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LEADERSHIP -- AN OVERVIEW
OBNotes.HTM by WILF H. RATZBURG
| What "makes" a Leader? | |
| . | It is generally accepted that good leadership is essential to the functioning of an organization. This begs the question: What makes a good leader? It may be useful to think of the leadership process as the interaction between the situation, the leader, and the followers. Thus, "good" leadership is contingent upon a number of variables. |
| Behavior and Personality | |
| Since leadership is a behavior, it must be, by definition, a function of the leader's personality. Personality is defined as those relatively stable characteristics derived from culture, unique experiences, and biological makeup. If the leader's skills, and motivations to fulfill certain felt needs, are combined with his or her personality, then we might conclude that these factors contribute to leader behavior. | |
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| . | Task Orientation, Relationship Orientation, and Influence |
| Much of the leadership research has reduced leader behavior to: task orientation, relationship orientation, and the attempt to influence others (note the similarity between these behaviors and McClelland's needs -- need for achievement, need for affiliation, and need for power). Behavior thus influences the net result of the leadership process. | |
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| .. | Leader Behaviors, Influence, and Power |
Leader behavior is also
a function of the power of the leader. Power (as per French and Raven) may be derived from a number
of sources:
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| . | Leader Behaviors and Situational Variables |
| In an organizational context, the leader's behavior invariably interacts with the environment. Thus, situational variables come into play. The type of job, technology, organizational politics, and the formal authority afforded the manger may influence the power available to the leader. | |
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This site last updated 01/10/13
