Trait Leadership Theory
Traits theory is one of the first discovered leadership theories dating back to the 1920s, which states that leaders are born with inherited behaviors and qualities that make them good leaders (12manage, 2009). In 1974, according to a review of Leadership Trait Studies, Stogdill concluded that people with the following behaviors can become great leaders (2009). An example of these characteristics are adapted to the situation, focused on the social environment, ambitious and performance-oriented, assertive, corporate, dependent, persistent, stress tolerant (2009). The skills of this type of leader must be intelligent, creative, knowledgeable, persuasive and socially skilled. Deficiencies in this theory have been reported by many researchers as contradictory and inconsistency (2009). This case has many reasons and makes this public opinion dark.
Theory of Conduct
The opposite is the theory of behavior by way of concept. Concentrations and opinions are so different. This leadership theory believes that great leaders can be made, not born, and that leaders focus on their actions, not their mental qualities (12adagement, 2009). Behavioral theory states that a leader does not have to become great inherently, it can also be through learning and observation. Everyone is a potential leader. The role of learning and training can be defined, then adapting and acting in the role it adopts. A good leader receives education and practices constantly as the culture of leaders is constantly changing. The flaw in this theory is that when the leader’s expectations are, low or mixed, to the role of fighting .
Contingency Leadership Theory
Contingency theory is a theory of leadership that states that there is no best way to organize, lead or make decisions for government (12adagement, 2009). In other words, there is no universal way or best way to lead or organize an organization. This theory believes that the style of leadership, decision-making and optimal organization are influenced by internal and external factors of the organization (2009). A way to lead and what is effective in one situation may not be effective in others. An example of coercive factors in organizations that proves this leadership plausibility theory of business sizes, differences in capabilities. and operations operations, strategies and employee and relationship management (2009). The organization is better satisfied when the system and leadership style is properly suited to both work and work nature. . While there are benefits to leadership style, there is always a downside. The failure in this theory is that a leader who is effective in one place and time may become ineffective and adverse in another situation when things change around them.
Leadership styles: Autocratic, Democratic and Laissez-faire
These leadership styles were discovered by Psychologist Kurt Lewin in the early 1900s. Leaders asserted an autocratic style and provided clear expectations of what needs to be done, when it needs to be done, and how it should be done without involving employees in planning (Wagner, 2009). This type of leader makes their own decisions with little or no input from their peers. When this style is reflected by leaders, they are seen by others as controlling, bossy, dictatorial leaders (2009). This type of leadership is suitable for a situation where little time is allowed for deliberation and is most effective for organizations in which group members are familiar with the leader and the leader is the most knowledgeable among peers.
The democratic leadership style is known as all other effective leadership because the type of leader provides control and direction. allow members to participate in their group discussion and allow members to give input and speak (Wagner, 2009). Through Lewin’s studies, he found that democratic groups are less productive than autocratic groups; however, their contribution was of higher quality (2008). Democratic leaders always allow workers to participate in deliberations; but, on the contrary, they hold the final decision. This type of speech is used in a situation in which leaders do not have all the information they need and may need some information from the employees, which allow both ends to combine their efforts. This makes employees feel involved in the process and become more motivated and creative in the organization.
Laissez-Faire leadership style offers little or no guidance to their employees and leaves most of the decision making to them (Wagner, 2009). Such a method is effective in situations where employees are highly qualified and knowledgeable in the areas they perform. This allows leaders to prioritize and delegate specific tasks; however, this type of style usually leads to a lack of motivation and poor roles within the organization.
Leadership Style that is best suited to a new role with official compliance
As a late Compliance Officer, a popular leadership style would be best suited for this position. Being new to this position, allowing employees to participate, giving decisions and ideas should be a good start. After all, this is an opportunity for employees to learn together with leaders, which will benefit all employees in the long run. to the fact that they are familiar with different methods of participating in common negotiations. At the same time, this motivates the customer and makes him feel part of the organization. References
12 administration. (2009). Leadership moments. Retrieved April 18, 2009, from
http://www.12manage.com/
Wagner, K. V. (2009). Lewin’s style guide. Retrieved April 18, 2009, from
http://psychology.about.com/od/leadership/a/leadstyles.htm
