be a servant to others.Servant leadership is viewed as a evidential contributor to leadership effectiveness in organizations and institutions. Practitioners have given delinquent attention to servant leadership in recent years because the workplace and business world is more transparent, competitive, global, inclusive and demographically diverse (Bryant, 2003). The concept of servant leadership shares similarities with the concept of transformational leadership, which produces a pre-determined outcome when the leader empowers followers to achieve organizational goals based on their own innovation and creativity. According to Sendjaya and Sarros (2002), a reason for the shortage of research in servant leadership is that the notion of servant as leader may be perceived as a weak leader (p. 41).Servant leaders emphasize developing their followers personal potential and enabling their personal growth and self-interests. Leadership is about relationships, and the principles of servant leadership are the inherent characteristics for the leader to lead by the heart with a greater degree of humility and honesty. Servant-led organizations should be built on a leadership style whereideas are welcomed and relationships are nurtured. Servant leaders take a different approach from that of traditional leaders who seek to harness and maintain their power base. When a servant leadership culturehas been established at an organization, servant leaders lead by example, and are expected to help those around them achieve their personal and professional goals.Servant leadership does come with some reservations because some employees will approximate to take advantage of leaders who demonstrate this leadership style and reduce the leaders ability to lead (Spears, 2004), in this instance, servant-leaders are able to overcome this by instilling in worker s a sense of the importance of teamwork and shared responsibilities. Peer pressure is remarkably effective in further employees to do the right thing and preventing them from challenging leadership for selfish and personal reasons. Servant leaders have a better chance of preventing such conflicts because they have earned the trust and respect of the followers in the organization (Bass, 1990).Another dilemma in practicing servant leadership is the desire to recitation individualism and competiveness that nurtures selfish or ego driven pride in the workplace or institution (Bass 1997, 2002). Organizations with a culture that promotes an authoritarian power structure will greatly hinder servant leadership and could be a major cause of organizational decline and failure (Boga Ensari, 2009). Most researchers agree that authoritarian hierarchy and egotism are the evil twins that can inhibit the implementation of servant leadership, and may be dickens of the reasons why many institutio ns and organizations exhibit a high level of unethical behavior (Bass, 2000).Servant leadership has not been a leadership trait of recent indoctrinated leadership style just in the case of the U.S. Army as a preferred or recommended leadership style. Bryant (2003) concluded that servant leadership is more concerned with the emotional well being of followers than transformational leadership is. Transformational leaders, on the other hand, do seek to inspire followers not only an intellectual level, but also on an emotional one. That is, they try to maintain a positive attitude regarding the work being performed. equivalence between the Behavioral Theories of LeadershipTwo of the most popular leadership styles currently discussed by researchers are transformational and transactional leadership styles (Boga Ensari, 2009). Over the last decade, immense research effort has been invested into understanding the processes through which transformational leadership relates to followers atti tudes, behavior, and performance beyond their own self-interest for the good of the group (Bass, 2000). However, apart from these two leadership styles, servant leadership style has also been emerging in fields such as military organizations. Servant leadership theory suggests that the leader places the good of those led over the self-interest of the leader and promotes the idea of valuing and developing by sharing their power and prestige with those they lead (Greenleaf, 1977).A theoretical analysis of transformational and servant leadership theories suggests rival consequences for organizational success on the best leadership style. Transformational leadership is defined as having four separate elements charismatic leadership/idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1996). Servant leadership has six different components valuing people, developing people, building community, displaying authenticity, providing l eadership, sharing leadership (Greenleaf 1970 1977).Transformational leadership and servant leadership in organizational settings has experienced a significant progression in terms of both theory development and empirical research studies (Boga Ensari, 2009). Based on this research, transformational leaders are one of the most important factors in propel others to meet organizational goals. Researchers agree that leaders must encourage, reward, motivate, and discipline, mostly through their leadership style, and encourage the development of team relationships inside and outside the group (Ruggieri, 2009). Transformational leaders motivate followers to work for inspiring goals that go beyond their present(prenominal) self-interests. Thus, more and more companies are moving way from transactional to transformational leadership styles.Yuki (2006) believed that the flying field of leadership embodies a vast amount of research dominant in military institutions, businesses, and govern ment organizations. While a significant body of literature has been produced concerning military leadership, Campbell and Dardis (2004) and Harris (2002) believed there is little or very limited research exploring the correlation of bloodline satisfaction related to servant leadership attributes in military recruiting organizations. Some scholars agree that transformational leadership and servant leadership are considered the most prominent leadership styles in military and leading business organizations (Seltzer Bass, 1990).Transformational and servant leaders inspire followers to transcend their own needs for the good of the