Components of Leadership
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Successful organizations have a combination of leaders and managers at each level. Leaders provide the vision and the overall mission that the organization strives to achieve, while managers administrate the day-to-day activities that help achieve the vision. Organizations cannot long survive without both leaders and managers: organizations without leaders lack the vision for long-term success; organizations lacking managers do not have the infrastructure necessary for the discipline to achieve the leader's vision. Leaders guide organizations in new directions while managers set forth the policies which solidify those changes. It is difficult, if not impossible, to determine whether leaders or managers are more important to an organization's development; instead, both are necessary components to a successful organization. This research examines various components of leadership and considers the characteristics whichAt the heart of a leader's role is the job of motivation. If a leader is unable to provide motivation to the organization, it matters little how important the leader's vision is. Effective leaders combine motivation with their vision with the result that their essential message is inspirational. Members of the organization are not only convinced of the validity of the leader's vision, but are motivated to take the steps necessary to help achieve that vision. In short, they take "ownership" of their parti
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and which are in keeping with the leader's (and the organization's) overall goals and objectives.
Leadership Techniques
The situational approach considers the importance of contextual factors, such as the leader's authority and discretion, the nature of the work performed by the leader's unit, the attributes of subordinates and the nature of the external environment. This research and theory falls into two major subcategories. The first of these considers leader behavior as a dependent variable; researchers in this area seek to discover how the situation influences behavior and how much variation occurs in managerial behavior across different types of managerial positions. The other subcategory seeks to discover how the situation moderates the relationship between leader attributes or behavior and the leader's effectiveness (Bolman & Deal, 1991, p. 418).
Bolman and Deal identify four "frames" which leaders use to define situations around them: structural, human resource, political and symbolic (Bolman & Deal, 1991, p. 15). Through the use of these frames, it is possible to view the same situation in entirely different ways, with the result that the leadership approach will vary depending on which frame is selected.
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Approximate Word count = 2692
Approximate Pages = 11 (250 words per page)
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