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 is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.
4. Situational Theories:
Situational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making.
5. Behavioural Theories:
Behavioural theories of leadership are based upon the belief that great leaders are made, not born. Rooted in , this leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation.
6. Participative Theories:
Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.
7. Management Theories:
Management theories, also known as transactional, focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. Learn more about theories of transactional.
8. Relationship Theories:
Relationship theories, also known as transformational theories, focus upon the connections formed between leaders and followers. motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfil his or her potential. Leaders with this style often have high ethical and moral standards.
9. Transactional theories
The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place.
- People are motivated by reward and punishment.
- Social systems work best with a clear chain of command.
- When people have agreed to do a job, a part of the deal is that they cede all authority to their manager.
- The prime purpose of a subordinate is to do what their manager tells them to do.
10. Transformational theories
Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.
- People will follow a person who inspires them.
- A person with vision and passion can achieve great things.
- The way to get things done is by injecting enthusiasm and energy.
So as we seen above there are so many theories exist and the one who choose the right one in the right time at the right place would lead up to good leader
DIFFERENE BETWEEN VALUES, ATTITUDES AND BELIEFS…
What Are Beliefs Attitudes And Values?
There is a difference between beliefs values and attitude however they are all linked. Our beliefs and values can have an impact on our attitude and behaviour.
Beliefs are the assumptions we make about ourselves, about others in the world and about how we expect things to be. Beliefs are about how we think things really are. Beliefs tend to be deep set and our values stem from our beliefs
Values are about how we have learnt to think things ought to be or people ought to behave, especially in terms of qualities such as honesty, integrity and openness which when people are asked what are their values tend to be the main values.
Attitudes are the established ways of responding to people and situations that we have learned, based on the beliefs, values and assumptions we hold. How we respond to situation and our behaviour can reflect our attitude. However we can control our behaviour in away that does not reflect our beliefs and values. Which in order to embrace a diverse culture and behaviours as a successful manager we have to adapt out behaviour in a positive manner.
Summary…
1. Beliefs are concepts that we hold to be true.
2. Beliefs may come religion, but not always
3. Values are ideas that we hold to be important.
4. Values govern the way we behave, communicate and interact with others
5.Beliefs and values determine our attitudes and opinions.
6. An attitude is a point of view about a situation.
7. An attitude has three components. An attitude is made up of;
- What you think.
- What you do.
- What you feel.
HOW THE OWN BELIEF, ATTITUDES AND VALUES REFLECT ON OTHERS BEHAVIOUR…
Emotions are “the glue” that connects people to one another. They are the foundation of your ability to understand yourself and relate to others.
When you are aware and in control of your emotions, you can think clearly and creatively; manage stress and challenges; communicate well with others; and display trust, empathy, and confidence. But lose control of your emotions, and you’ll spin into confusion, isolation, and doubt
By learning to recognize, manage, and deal with your emotions, you’ll enjoy greater happiness and health, as well as better relationships
Your emotions help you:
- Recognize who you are: what you like, what you don’t like, and what you need
- Understand and empathize with others
- Communicate clearly and effectively
- Make decisions based on the things that are most important to you
- Get motivated and take action to meet goals
- Build strong, healthy and rewarding relationships
Whether you’re having an argument with your spouse or dealing with colleagues at work, your emotions influence the communication process. Over 95% of communication is nonverbal and emotionally driven. It’s the way you feel, not the way you think, that sparks your motivation and your decision-making, so the stakes in learning to harness your emotions are high. Say the wrong thing, or miss an emotional cue, and it can do a lot of damage.
We act according to our beliefs. If we want to impact behaviour - permanently - we need to raise awareness of the beliefs that underpin it.
Unhelpful beliefs often succumb to this exposure to the clear light of day! It's amazing how much power to change is developed by simply becoming aware of underlying leadership beliefs.
