Leadership is the procedure of social influence which maximizes the efforts of others towards the accomplishment of a common goal. Furthermore, effective leadership is necessary for the structure of any blooming organisation. Although knowledge and training, some leadership behaviors and approach can be learned by a person who may develop into a capable leader; nevertheless, the primary uniqueness and traits of a huge leader are innate traits that exist at birth and are further polished and improved over the years (Javed et al., 2018). There is a diverse leadership theory which helps to examine whether leaders are born or made. The main aim of this essay is to analyze the innate quality of leadership and approaches that help to develop leadership qualities at the workplace.
Having a definite personality character is one of the early and most ordinary ideas surrounding leadership theories. The "great man" theory supports the idea that leaders are born and not made to be leaders throughout their life span. The trait theory group believes that these born leaders hold the characteristic to set them separate from others. These leaders serve in a place with power and control as they have these natural qualities that flourish when the need occurs (Mayseless & Popper, 2019). Evidence demonstrated that the five leading leadership character consists of intellect, self-confidence, willpower, honesty, and friendliness. Intelligence is defined as having the capability to evaluate the matter, have the complex problem-solving ability, and reveal social judgment competences.
This kind of intellect creates an affirmative influence on one's ability for effectual leadership. Self-confidence permits a leader to influence others and to depict his faith in his choice, even when others do not agree. Steve Jobs is an example of how his confidence kept him following the growth of his devices when others distrust his products (Strömgren et al., 2017). Through the promise to a thought or objective, leaders can connect others to pursue a similar path.
When a barrier continues to delay a plan, a leader depends on his willpower to keep striving and attain the goal. A leader’s insistence is vital for supporters to observe while facing a challenge. Integrity is a central quality of sincerity and trustworthiness. These qualities permit people to consider that a leader is valuable in their trust and to chase their direction. Also, responsive social skills authorize a leader to create stable associations among groups. The interactive aptitude of an appealing leader is another classic qualitative leadership attribute.
Leaders cannot avoid making choice, but effectual leaders stand out as they are both brave and capable at making the precise decisions, particularly when the risk is high and the fate of others are at risk. If a leader does not make the correct decision, the group’s support may not lessen. The fact that a choice is made when necessitated is predictable of a leader (Gregory, Robbins, Schwaitzberg & Harmon, 2017). Those in power need to demonstrate their leadership courage and self-assurance when faced with complex decision-making situations. Natural leaders may project their influence through alternative means. As leadership is a procedure it is not restricted to a position. The style and proficiency approach focuses on the performance of a leader which can be learned through guidance.
Proficiency is what leaders can achieve, whereas qualities are who leaders are (Greatbatch & Tate, 2018). Robert Katz who creates the skills approaches defined three major skills that are used to find people with all the correct traits for leadership. Katz believed that there are three basic skills that leaders needed including Technical skills that involve the information and technical aptitude; usually called the "hands-on" approach. Human skills involve the aptitude to work well with all levels of the group; referred to as the "people skills" and Conceptual: This skill refers to the thoughts to assist the business to state the task and move ahead (Koda, 2018).
It is supposed that these three skills apply to middle management who could build up into lower-level leaders. Unlike the trait approach, the skills approach does suppose that leadership behaviors can be learned, rather than just innate via heredity. The skill and knowledge of a person could continue to expand and improve his leadership skill. Through their years of skill and result, the skilled approach is pertinent to law enforcement and military leaders. After facing complex scenarios on an everyday basis, the continuing practice agrees to these law enforcement officers to discover from each circumstance.
The contingency theory is based on the situation altering against the leader’s need to regulate his approach (Vasilescu, 2019). It supposes that the leader cannot change his actions or approach. It believes that the leader cannot alter his behavior and will not be useful in all situations. Instead, the theory suggested finding the correct leader for the correct circumstances. This theory is founded that situation is dissimilar and leaders need to be coordinated to appropriate circumstances to react to the issue effectively. Although most deem personality as a born trait that conveys expressiveness while others think that this individual feature can be developed.
