Leadership Theories and the Importance of Beliefs and Values.

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UNIT – M5.04

DEVELOPING THE MANAGER…

AS A CRITICAL THINKER...

ASSIGNMENT

ILM LEVEL 5

GEMAL COLLEGE

-RIKAS RAFEETHU-

CONTENTS….                                                        PAGE NO.

  1. INTRODUCTION………………………………………..              03
  2. VALIDITY AND APTNESS OF WIDLEY USED……...        04
    LEADERSHIP THEORIES
  3. DIFFERENCE BETWEEN VALUES, ATTITUDES...…        07
    AND BELIEFS
  4. REFLECTION OF OWN BELIEF, VALUES AND..…..         08
    ATTITUDES ON OTHERS
  5. LEADERSHIP BELIEF THAT SUPPORTS  …….……..        10
    HIGH PERFORMANCE
  6. LEADERSHIP BELIEF THAT SUSTAINS POOR…...…       11
    PERFORMANCE
  7. CONCLUSION………………………………...………...         11
  8. REFERENCE ……………………………………………..       12

INTRODUCTION….

DEVELOPING THE MANAGER AS A CRTICAL THINKER…

This assessment will be covering the following criteria’s in this module

  1. validity and  aptness of widely used leadership theories
  2. different between values, attitudes and beliefs
  3. how the own belief , attitudes and values reflects on others behaviour

VALIDITY AND APTNESS OF WIDELY USED LEADERSHIP THEORIES

The human relations and human factors approaches were absorbed into a broad behavioural science movement in the 1950's and 1960's. This period produced some influential theories on the motivation of human performance. For example, Maslow's hierarchy of needs provided an individual focus on the reasons why people work. He argued that people satisfied an ascending series of needs from survival, through security to eventual 'self-actualization'.

In the same period, concepts of job design such as job enrichment and job enlargement were investigated. It was felt that people would give more to an organization if they gained satisfaction from their jobs. Jobs should be designed to be interesting and challenging to gain the commitment of workers - a central theme of HRM.

Classic theories were produced in the 1950s and 1960s within the human relations framework. By the 1970s most managers participating in formal management training were aware of: Theory X and Theory Y (McGregor, 1960); of Maslow and Herzberg's motivation theories; and knew where they should be in terms of the managerial grid (Blake and Mouton, 1964). These theorists advocated participative, 'soft' approaches to management. 

Interest in leadership increased during the early part of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill levels. While many different leadership theories have emerged, most can be classified as follows…

  1. Great Man" Theories:

 assume that the capacity for leadership is inherent – that great leaders are born not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. 

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  1. Trait Theories:

Similar in some ways to "Great Man" theories, trait assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioural characteristics shared by leaders. If particular traits are key features of leadership, then how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership.

3. Contingency Theories:

Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership ...

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