(Clawson, 1989)
2) House's Path Goal Theory of Leadership - the motivational function of the leader consists of increasing personal payoffs to subordinates for work-goal attainment and making the path to these payoffs easier to travel by clarifying it, reducing roadblocks and pitfalls, and increasing the opportunities for personal satisfaction en route. (Clawson,1989)
V. CHARISMATIC THEORY
Charismatic leadership is measured by: (1) Followers' trust in the correctness of the leader's belief; (2) similarity of followers' beliefs to the leader's beliefs; (3) unquestioning acceptance of the leader by followers; (4) followers' affection for the leader; (5) followers' willing obedience to the leader; (6) emotional involvement of followers in the mission of the organization; (7) heightened performance goals of followers; and (8) belief of followers that they are able to contribute to the success of the group's mission. (Clawson,
Charismatic leaders have the following: (1) high self-confidence; (2) strong conviction in their own beliefs; (3) creation of the impression that they are competent; (3) are able to articulate ideological goals well for subordinates; (4) appeal to the hope and ideals of followers; (5) use role-modeling; (6) communicate high expectations; and (7) arouse the motives tied to the mission of the group. (Clawson, 1989) Conger and Kanungo's "Attribution Theory of Charisma" Leadership outlines two process that these types of leaders use to influence their subordinates: (1) Personal identification - the leader is admired by followers and want to become more like the leader; and (2) Internalization of values and beliefs - this process is one that goes deeper than personal identification. (Clawson, 1989)
VI. TRANSFORMATIONAL THEORY
This approach to leadership theory is viewed as a "process in which leaders and followers both inspire one another to elevated moral conduct. The 'Warren Bennis' Theory of Leadership holds that leadership occurs "in a content defined by three elements: (1) Commitment of the culture to excellence and improvement; (2) complexity of the culture/society; and (3) Credibility. Transforming leadership is distinguished from transactional leadership as follows:
Transforming leadership Transactional leadership
Intellectual Legislative
Heroic Group
Executive Bureaucratic
Ideological Reforming
Revolutionary
Source: Clawson (1989)
Transformational behaviors include:
1) idealized influence;
VII. DIFFERENT ORGANIZATIONS - DIFFERENT LEADERSHIP THEORIES
The work of Liu, Lepak, Takeuchi and Sims (2003) entitled: "Matching Leadership Styles with Employment Modes" states that researchers "have spent considerable efforts to identify means of using human resource management practices to effectively utilize human capital." Different organizations have different leadership styles that are dominant within the organization and what style of leadership is evident in an organization will likely be dependent upon the organization's goals and mission. For example the non-profit organization has as its focus the provision of services to individuals or groups which may be more effectively accomplished by a leadership style that calls to action subordinates upon the basis of ideological and inspirational motivation whereas the larger organization that is more economically driven can best utilize other forms of leadership which fall within the Power and Influence Theory of leadership. The leadership theory utilized by any organization is one that is likely to be customized to the goals and missions of the organization.
Bibliography
Liu, W., Lepak, D.P., Takeuchi, R., and Sims, H.P (2003) Matching Leadership Styles with Employment modes: Strategic Human Resource Management Perspective. Human Resource Management Review. 13 (2003).
Clawson, J.G. (1989) Leadership Theories. University of Virginia Darden School Foundation. Charlottesville, VA. Online SSRN Research.
Stodgills Handbook of Leadership (1981) revised Bernard M. Bass New York: The Free Press 1981.
Mintzberg, Henry (1973) Mintzberg's Ten Managerial Roles -the Nature of Managerial Work 1973.
Kotter, John (1990) the Leadership Factor - the Free Press New York 1988.
Kotter, John (1990) What Leaders Really Do. Harvard Business Review May-June 1990.
Stewart, R. (1967) Managers and Their Jobs - McGraw-Hill, UK Maidenhead, Berkshire England.
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Burns,…
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