Literature Review On Leadership Effectiveness Management Essay

Literature Review On leaders Effectiveness Management EssayIn the preliminary chapter it was discussed the purpose and reason for this investigative study on lead effectiveness and its possible mediating affects on subordinate job cheer.The chapter provide critically review the publications characterised the ideas and topics surroundingThis chapter will seek to critically review the literary productions surroundingGeneral concepts and models that have been developed discussed on leadership, competences and job satisfactionInfluence of competences on the ardor of leadershipInfluence of leadership style on subordinate job satisfactionBy reviewing existing literature will aid in highlighting, indentifying and discussing factors of a critical nature thus allowing sound understanding when taking the influences of competences on leadership style and its ripples on subordinate job satisfaction, if any.The contents of this literature review will dispenseA definition and explanation o f leadership through the use of academic principles, conceptualization and models where suited. Complimented with competences profiling and subordinate job satisfaction when introduced.The critical evaluation will look at key authors and their insights in the atomic number 18as of leadership styles and competences.To observe areas which have been the focal points of interest base on the topics creation acknowledged, research will be made on leadership style and impact on subordinate job satisfaction.Based on what has been revealed whilst reviewing literature will allowed what has been learnt and to pin any hypostasis by what has been viewed.(Please note that some of these paths may and may not follow suit to allow for consistency) leadThe concept of leadership has had multi attempts to define and evolve what leadership is more often or not proving to be an enigma for theorists and practitioners. These attempts have grown from fields such as management, psychology, ideology, anth ropology and sociology. With so much attention Burns (1978) described the matter by stating that leadership is one of the most observed and least understood phenomena on earth (p. 2). Having been legion(predicate) attempts in defining the meaning for the term leadership, this has resulted in taking many interpretations. Stogdill (1974, citied in Northouse, 2007, Pg 2) pointed out in a review of leadership research, there are almost as many different definitions of leadership as there are people who have tried to define it. In Stogdills Handbook of Leadership that was revised and expanded by Bass in (1981) highlighted different definitions and conceptions of leadership had previously been reviewed briefly by Morris and Seeman (1950), Shartle (1951a,b, 1956), L.F. Carter (1953), C. A. Gibb (1954, 1969a), and B. M Bass (1960). This is only a smaller numerical amount compared to Crainer (1995 cited in Mullins 2007, pg363) that it is claimed there are over 400 definitions of leadership and it is a veritable minefield of misunderstanding and difference though which theorists and practitioners must travel warily.At best of times theoretical perspectives define the concepts being views as a trait, behavioural style, the manipulation of individuals and groups derived through interaction, influence to gain followers and the slip in which its attended. The constant upheaval of leadership suggests that many investigators see leadership as a key structural beam for organisational effectiveness and its influences on the feat OEs arent just segmented to monetary frolicover but a measure of a dependant variable star that is employee job satisfaction (Robbins, 2003).Traits Theory of LeadershipFrom the thirty-something the trait possibility of leadership have been under Jerry et al (1984) , Wexley et al (1984), Smelser et al (2002) Moran et al (2007)Behavioral Theories of LeadershipMichiganOhioSituational Theories of LeadershipThe theory of business office leadership primary principle distinguishing leadership effectiveness in an particular situation and also what leadership style is most suited to be alive(p) in that situation. Most, if not all situational theory hinges on that the style of leadership obtained by a manager should acknowledge sets of circumstancesManagement elements such as competencies, personalities and driveEmployee elements such as needs derived from personalities, drive and skillsGroup effectiveness such as task, structure and developmentOrganisational procedures such as standards, rules, power and quantifyThe idea of situational leadership have recognisable and influential models that circulate around this phenomenon, these are indentified asFiedlers deterrent example ContingencyHouses Model