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LEADERSHIP, According to the contingency theory of leadership, a…
LEADERSHIP
LEADERSHIP COMPETENCY
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Self-concept - the leader's self-confidence and positive self-evaluation over his or her own leadership abilities and potential to achieve goals
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Leadership motivation – the leader's desire for socialised leadership in order to achieve team or organisational goals
Knowledge of the business - the leader's implicit and explicit understanding of the company's environment, which allows the leader to make more intuitive decisions
Cognitive and practical intelligence – a leader's capacity to discover the optimum fit between themselves and the demands of the environment
Emotional intelligence – Empathy, social skills, self-awareness, self-regulation, and motivation are included.
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INTRODUCTION
The ability of management to make wise judgments and motivate people to perform effectively might be defined as leadership. It is the process of guiding others' actions in order to achieve a common purpose.
PERSPECTIF OF LEADERSHIP
Leadership perspectives are explanations regarding how and why particular people become leaders. They concentrate on the characteristics and behaviors that people might embrace to improve their leadership qualities.
BEHAVIORAL MODEL
The behavioral leadership approach focuses on how leaders act and assumes that these characteristics can be imitated by other leaders.
According to the contingency theory of leadership, a leader's ability is determined by whether or not their leadership style is appropriate and suitable. According to this view, a person might be an excellent leader in one situation while being ineffectual in another.
According to the path-goal theory, a leader's behaviour is influenced by their employees' satisfaction, motivation, and performance. The manager's task is considered as assisting employees in choosing the best paths to achieve both their own and the company's objectives
According to the Hersey-Blanchard Model, no single leadership style is superior to another. Rather than focusing on workplace conditions, the model advises that leaders tailor their leadership approaches to the people they lead and their skills.
-A high-task, low-relationship approach in which the leader offers specific orders and closely supervises work. This style is intended for followers with a low level of maturity.
-A high-task, high-relationship leadership style in which the leader seeks to sell their ideas to the group by explaining work directives persuasively.
-A low-task, high-relationship approach that focuses on shared ideas and decisions.
-A low-task, low-relationship approach in which the leader delegated task decisions to the group.
-Members of a group have implicit expectations and assumptions about the personal attributes, features, and qualities that a leader possesses. These beliefs, known as implicit leadership theories or leader prototypes, guide people's views and reactions to leaders.
The term "transformational leadership" refers to a leadership style that affects both individuals and social systems. It promotes valuable and good change in followers in its ideal form, with the eventual goal of growing followers into leaders.
-Leaders who are particularly concerned with their interactions with others are the focus of the relationship theory of leadership. They are frequently mentors for employees, setting out time to speak with them and assisting them in meeting their needs.