Leadership

The rationale underlying this study is that a review of past approaches to leadership progressing to contemporary practices will provide leaders in education with the knowledge necessary to be effective. The research includes a review of relevant secondary sources followed by a qualitative evaluation of the information.

History and Definition of Leadership Approaches

Leadership is the ability of one person to influence a group of persons toward the achievement of common goals (Yukl, 1994). When comparing leadership styles, the focus typically is on the effectiveness of leaders' effectiveness. Effectiveness, in turn, typically is the extent to which the leader's group or organization performs its tasks successfully or attains its goals (Black, Morrison, & Gregersen, 1999). Contrasting leadership behaviors in the contemporary period are transformational and transactional (Bass & Steidmeier, 1999).

Transformational leadership is comprised of four components. These components are (1) idealized influence, (2) inspiration, (3) intellectual stimulation, and (4) individualized consideration. Idealized influence (charisma) is a process whereby the leader provides subordinates with a vision and a sense of mission and gains respect, trust, and confidence from subordinates. Inspirational leaders build the confidence of their subordinates, thereby influencing their ability to perform assignments and tasks successfully. Transformational leaders use

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a small cog in a very large machine. Such individuals often lose their sense of organizational purpose and commitment. Supervisors who are highly task oriented often overlook these psychological needs of their employees (Carr, 1994). Sensitivity on the part of the organizational leaders to both the needs and the desires of subordinates is an essential element required to motivate subordinates, and to make subordinates feel that the tasks which they are called on to perform are valuable contributions to the accomplishment of organizational objectives. One way in which motivations and perceptions such as these can be fostered is through the bringing of subordinates into the organizational decision-making process empowerment. The extent to which subordinates can be brought into the decision-making process of an organization depends, in large part, on the system of management extant within the organization it would be a much easier process in an organization that embraces the concept of participative management than in an organization which adheres to the authoritarian concept (Grint, 1997). Power is a major source of organizational conflict. Douglas McGregor (1960) held that the opportunity to exercise power within an organi

Category: Psychology - L