What Type of Leader Are You? Leadership work on in the organization

The term leader is defined in Merriam-Websters Collegiate Dictionary as "a man who leads." The definition suggests that a leader must help the club choose a path by developing a plan, then motivate citizen to supervene that plan. James Gardner, author of On Leadership, magnifies this premise, "The two tasks at the heart of the popular notion of leadership are goal setting and motivating" In reality, leaders are more multidimensional, with each having a unique pattern of attributes. An observation made by Bennis years ago rings true today:

Always, it seems, the notion of leadership eludes us or turns up in an additional one form to taunt us again with its slipperiness and complexity. So we have invented an endless proliferation of terms to deal with it.....and still the notion is not sufficiently defined.

Underlying much of the research on executives is an interest in discovering how much and in what ways they sway the organization. When leadership is a major influence, it emphasizes the impact of a Ceo's behavior, goals, talents, drives, emotions, and fantasies on the organization. McClelland argues that leaders with a high need for achievement attempt to operate their organizations while pursuing ambitious strategies. Miller and Droge show that a Ceo's need for achievement in a small firm was an leading predictor of organizational structure. High achievers tend to like centralized power and will set up operate systems and formal procedures to get feedback on performance. A Ceo's flexibility gives rise to niche strategies, informal and uncomplicated structures, intuitive decision-making, and risk-taking. In addition, a Ceo's perceived ability to persuade strongly influences organizational innovation, and pro-activeness.

A strong leadership sway is ordinarily more prevalent in the birth phase of a enterprise cycle. It also includes firms that are often small and run by the owners who make the key decisions. Movement towards a major leadership sway might occur when past leader successes elevate power, charismatic leaders hire like-minded managers, Ceo's are also owners, or hiring policies discourage dissent. Movement away can be influenced by a leader's departure, performance problems that erode a leader's credibility, a communal offering, or takeover.

There are several avenues in determining the effects of leader influence. One way is to correlate competitive leadership values and trade-offs. For example, task requirements, such as efficiency, productivity, and investment, sometimes friction with the desires or concerns of employees. Structured work may growth efficiencies, but this less flexible environment will make it difficult to implement changes in strategy. Efficiency is easier to growth when the environment is garage and there is less need to innovate products and services. The more volatile the environment, the more leading it is to be adaptive. Leaders who deal with internal and external stakeholders will also need to weigh incompatible demands, such as, should profits growth at the charge of communal responsibility? A leader is responsible to find some balance.

Leadership models can also help us to understand a leader's organizational influence. Bolman and Deal, in Four Framework Approach, recommend that leaders display behaviors in one of four frameworks: Structural, Human Resource, Political, or Symbolic. Each requires a specific organizational setting to be successful. In the structural framework, the leader is detail oriented and focuses on configurations of structure, strategy, environment, implementation, experimentation, and adaptation straight through a acceptable analysis. This framework is very productive during reorganization or change efforts. The human resource framework describes a leader who believes in the citizen and provides maintain and empowerment. This leader is visible, accessible, and shares information to move decision-making downward. In some organizations, the leader would be seen as a pushover. Leaders of a political framework justify what they want and correlate the distribution of power and interests. They use persuasion, negotiation, and coercion, if necessary, to achieve their goals. In the wrong environment, these leaders appear manipulative. In the symbolic framework, leaders view organizations like actors view a stage. Sense is framed straight through interpretation and used to divulge a vision. This type of leader can be very spicy or appear all "smoke and mirrors". Leaders should be known of all four approaches, even when one advent is preferred.

Dr. Bruce Winston of Regent University provides an perfect audio presentation on eight types of leaders:

o Despotic Ruler
o Benevolent Dictator
o Paternalistic Clan Chief
o Democratic valid
o Absentee Leader
o Transactional Leader
o Transformational Leader
o servant Leader

(Visit Regent University to listen to the presentation.)

In summary, leaders form goals, assumptions, policies, strategies, and acceptable norms of behavior. They ordinarily recruit and promote managers who conform to their own values and expectations. While a leader's sway is evident in all organizations, it will apply more to small, extremely centralized firms, or young, owner run businesses, and can growth with tenure. In your organization:

What type of leader is in control? What type of leader do you see yourself as? Did you see a connection in the middle of how the various leaders interacted with their followers and what structure might be best superior for the organization? What can you do to originate a more leadership amiable environment?

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