of Path-GoalFiedlers Contingency ModelFieldler (1967) based his theory on explaining that two variables that have a direct impact the performance of a group. These two variables are widely known as style of leadership and situationa l favourability. Fiedler (1967) asserted that the most profound leadership trait and situational favourability is distinguished by their similarity that causes the effectiveness of a leader. When leadership trait is said it is the constitution that causes relationship-oriented or task-oriented leader.Fielders contingency theory has come under criticism like most theorists do. The criticism came from the likes of Ashour (1973) Vecchio, (1977) (1983) which suggest the method of measuring the variables and the empirical research conducted were meagerly in allowing for the theory to have any validly. Such an observation is farcical simply because Fiedler has spent years tuning and perfecting his well established and used theory.Houses Path-Goal ModelHouse (1971) based his theory from Vrooms expectancy theory. House (1971) suggests in order for a leader to motivate its subordinates by a way of two means firstly to recognise between individual subordinate needs and an organisations g oal(s) by understanding the relationship between the two factors and secondly the leader must secernate and ease the chosen course not only for the organisational goal(s) but as well as fulfilling their own individual needs. Houses path-goal theory is very much influenced on situational characteristics. Thus allowing its ability to predict the effects it has on behavioural structuring. House also suggests the expectancies and motivations in subordinates are created through the behaviour of the leader this in turn would create job satisfaction by subordinates recognising their capabilities and the weight they perceive their job would get results.Drenth et al (1998) raised a number of criticisms regarding the path-goal theory they asserted that Houses theory doesnt cultivate the collective members as a whole based on behaviour and performance. Secondly they highlight the relationship between leadership behaviours and the group may be heavily influenced by environmental interactions. Lastly it is suggested that when empirical studies are conducted using the path-goal theory most enthusiasts use standardised leadership styles to measure the variable of effectiveness.Morden ManagementLEADERSHIP COMPETENCIES AND SKILLSJOB SATISFACTIONFulfilment TheoryDiscrepancy TheoryEquity TheoryHerzbergs Two-Factor TheoryFocal Theoretical ResearchBurns, J. M. (1978). Leadership. in the altogether York Harper Row.Robbins, S.P, (2003). Organisational Behaviour. 10th Ed. Pearson Education, New JerseyJerry, L., Gray, A., Starke, F. (1984). Organizational behaviour Concepts andapplications. New York A Bell and Howell Co. Inc.Wexley, K, N., Yukl, G. A., (1984). Organizational behaviour and personnel psychology. US Richard D IrwinSmelser, N, J., Baltes, P, B., (2002) world-wide encyclopedia of the social behavioral sciences. Oxford Elsevier IncMoran, R. T., Harris, P,R.,, Moran, S. V., (2007) Managing cultural differences global leadership strategies for the 21st century 7th ed. Oxford ElsevierMullins, Laurie J. (2007) Management and organisational behaviour / Laurie J. Mullins . 8th ed. . Harlow Financial Times scholar HallNorthouse, P, G., (2007) Leadership Theory and Practice 4th ed. United Kingdom Sage Publications.Bass, B, M., (1981) Stogdills Handbook of Leadership Revised and expanded Edition. New York The Free charge upGordon, J. R. (1987). A diagnostic approach to organizational behavior. NewYork Allyn and BostonFiedler, F. E. (1967) A Theory of Leadership Effectiveness, New York McGraw-Hill.Vecchio, R. P. (1977) An Empirical Examination of the Validity of Fiedlers Model of Leadership Effectiveness, Organizational Behavior and Human Performance 19 180-206.Vecchio, Robert P (1983) Assessing the Validity of Fiedlers Contingency Model of Leadership Effectiveness A Closer look at Strube and Garcia, Psychological Bulletin 93 404-8Ashour, A. S. (1973) The Contingency Model of Leadership Effectiveness An Evaluation, Organizational Behavior and Human Decision Processes, 9(3) 339-55.Lawler, E. E., III (1973). Motivation in wager organizations. Brooks/ lucre Publishing Company Monterrey, CA.Locke, E. A. (1969). What is job satisfaction? Organizational behavior and human performance. In E. E. Lawler (1973). Motivation in work organizations. Brooks/Cole Publishing Company Monterrey, CA.House, R, J., A Path-Goal Theory of Leadership Effectiveness, Administrative Science Quarterly, vol. XVI(1971), 321-38Drenth, D J P., Thierry, H., De Wolff, J, C., 1998 A Handbook Of Work And Organizational Psychology linked kingdom Psychology Press Ltd