organization that will lead the organization to greater success. Transformational and servant leadership both encourage their followers to be more innovative and creative which creates an environment that breeds success within the organization. Followers are shake by the leaders personality, which wayes on the collective goals of the company and both types of leadership are focused on the relationship the leader has with their followers. However, Bass (1996) suggests that employees job performance is also positively related to their like or detest of their supervisor than to their organization. The leadership style displayed in the organization will have a direct collide with on the failure or success of the organization, because of the level of commitment the employees binds to the leader of the organization. The way the leaders leadership style is perceived by the followers could influence the leaders power and ability to lead the organization to success.Much of the literature written on leadership style challenges encompasses the difficulties that lie within team collaboration and the empowerment of the individual. Recognizing and identifying the importance of individuality, while maintaining the team approach is a theme echoed throughout ofttimes of the written works. Similarly, comprehending the process by which personality t raits merge and produce, the studied literature indicates the need for leadership to identify adequately and accurately. Such an example imbedded in Bono and Judge (2004) where they indicate that personality traits are three dimensional in nature. The identification process of personality traits in combination with leadership styles can become a challenge. Bono and Judge writePersonality traits were related to three dimensions of transformational leadershipidealized influenceinspirational motivation (charisma), intellectual stimulation, and individualized considerationand three dimensions of transactional leadershipcontingent reward, management by exceptionactive and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional stem of transformational leadershipespecially with respect to the charisma dimensiongenerally, weak associations suggested the importance of futur e research to focus on both narrower personality traits and non-dispositional determinants of transformational and transactional leadership (Bono Judge, 2004, p. XX).Another challenge with leadership styles is explored by Brown and Keeping (2005) , where they concluded that ratings of leadership are passing influenced by the interpersonal affect raters feel towards the target being rated (p. 245). Varma, DeNisi, and Peters (1996) evaluated performance reviews and correlation to how well the person being evaluated likability by the person doing the evaluation. stage business approval ratings for the president of the United States correlates to this highly influenced by the interpersonal affect raters feel towards the target being rated in business (Kaiser, Hogan, Craig, 2008). Driskell and Salas (2005) researched the affective response to a leader when there was depressing content and demeanor within an employees performance review.SynthesisLeadership is probably the most studied face of human behavior (Geoghegan Dulewicz, 2008). Although leadership per se is not often mentioned (as argue to managerial skills, which are almost universally accepted as important to running a successful organization), the numerous references to vision, communication, building relationships with diverse constituents, motivating members, ability to lead well in a wide lead of circumstances reflect the characteristics of agile leadership (Caffey, 2007).Fiedlers (1996) research suggested that leadership styles such as transformational, transactional, and servant leadership styles are effective in all situations but successful organizations have a combination of leadership styles and managers at each level. Leadership style has been shown to be a significant factor in the effectiveness of the organization, and different leadership styles are more effective than others in different situations. According to Smith, Montagno, and Kuzmenko (2004), both transformational and servant l eadership styles operation based on charismatic leadership while transactional leadership style is performance-oriented. The leader inspires and directs followers by means of a shared vision and values. To be successful, both the transformational leader and the servant leader need a considerable amount of charisma-the ability to inspire greatness in them and in those they manage or lead (Bass 2000). Likewise, while not all followers are motivated through rewards, transactional leadership provides a target for followers to perform well.Transactional leadership style differs from transformational leadership for various reasons. For the former, the focus is on the exchanges that occur between leaders and their followers. The transactional leader concentrate on maintaining the lieu quo by satisfying the followers current material needs (Bass, 1990). Transactional leadership is based on the assumption that, by explaining what the leader wants and rewarding confiscate behaviors, the le ader directs followers to achieve a desired level of performance. The transformational leaders primary objective is to bring followers up to a position where they can accomplish tasks without immediate supervision (Seltzer Bass, 1990 Shuster, 1994). Einstein (1994) suggested that a transformational leader uses three steps to bring about transformation in leader follower relations. The steps are (a) diagnosing the leadership situation, (b) transacting the relationship between leader and follower, and (c) transforming follower into an effective employee. These leaders listen to their followers and share their individual concerns as they help to build their confidence.The best leadership is said to be both transformational and transactional. Transformational leadership augments the effectiveness of transactional leadership it does not put back transactional leadership (Bass, Walsman, Yammarino, 1990). The opportunities this combined style fails to address would be those who fall be tween both leadership styles. This is why it makes sense as an effective leader to understand the various leadership styles and be able to employ them as needed as one tends toward the transformational leadership style.