To effectively change the unwanted consequences we experience, we must change our beliefs associated with the life damaging behaviour in our lives
If we believe that something isn’t possible then it follows that we will develop impossible strategies, (or perhaps no strategy at all), for dealing with the situations facing us. The phrase ‘being solution focused’ is one that is frequently used in organisations. However, being solution focused doesn’t just start with the solution itself, we need to have solution-focused beliefs.
Not all beliefs are bad, often high performing teams have positive beliefs at their heart. However, knowing what these beliefs are; and making them explicit; can enable teams to understand why they behave in certain ways under certain conditions. This can be particularly relevant when organisations are undertaking restructuring, mergers or acquisitions.
The assumption is often that; because teams or organisations perform similar roles or behave in similar ways; they will be able to work together effectively. However, while the behaviours may be similar, the beliefs that drive them may be very different and it is these differences that create the tensions and difficulties that arise in such situations.
So it is with teams. In organisations we often only put the hard work into behaviours, sending staff on courses with the objective of helping them function more effectively at their work. How often, though, do we invest time in understanding the beliefs that flow around the team, or the beliefs that we have that affect how we lead them? In the world of business, understanding our own beliefs and how they impact the performance of the organisation is important. We know that beliefs dramatically affect performance and consequently the ability to achieve goals.
Implicit Beliefs, Articulated Beliefs and Beliefs In Action
Articulated beliefs or explicit beliefs and values are those that the leader openly acknowledges -- they are also called espoused beliefs. However, there's often a gap between the beliefs and values a leader espouses and their behaviour. There's often some inconsistency as also occurs with people in non-leadership positions. People often do things that conflict with the values they claim they have. Conflict between espoused public views and leadership behaviour is problematic because it makes it appear that the leader is not being honest about his or her beliefs.
Implicit beliefs, this are beliefs and values that are what the person "really" believes in, but may not be completely available to the person him or herself. They operate with less conscious attention, and tend to be more consistently linked to behaviour.
Beliefs in action, One of the best ways to learn about one's beliefs and values is to look at behaviour, and infer that if one acts in a certain way (particularly in a consistent fashion) then the person has beliefs that cause that behaviour. The important thing here for leaders is to try to make these three types of beliefs consistent with one another, or to bring them all in line. This takes conscious effort and working towards increased self-awareness.
Leadership beliefs that support high performance
You can achieve what you really do want to achieve.
High performance is about the team and what they do ... much more than the charismatic style of the leader.
Getting the best out of each staff member is about gaining their 'buy in' through personal interaction.
Leadership beliefs ... what's best is when you understand there is not just one way ... that there can be many ways to lead ... and you are not attached to any one in particular.
We want to differentiate from 'cult' leadership that is dogmatic about what is right and what is wrong.
It's motivational when you are allowed to come up with your own solutions.
Assessing what the potential is within your team. Helping each staff member understand what their own potential is.
Leader has to have beliefs - otherwise how can leader believe that the task/objective will be done/can be done.
Ability and opportunity for each staff member to self manage - should they and could they?
Best to base decisions on honesty and trust - otherwise discussions and outcomes will be based more upon false beliefs and assumptions.
Many people need the answers to be black and/or white as it is easier to understand and appreciate - but sometimes the answers cannot be that simple
Leadership beliefs that contribute to or sustain poor performance
Needing to know beliefs of each member of staff? - is that more important than all your staff knowing your beliefs?
There's a Machiavellian style of leadership by some ... not advocating that this works!
Impossible to truly know and understand the belief's of each member within your team (sometimes they don't know themselves).
Are mistakes permitted - does the style of the leader and environment you work within allow for this (safe environment?)
We have a choice - if we stay we abide by the 'rules' - if we choose not to abide then we can decide to leave or that decision will be made for us.
Different environments can determine different outcomes.
People react to pressure/stress/fear differently - for some it may be challenging. For others it may be stimulating
CONCLUSION..
Beliefs about how others perceive you – if I do it this way, how will I be seen?
By learning to recognize, manage, and deal with your emotions, you’ll enjoy greater happiness and health, as well as better relationships
REFERENCE…
- Gemal college ILM L-5 Module m5.04 slide- Mr.Anthony