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Leadership theories, Culture Shared ways of thinking, beliefs, norms and…
Leadership theories
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Relationship building
Focuses on the needs of the employee, the follower and suporting, developing, engaging and helping them
Such behaviours build trust, respect, loyalty and commitment
Much attention has been given to the different styles of leadership which exist in work environments
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As with management theory, there is an eclectic set of leadership theories, some are complementary and others somewhat dated
Historically leadership theories focused on leader traits which are relatively stable qualities or attributes of an individual's personality influencing their behaviour in a particular direction
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Various researchers considered these as personality traits that could be identified through various forms of selection processes
Further research in this area developed the understanding of the behaviours associated with leadership, that is what effective leaders actually do
Over time other leadership theories focused on power and influence and how they are used to control or persuade people to accomplish work tasks and goals
Leadership theory also evolved to take account of contingency theory and consequently various situational theories of leadership were developed
In the first half of the twentieth century, trait-spotting theories developed.
It was thought that personal attributes and qualities or predispositions of effective leaders could be identified and from that suitable individuals could be selectively promoted into leadership positions
Despite numerous traits and qualities being acknowledged they had limited value in identifying potential leaders
Rather than focus on predispositions, researchers shifted attention to the identification of leadership behaviours
Leadership behaviours forms the basis of much research in the latter part of the twentieth century. Behaviours were typically grouped into those that focused on the task and those that focused on the follower and relationship building
There are two different orientations and concern with either production or people both of which are considered important for effective leadership and organisational performance
Managers in this leadership role vary to the extent to which they demonstrate either orientation, some are more task-oriented while others are more people-oriented
Aside from a present day orientation to the task or people, leadership behaviours have also been categorised in terms of future orientation and change as well as the leader's own principles or values
Culture Shared ways of thinking, beliefs, norms and behaviour
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