The study points out that charisma can be erudite by perfecting the capacity to connect others. By extending oneself, others will sense that you are there for them and mindful of their need. Trait theorists state that precise individuality is not able to be learned as they are inborn and primarily stem from their heredity. Behaviors, however, are visible actions that can be assessed and customized with suitable guidance (Greatbatch & Tate, 2018). Although a person may not be born with precise character traits, researchers consider that the behaviors of a charismatic leader can be developed, therefore inducing preferred results in supporters.
The trait approach is the most reliable idea to strengthen that leaders are a particular kind of group who do unexpected things. Royal family members who are born into their judgment position through their country’s dominion may have the natural ancestry, but do not constantly demonstrate a similar regal personality to be an effectual leader. Due to hereditary factors, the optimistic leadership characters that make a person a great leader are not automatically present to their offspring. On the other hand, children of a pathetic leader may turn out to be great leaders who make an unforgettable legacy (Davydova, 2018).
Histories disclose that the innate leadership gene may also present a pessimistic force with the potential for terrible outcomes. As with any subset of a group, there is a threat for negative leaders to picture the dark side of trait leadership. These persons demonstrate the lethal side of leadership that is unprincipled and used for the individual cause. The similar trait characteristics of an eminent leader can, regrettably, be used by a dishonest individual to harmfully manipulate supporters producing upsetting consequences. Adolph Hitler is a case of a self-interested leader who exploited his brutal leadership ability for his controlling and upsetting objective.
Some thoughts and practices can be learned to develop the leadership efficiency of numerous people. Employees who spend time and energy in rising leadership skills will be better ready to compete for the spot. Those who are eager to move will discover more leadership places accessible in their interest area. Some evidence disagrees that leadership growth is not just about the attainment of ability, method, and competence, but that it can simply be unstated through the learning of professional skill from workplace surroundings (Ayman & Lauritsen, 2018). Workplace knowledge comprises formal, informal, and supplementary learning. Formal knowledge refers to a variety of management training plans and policies such as 360-degree feedback, lessons, increase learning, and special expansion planning.
On the other hand, casual learning refers to a wide range of impulsive, informal, and unplanned ways on how to carry out one’s job (Yaslioglu & Erden, 2018). Informal learning is also a modified form of codified, technical, and procedure information acquired completely and almost instinctively from a knowledge circumstance, which permits a person to perform proficiently in a condition. The procedure of socialization through surveillance, dealings, and participation in different organizational behaviors offers the means to build an individual's information, principles, skill, and reliability as a leader.
Informal mentoring offers our flourishing leaders a chance to study a variety of leadership values, approaches, expertise, style, and behaviors from their senior or manager (Vasilescu, 2019). The aptitude to view and imitate a range of actions and incidents throughout their existence of leadership growth appears to be extremely helpful and even transformational. Such skill permitted them to review, evaluate, and implement significant leadership traits suited to their background to guarantee effectual and proficient practice (Vasilescu, 2019). Lastly, difficult but guided tasks confront and eventually assisted them to make the best use of their leadership abilities.
It has been concluded from the overall analysis that leadership is an innate quality and it can be learned in the workplace. Furthermore, the trait theory and contingency theory are used to analyze the innate qualities of leadership. Also, the theories revealed that leaders adjust their styles according to different situations. It has been identified that effective leadership is highly crucial for the overall success of the organization. Formal training, experiences also help to enhance and develop the leadership styles of a person. Also, some examples of real-life leaders have been provided to highlight the innate qualities.
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Gregory, P. J., Robbins, B., Schwaitzberg, S. D., & Harmon, L. (2017). Leadership development in a professional medical society using 360-degree survey feedback to assess emotional intelligence. Surgical endoscopy, 31(9), 3565-3573.
Javed, B., Rawwas, M. Y., Khandai, S., Shahid, K., & Tayyeb, H. H. (2018). Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect. Journal of Management & Organization, 24(3), 388-405.
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Strömgren, M., Eriksson, A., Ahlstrom, L., Bergman, D. K., & Dellve, L. (2017). Leadership quality: a factor important for social capital in healthcare organizations. Journal of health organization and management.
Vasilescu, M. (2019). Leadership Styles And Theories In An Effective Management Activity. Annals-Economy Series, 4, 47-52.
Yaslioglu, M. M., & Erden, N. S. (2018). Transformational Leaders in Action: Theory Has Been There, But What About Practice?. IUP Journal of Business Strategy, 15(1), 42-53.
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