The leadership styles identified for the study were autocratic, democratic, laissez-faire, and charismatic. The demographic factors were gender, nationality, education level, management level, and job experience. A total of managers participated in the study Leadership styles. The research paper compares and contrasts two approaches to leadership, namely the Path-Goal theory and the Situational leadership theory. The analysis grounds on the evaluation of due approaches by Peter Northouse and Nancy J. Adler, as well as the works of other leadership theorists. You're lucky! Participative /Democratic Style of Leadership Lewin’s study found that participative leadership, also known as democratic leadership, is generally the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members
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This sample leadership research paper features: words approx, research papers on leadership styles. Browse other research paper examples for more inspiration. If you need a thorough research paper written according to all the academic standards, you can always turn to our experienced writers for help. This is how your paper can get an A! Feel free to contact our writing service for professional assistance.
We offer high-quality assignments for reasonable rates. There are few things more important to human activity than leadership. Most people, regardless of their occupation, education, research papers on leadership styles, political or religious beliefs, research papers on leadership styles, or cultural orientation, recognize that leadership is a real and vastly consequential phenomenon.
Political candidates proclaim it, pundits discuss it, companies value it, and military organizations depend on it. The League of Nations, created after the World War I, failed to meet the challenges of the times in large part because of a failure to secure effective leadership.
With regard to bad leaders, Kellerman makes an important distinction between incompetent leaders and corrupt leaders. Consider the case of Jim Jones, the leader of the Peoples Temple, who in ordered the mass suicide of his followers in what has been called the Jonestown Massacre, or the corrupt leadership of Enron and Arthur Anderson that impoverished thousands of workers and led to the dissolution of a major organization. These examples research papers on leadership styles us that there are many ways in which leadership can fail.
When you think of leadership, the ideas of power, authority, and influence may come to mind. You may think of the actions of effective leaders in accomplishing important goals. You may think of actual people who have been recognized for their leadership capabilities. Dwight D, research papers on leadership styles. It is the process by which others are motivated to contribute to the success research papers on leadership styles the groups of which they are members.
Leaders set a direction for their followers and help them to focus their research papers on leadership styles on achieving their goals. Theorists have developed many different theories about leadership, and although none of the theories completely explains everything about leadership, each has received some scientific support.
Other theories suggest that leadership consists of specific skills and behaviors. Still other theories examine the relationship between the leader and his or her followers as the key to understanding leadership.
In this research paper, we examine these various theories and describe the process of leadership development. Great leaders of the past do seem different from ordinary human beings. When we consider the lives of Research papers on leadership styles or Martin Luther King, Jr, research papers on leadership styles. This trait approach was one of the first perspectives applied to the study of leadership and for many years dominated leadership research.
The list of traits associated with effective leadership is extensive and includes personality characteristics such as being outgoing, assertive, and conscientious. Other traits that have been identified are confidence, integrity, discipline, courage, self-sufficiency, humor, and mystery.
Another trait often attributed to effective leaders is intelligence. However, intelligence is a two-edged sword. Although highly intelligent people may be effective leaders, their followers may feel that large differences in intellectual abilities mean large differences in attitudes, values, and interests.
Finally, personal characteristics such as attractiveness, height, and poise are associated with effective leadership. After decades of research, in which the list of traits grew dramatically, researchers realized that research papers on leadership styles same person could be effective in one context Winston Churchill as war leader but ineffective in another context Winston Churchill, who was removed from office immediately after the war was over.
The failure of this approach to recognize the importance of the situation in providing clear distinctions between leaders and followers with regard to their traits caused many scientists to turn their attention elsewhere.
However, theorists using more sophisticated methodological and conceptual approaches have revived this approach. This approach has three components. First, researchers do not consider traits as separate and distinct contributors to leadership effectiveness but rather as a constellation of characteristics that, taken together, make a good leader. The second component broadens the concept of trait to refer not only to personality characteristics but also to motives, values, social and problem-solving skills, cognitive abilities, and expertise.
They are the need for achievement, the need for power, and the need for affiliation. The need for achievement is manifested in the desire to solve problems and accomplish tasks.
As Hubert H, research papers on leadership styles. However, it can provide positive results from the satisfaction a leader derives in helping others succeed. And because he takes no credit, credit never leaves him. The third component of this new approach focuses on attributes that both are enduring and occur across a variety of situations. For example, there is strong empirical support for the trait approach when traits are organized according to the five-factor model of personality.
Both extraversion and conscientiousness are highly correlated with leader success and, to a lesser extent, so are openness to experience and the lack of neuroticism. They define and structure the roles of their subordinates in order to best obtain organizational goals.
Task-oriented leaders set standards and objectives, define responsibilities, evaluate employees, and monitor compliance with their directives. In the Ohio State studies this was referred to as initiating structure, whereas McGregor refers to it as Theory X, and the Managerial Grid calls it task-centered. Harry S. For these leaders, leadership consists of giving direction, setting goals, and making unilateral decisions. When under pressure, task-oriented leaders become anxious, defensive, and domineering.
In contrast, person-oriented leaders tend to act in a warm and supportive manner, research papers on leadership styles, showing concern for the well-being of their followers. The Ohio State studies referred to this as consideration, the Managerial Grid calls this country club leadership, and McGregor uses the term Theory Y. Person-oriented leaders see their followers as responsible, self-controlled, and intrinsically motivated. As a result, they are more likely to consult with others before making decisions, praise the accomplishment of their followers, and be less directive in their supervision, research papers on leadership styles.
