BEHAVIOURAL THEORY

These are the behaviour that Leaders need to under take in order to be effective. These are mainly behaviours that relate to taking care of people and those that relate to the task to be fulfilled. (A..Nahavandi & A Malekzadeh). Through there behaviours and competencies Leaders are able to motivate other people in the right direction.

Leaders engage in both professional leadership behaviours (e.g. setting a mission, creating a process for achieving goals, aligning processes and procedures) and personal leadership behaviours (e.g. building trust, caring for people, acting morally).

Trust is the perceived honesty, sincerity and dependability of leaders. It is a natural and essential component of relationships.

Caring is defined as empathy, listening, and politeness to employees regardless of the employee's position in an organization. Caring is similar to consideration, an outcome measure used in countless leadership studies It is defined as sharing authority and information.

The sharing of authority is the basis for empowerment, a key component of participate leadership, which has been found to be related to effective leadership moral behaviour is defined as providing a moral code that is a guide for the behaviour of leaders and members in performing their responsibilities in an organization. An effective moral code is based on generally accepted principles such as treating others the way one would like to be treated integrity, fairness, and justice.

 

CONTINGENCY THEORY

This is a theory that states that leaders are most effective when they make their behaviours contingent upon situation forces. For example the leader match concept, theory where the leader matches the way he/she operates to the style the leader seeks to work.

The path goal theory, This is what a leader must do to achieve high productivity and morale in a given situation.

 

TRANSFORMATIONAL THEORY

These are leaders that can bring change to the course of direction through there competencies. For example Sir Richard Branson the Virgin Group owner who created this groups of companies through his vision and continues to inspire others.

 

TRANSACTIONAL THEORY

These are Leaders that help others to improve their current state of affairs or objectives through efficiency and rewards and there influence. For Example Colleen Arnold who brought innovation to IBM Global Services.

 

SITUATIOANL THEORY

These are Leaders who take responsibilities because of their readiness and willingness of the followers, to accomplish a specific task. For example Lecturer- student relationship. (Steven McShane & Mary Glinow,)

 

ROLES OF LEADERS

The roles of leaders are to motivate others to achieve goals. It is to influence others to do what they want to achieve. To give direction to the followers, to inspire others, to have compassion for the followers and to be a raw model for others. (W Bennis 2003)

 

TRAITS THEORIES AND CHARACTERISTICS OF LEADERS

This is what makes them to be different from others. The main traits are leaders have the drive for achievement, they self motivated thus they easily motivate others, They are truthful an can be trusted, they are intelligent, they have emotional intelligence to control their feelings and other peoples feelings. The are self-confidentand have the knowledge of what they are doing. (Steven McShane & Mary Glinow)

Leaders must be concerned with task-related issues and people-related issues. A main part of leading is being out front and providing direction. Perhaps, the most important direction leaders provide is the function of defining a common purpose It is this desirable and attainable common purpose that engages members. Coordination as a part of leadership is both individual and systematic. It is individual, in that each leader must provide leadership to the individuals whom he supervises.