According to kotter (1990) management maintains order and leadership is responsible for other aspects inside the organization as change.
There are some personality dimensions, as the following that inquire management and leadership:
· Attitudes toward goals: a leader has a positive attitude and a manager has a passive one
· Conceptions of work: a leader looks for a high-risk positions and a manager looks for moderate risk
· Relationship with others: a leader encourages people and a manager avoids solitary work activities
· Sense of self: a leader always is questioning life and a manager accepts life as it is
EFFECTIVE LEADERSHIP + GOOD MANAGEMENT= HEALTHY ORGANIZATIONS
LEADERSHIP: is a process of guiding and the behavior of people in work, there are 2 kind of leadership, the formal leadership that is based on authority and infomal leadership that give to another person the leadership in the organization; so the person who is guided by a leadership is called followership.
a leadership has some purposes:
Values
Mission
Vission
According to Arthur G. Jago prominent trends in leadership research are reviewed. Theoretical perspectives are organized in a four-fold typology based on the dominating assumptions of the research effort:
1. the focus on a universally appropriate set of leadership traits
2. the focus on a universally appropriate behavioral style
3. the focus on situational contingent leadership traits
4. the focus on situational contingent behavioral styles
Potential organizational prescriptions following from each perspective are identified (e.g., selection, placement, and training). It is argued that existing research has mapped only a portion of the domain of leadership phenomena due to a concentration on relatively few leadership constructs and because of the popularity of a limited set of empirical methodologies. Recent developments, promising new directions, and novel methods in leadership research are described (Leadership: Perspectives in Theory and Research Arthur G. Jago Management Science Vol. 28, No. 3 (Mar., 1982) (pp. 315-336).
MANAGEMENT: there is a model that includes national management style that is influenced by 2 attributes:
· national culture: is the collective programming of the mind acquired by growing up in a particular country (Hofstede 1991, pag 262)
· level of development: is the extent to which the companies in a country are advanced in terms of sophistication
Trait theory
The early leadership theories centered on the traits of an individual. It was thought that certain traits could differentiate those who would become leaders and those that could not. Actually, instead of focusing on the person, it was found that the process of leadershipcould be more definitive. As Kirkpatrick and Locke explained there are seven traits linked to leadership:
1. Drive: Leaders exhibit a high effort level. They have a relatively high desire for achievement; they are ambitious; they have a lot of energy; they are tirelessly persistent in their activities; and they show initiative.
2. Desire to lead: Leaders have a strong desire to influence and lead others. They show the willingness to take responsibility.
3. Honesty and integrity: Leaders build trusting relationships between themselves and followers by being truthful or non deceitful and by showing high consistency between word and deed.
4. Self-confidence: Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of their goals and decisions.
5. Intelligence: Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions.
6. Job-relevant knowledge: Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well informed decisions and to understand the implications of those decisions.
7. Extraversion: Leaders are energetic, lively people. They are sociable, assertive, and rarely silent or withdrawn.
QUESTION
Discuss transformational, charismatic, and authentic leadership. Would you expect these styles of leadership to exist in all cultures? Differ across cultures? Explain
TRASNFORMATIONAL LEADERS:
Leaders who inspire followers to transcend their selfinterests and achieve exceptional performance.
· Charisma
· Individualized consideration
· Inspirational motivation
· Intellectual stimulation
Some recent works (Bass & Steidlmeier, 1999; Kanungo & Mendonca, 1996) on transformational and charismatic leadership suggest that authentic transformational leaders' behaviors and influence strategies have to meet high moral or ethical standards.
The transformational leadership influence process, on the other hand, is considered to be ethical because transformational leaders use empowering rather than control strategies.
Empowering strategies such as demonstrating exemplary behaviour, showing confidence in the follower's ability, verbal encouragement to accomplish task objectives, and increase the follower's capacity for self-determination while pursuing the collective purpose embodied in the leader's vision for the organization.
CHARISMATIC LEADERS:
A leader’s use of personal abilities and talents in order to have profound and extraordinary effects on followers.
Charismatic Leaders who are building a group, whether it is a political party, a cult or a business team, will often focus strongly on making the group very clear and distinct, separating it from other groups. They will then build the image of the group, in particular in the minds of their followers, as being far superior to all others.
The Charismatic Leader will typically attach themselves firmly to the identify of the group, such that to join the group is to become one with the leader. In doing so, they create an unchallengeable position for themselves.
AUTHENTIC LEADERS:
A leader who is guided by explicit values that emphasize collective interest (shared purpose?), enabling them to operate at high levels of moral integrity. Not egocentric.
Being an "authentic leader" means two things:
· you've got to share the struggle and the risks with your people.
Along with sharing the struggle, there's another crucial requirement for authentic leaders: They must make sure their actions consistently reinforce the one or two most important values they hold up for their organizations. If you say that you're going to put customers first, for example, or that you put employees first, then you had better follow through, especially when you're forced to make tough trade-offs.
those types of leaders exist in many culture but depending of some cultural aspects that can influence people´s decisions about those leaders and their willingness to create a good environment in the group or culture; also, the type of leaders differ to each culture, because people´s beliefs, moral aspects and some created values that allow them to prove or not the leaders ideas and thoughts being guided by them in politics, economy or just cultural aspects
SOURCES
- · Leadership: Perspectives in Theory and Research Arthur G. Jago Management Science Vol. 28, No. 3 (Mar., 1982) (pp. 315-336ANA
- · leadership figure: http://www.loosen.com/what-is-leadership/
- · leadership and management: http://trendsupdates.com/the-endless-and-useless-debate-on-leadership-vs-management/
- · B. Kest, R. (2006). Principles of leadership: Leadership management. Futurics, 30(1), 52-71. Retrieved from http://search.proquest.com/docview/219843832accountid=45662
- · transformational leaders> http://search.proquest.com.ezproxy.eafit.edu.co/docview/204887568/12F6B11588616757451/2accountid=45662
- · charismatic leaders: http://changingminds.org/disciplines/leadership/styles/charismatic_leadership.htm
- · authentic leaders: http://www.businessweek.com/managing/content/sep2009/ca20090918_716655.htm
ennis, W. G. (1989). On becoming a leader. Reading, MA: Addison-Wesley.GEMENT
STY
