Contemporary Views of Leadership

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Views of Leadership 

This part is based on what are latest chief views on leadership? We can look at four views of this theory- leader members exchange theory, charismatic visionary leadership, transformation transitional leadership & team leadership.

Leader Members exchange theory

Did you ever see a group in which the leaders had his/her own favourites in a group? This is the premise which exists in LMX theory. The LMX theory says that in such conditions leaders often create in groups and out groups & those in groups have more performance ratings, job satisfaction and fewer turnovers.

The LMX theory states that before in such theories the relationship in between leaders and their respect followers the leader will categorize the followers in as in r out. Such relationship remains stable and steady for a long period of time. The leaders sometimes also encourage LMX by two methods. One by granting rewards whom they prefer and wants to keep them close and the other who want to keep them far by punishing them. To keep the MX relationship in place and steady both the employees and leaders should invest in such relationships. Though it is not been found what exact qualities should in group members have or on the basis of what they are treated but evidence are showing that such in members are smart, confident, stylish, have good presence of mind, attitude, and personality and have higher competence levels than the out members. These are completely based on researches and old track records. Here the leader is the one who does this choosing the follower’s characteristics do drive all the decision.

So the researches on the LMX are generally supportive. It is evident that leaders are found discriminating among followers but these is not randomly decided. Such kinds have reported special satisfaction with the job and are very compatible with the boss. This is not that surprising as we all know that leaders only are interested on those members who have good performance and smart personality.

Transformation Transactional Leadership

Early leadership models or theories often viewed the leaders as the transactional leaders who lead primarily just by using social transactions. Such kind of leaders always encourage the other members or rather followers by granting them promotions and rewards for good productivity and work. But the other kind of leader- transformational leader does things to stimulate and encourage his followers to do extra ordinary works those results in extra ordinary productivity. 2 of such examples of leaders are the CEO of SAS Jim Goodnight & Andrea Jung s of Avon.

Both of them focus on follower awareness. They try to support and encourage their followers to solve out old problems with brand new solutions, they keep on exaggerating or rather inspiring them to do something new, something unique that will lead to extra ordinary works. They have all the capability to arouse and excite the followers with new ideas that will lead to unique extra ordinary productivity. This helps to achieve immediate and long run group goals. Transformational and transactional leadership should not be viewed like opposite approach of getting the things done.

It is noteworthy that transformational leadership actually rises from transactional leadership. Transformational leadership becomes more than a charisma , this because the transforming leader lets the followers to question up every queries they have and not just to establish the views but also that view which is held by leaders.

Charismatic Visionary Leadership

A charismatic leader is one who is so charming enthusiastic and self confident that his confidence brings hopes in every member and with his paths the members tries to act accordingly and behave in a particular manner.

There are several researches on charismatic leaders that what can be the probable features of the charismatic leaders. The answer to the question is quiet easily explained in 5 main qualities that a leader should have. They are vision, ability to articulate that vision, sensitive on both the needs of the followers and the situations willingness to take risks in every situations that comes, & behaviours which are out of what is ordinary.

Increasing body of evidence often shows some impressive correlation between the charismatic leader, high performance & job satisfaction within the followers. Charisma is believed to be the most accepted leadership style among all the other.

It is evident that charismatic leadership is more desirable than any other kind of leadership because it helps the followers to act in a special way. Charismatic leadership has the ability to provide enthusiasm to the followers and lead them to a particular path. There are huge numbers of leaders in the history of corporate life who have performed this kind of leadership.

Team Leadership

As leadership is something that is continuously taking place in a team & more organisations are being using the work teams, it is evident the role of the leaders is very important in the function of an organisation.

Many of the leaders are not quiet equipped for handling the changes for employee teams. They will have to know skills like patiently share of information, trying to give others the authority & then understanding when you should intervene.

They have to ensure that these goals are compatible with the actual goals of the organisation. Path goal theory is the replica of the theory on motivation. Robert House developed this goal. This goal theory states that leaders have the responsibility to clear the path through which the followers have to go through. Rather all the obstacles of achieving the goals needs to cleared by the leaders so that the followers can straight move towards their goals

The challenge of many leaders is to understand and learn how they can become an effective manager. They will have to master how to balance between situations and team members. They will have to understand that the working of the firm and its productivity completely depends on them and how they act in different situations.

Contemporary Views of Leadership 5


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