Under pressure, person-oriented leaders tend to withdraw socially. Leadership effectiveness can be gauged in several ways: employee performance, turnover, and dissatisfaction.
As you can see in Table A recent meta-analysis found that person-oriented leadership consistently improves group morale, motivation, and job satisfaction, research papers on leadership styles, whereas task-oriented leadership only sometimes improves group performance, depending on the types of groups and situations. In thinking about what leaders do, it is important to distinguish between leadership and management. As you look at the list, it is clear that a person can be a leader without being a manager and be a manager without being a leader.
The Great Person theory of leadership, represented by such theorists as Sigmund Freud, Thomas Carlyle, and Max Weber, suggests that from time to time, highly capable, talented, charismatic figures emerge, captivate a host of followers, and change history. In contrast to this, Hegel, Marx, and Durkheim suggest that there is a tide running in human affairs, defined by history or the economy, and that leaders are those who ride the tide.
The idea of the tide leads us to the role of situational factors in leadership. For example, Perrow suggests that leadership effectiveness is dependent upon structural aspects of the organization.
Longitudinal studies of organizational effectiveness provide support for this idea. Vroom and Jago have identified three distinct roles that situational factors play in leadership effectiveness. First, organizational effectiveness is not strictly a result of good leadership practices.
Research papers on leadership styles factors beyond the control of the leader often affect the outcomes of any group effort. Whereas leaders, be they navy admirals or football coaches, receive credit or blame for the activities of their followers, success or failure is often the result of external forces: the actions of others, changing technologies, or environmental conditions.
Second, situations shape how leaders act. Although much of the literature on leadership has focused on individual differences, social psychologists such as Phil Zimbardo, in his classic Stanford Prison Experiment, and Stanley Milgram, in his studies of obedience, have demonstrated how important the situation is in determining behavior. Third, situations influence the consequences of leader behavior. Although many popular books on leadership provide a checklist of activities in which the research papers on leadership styles should engage, most of these lists disregard the impact of the situation.
Vroom and Jago suggest that the importance of the situation is based on three factors: the limited power of many leaders, the fact that applicants for leadership positions go through a uniform screening process that reduces the extent to which they differ from one another, and whatever differences between them still exist will be overwhelmed by situational demands.
If all of these factors are present, it is probably true that the individual differences between leaders will not significantly contribute to their effectiveness. Nevertheless, in most of the situations in which leaders find themselves, they are not that powerless and their effectiveness is mostly a result of matching their skills with the demands of the situation, which brings us to a discussion of contingency theories.
With this in mind, he suggested that leaders need to understand what their style is and to manipulate the situation so that the two match. Fiedler developed the least-preferred coworker LPC scale. On this scale, individuals rate the person with whom they would least want to work on a variety of characteristics. Individuals who rate their LPC as uniformly negative are considered task oriented, whereas those who differentiate among the characteristics are person oriented.
The second part of his contingency theory is the favorableness of the situation. Situational favorability is determined by three research papers on leadership styles the extent to which the task facing the group is structured, the legitimate power of the leader, and the relations between the leader and his subordinates.
The relation between LPC scores and group performance is complex, as can be seen in Table In contrast, person-oriented leaders function research papers on leadership styles in situations that are only moderately favorable, which is often based on the quality of leader-member relations.
Another theory that addresses the relation between leadership style and the situation is path-goal theory House, Thus, leaders must exhibit different behaviors to reach different goals, depending on the situation.
Four different styles of behavior are described:. According to path-goal theory, effective leaders need all four of these styles because each one produces different results. Which style to use depends on two types of situational factors: subordinate characteristics, including ability, locus of control, and authoritarianism; and environmental characteristics, including the nature of the task, work group, and authority system.
According to House and Mitchellwhen style and situation are properly matched, there is greater job satisfaction and acceptance of the leader, as well as more effort toward obtaining desired goals.
A meta-analysis by Indvik is generally supportive of the theory. Studies of seven organizations found that task-oriented approaches are effective in situations with low task structure, because they help subordinates cope with an ambiguous situation, and ineffective in situations with high task structure, because they appear to be micromanagement.
Additional studies have found that supportive leadership is most effective when subordinates are working on stressful, frustrating, research papers on leadership styles, or dissatisfying tasks. Researchers found participative leadership to be most effective when subordinates were engaged in nonrepetitive, ego-involving tasks.
Finally, achievement-oriented leadership was most effective when subordinates were engaged in ambiguous, nonrepetitive tasks. A clear implication of the theory is that leaders must diagnose the situation before adopting a particular leadership style. This approach examines the extent to which leaders should involve their subordinates in decision-making processes.
5 Different Types of Leadership Styles - Brian Tracy
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This is to certify that the thesis titled“A study of the Impact of Leadership Styles on Employee Motivation and Commitment: An empirical study of selected organisations in Corporate sector”,is a bonafide research work carried out byRima Ghose Chowdhury, student of Doctor of Philosophy(BusinessManagement), at PadmashreeDr. D. Y Leadership styles affect on the employee performance and productivity. This paper summarizes and analyzes the available literature of leadership styles and effect on different components of Quality of work life. Keywords: Leadership styles, productivity, performance, work life. leadership styles such as transformational leadership, transactional leadership, autocratic, democratic leadership, participative leadership style, etc. The leadership styles chosen for the study are charismatic, transformational, transactional, autocratic, bureaucratic, and democratic. The reason behind choosing these leadershipFile Size: KB
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