Leadership Approach
Running head: LEADERSHIP APPROACH
Leadership Approach
University of Phoenix
Leadership Approach
Countless managers work tirelessly each day to help create thriving and dynamic organizations. Some of these managers possess unparalleled leadership qualities while others lack the knowledge and appropriate people skills to motivate and empower employees. Managers and Leaders have varying definitions. A manager can be effective without leadership qualities and a leader can be effective without management skills. However, in chapter one of Organizational Leadership, Yukl (2010) states, “defining managing and leading as distinct roles, processes, or relationships may obscure more than it reveals if it encourages simplistic theories about effective leadership (p. 8). The following paper provides an overview to the leadership approach of behavior as well as provides a description of the strengths and weaknesses of this approach.
Behavior Approach
The Behavior Approach began in the early 1950s after researchers declared the Trait Approach as being an ineffective means for identifying positive leadership qualities (Yukl, 2010). Researchers believed the key to successful leadership included the positive behaviors management displayed while on the job. Additionally, management stated behavior research falls into two general subcategories: (1) how managers spend their time and the typical patterns of activities, responsibilities and the functions for managerial jobs and (2) focuses on identifying effective leadership behavior (Yukl, 2010).
Time Well Spent
Monitoring how management handles daily activities is imperative but to be a great manager, he or she must also possess the skills to cope with demands, constraints and role conflicts in their jobs (Yukl, 2010). Being a successful leader means handling issues professionally, respectfully and in a timely manner. When the Behavior Approach was first identified, data was collected through a number of methods. Direct observation is usually the first form. Unfortunately, many times when managers realize someone is watching, he or she may act uncharacteristically. Other forms of data collecting included journaling, job descriptions and notes obtained during interviews. When the research was initiated, researchers did not intend to directly assess effective leadership by simply observing daily activities but agreed the information does provide useful insights as understanding how management resolves conflicts, copes with daily demands, recognizes opportunities and overcomes constraints (Yukl, 2010).
Identifying Effective Leadership
The second subcategory researched focused on identifying effective leadership behavior. To do so, this research method involved a survey field study partnered with a behavioral description questionnaire. Yukl (2010) explains that over the past 50 years, “hundreds of surveys have been conducted to examine the correlation between leadership behavior and various indicators of leadership effectiveness” (p.14). In addition, numerous smaller studies have been conducted using experiments, both in the lab and in the field, as well as critical incidents experiments to realize how ineffective leaders compares to ineffective leaders.
Strengths
The behavior approach is a valuable method for understanding the person who makes the manager. Behaviors, unlike traits, are learned. If a person can learn the proper behaviors to become a great manager, businesses will be intrigued. The behavior approach has several strengths. Managers who communicate effectively with senior management and with his or her subordinates often relate better to people and can create an inviting work environment. Acting uncharacteristically is not typically an easy or comfortable task. Observing managers over a period time can be very helpful in learning who he or she truly is while on the job.
Weakness
This approach can often provide false results. When managers believe they are being watched by senior management, they will sometimes act in an uncharacteristic manner. Instead of reacting in the way he or she would typically, he or she may take an alternative action with the intention of better meeting management’s expectations.
Charismatic Leadership
A charismatic and democratic leader has potential. A charismatic person has the ability to influence others by his or her enthusiastic leadership style. A democratic leader allows his or her subordinates a role in decision making. They may not have the final say but they are encouraged to speak their mind. A democratic leader believes he or she can only get better with the help of others.
Conclusion
Possessing leadership qualities is key to helping an organization thrive. Researchers have spent years trying to learn the exact mix of personality and behavior to create an effective leader. Understanding a leaders traits and behaviors are critical but in order to lead, he or she must also thoroughly understand his or her organization’s process, services and/or products.
Reference
Yukl, G. (2010). Leadership in Organizations (7th ed.). Retrieved from The University of Phoenix eBook.
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