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identify and discuss the different approaches to leadership (Leadership…

- - - - A leader must be focused on results and have an agenda. A vision is a realistic, credible and
        attractive future. The vision must also be communicated effectively.
      - Leaders need the be able to effectively integrate vision into the strategic process and reject the
        unattainable goals, but also avoid not setting goals and blindly leading.
      - Key roles of a leader:
        Setting the direction
        Acting as a change agent
        Communicating as spokesperson
        Coaching others along the way
      - Leaders must possess the following skills:
        Ability to relate to others
        Ability to shape and influence all aspects of present operations
        Ability to anticipate the future
  - - - Situation’ in this case does not refer to a specific organisation where a particular method should be used. Instead, it refers to each individual situation and person that a leader encounters.
        This concept is important because individual people may be led differently depending on the specific circumstances. For example, during strategy implementation, you may need to deal with a variety of people with different levels of acceptance or resistance.
        
        The key skills a leader requires to provide situational leadership are as follows.
        Flexibility—the ability to move between leadership styles as appropriate;
        Diagnosis—the ability to select the right style and match it to the situation; and
        Contracting—the performance review function, including planning, coaching and evaluation.
  - - - leadership vs management
        
        There is a fundamental distinction between leadership and management. Leadership is about changes, providing direction and influencing people to change their behaviour in some way. Management, on the other hand, is largely about systems: planning, budgeting, allocating resources, organising and assigning tasks, staffing, evaluating, controlling and problem-solving.
- - - - Criticism of the traits approach (why traits approach does not work?)
        FEPIC
        
        Failed to find any traits that would explain or predict leader behaviour;
        
        Overlooked the needs of followers;
        
        Failed to clarify the relative importance of traits; and
        
        Did not separate cause and effect—are leaders self-confident or does leadership breed self‑confidence?
        
        This approach only predicts a fraction of what makes a successful leader
    - - Employee orientation  a high concern for people (not mutually exclusive with below)
        Task orientation  a high concern for operational issues (not mutually exclusive with above)
      - Criticism of the behavioural approach (why behavioural approach does not work?)
        LOO
        
        Over-simplifying the variety of leadership approaches in its ‘two styles only’ categorisation
        
        Lacking predictive value for failing to accurately forecast the relationship between a particular behavioural style and organisational performance
        
        One particular style of leadership cannot be guaranteed to produce improved group performance across different types of organisations
- - - - None of these styles is considered to always be the most effective and the most appropriate style must be chosen for each situation.
      - The inability to use the appropriate leadership style for each situation does not just prevent leadership from being successful, but may lead to a significant reduction in performance.
      - By evaluating each employee’s competence and commitment in a specific role, the appropriate leadership style may be enacted. Clearly, sound understanding of your employees is required to ensure the effectiveness of this approach.