High self-monitors are more likely to emerge as the leader of a group than are low self-monitors, since they are more concerned with status-enhancement and are more likely to adapt their actions to fit the demands of the situation . Individuals who are both success-oriented and affiliation-oriented, as assessed by projective measures, are more active in group problem-solving settings and are more likely to be elected to positions of leadership in such groups .
A leadership style is a leader's style of providing direction, implementing plans, and motivating people. It is the result of the philosophy, personality, and experience of the leader. Technologies politiques De La Domination . Different situations call for different leadership styles. In an emergency when there is little time to converge on an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or Laissez-faire style may be more effective.
The style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members. The factors of physical presence are military bearing, physical fitness, confidence, and resilience. The leader's intellectual capacity helps to conceptualize solutions and acquire knowledge to do the job. A leader's conceptual abilities apply agility, judgment, innovation, interpersonal tact, and domain knowledge.
Domain knowledge for leaders encompasses tactical and technical knowledge as well as cultural and geopolitical awareness. Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictators. Autocratic leaders do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. The democratic leadership style consists of the leader sharing the decision-making abilities with group members by promoting the interests of the group members and by practicing social equality.
This has also been called shared leadership. In Laissez-faire or free-rein leadership, decision-making is passed on to the sub-ordinates. The sub-ordinates are given complete right and power to make decisions to establish goals and work out the problems or hurdles. Task-oriented leadership is a style in which the leader is focused on the tasks that need to be performed in order to meet a certain production goal. Task-oriented leaders are generally more concerned with producing a step-by-step solution for given problem or goal, strictly making sure these deadlines are met, results and reaching target outcomes.
Relationship-oriented leadership is a contrasting style in which the leader is more focused on the relationships amongst the group and is generally more concerned with the overall well-being and satisfaction of group members. Task-oriented leaders are typically less concerned with the idea of catering to group members, and more concerned with acquiring a certain solution to meet a production goal.
For this reason, they typically are able to make sure that deadlines are met, yet their group members' well-being may suffer.
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Relationship-oriented leaders are focused on developing the team and the relationships in it. The positives to having this kind of environment are that team members are more motivated and have support. However, the emphasis on relations as opposed to getting a job done might make productivity suffer. Paternalism leadership styles often reflect a father-figure mindset. The structure of team is organized hierarchically where the leader is viewed above the followers. The leader also provides both professional and personal direction in the lives of the members. The term paternalism is from the Latin pater meaning "father".
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The leader is most often a male. Another factor that covaries with leadership style is whether the person is male or female. When men and women come together in groups, they tend to adopt different leadership styles. Men generally assume an agentic leadership style.
They are task-oriented, active, decision focused, independent and goal oriented. Women, on the other hand, are generally more communal when they assume a leadership position; they strive to be helpful towards others, warm in relation to others, understanding, and mindful of others' feelings. In general, when women are asked to describe themselves to others in newly formed groups, they emphasize their open, fair, responsible, and pleasant communal qualities. They give advice, offer assurances, and manage conflicts in an attempt to maintain positive relationships among group members.
Women connect more positively to group members by smiling, maintaining eye contact and respond tactfully to others' comments. Men, conversely, describe themselves as influential, powerful and proficient at the task that needs to be done. They tend to place more focus on initiating structure within the group, setting standards and objectives, identifying roles, defining responsibilities and standard operating procedures, proposing solutions to problems, monitoring compliance with procedures, and finally, emphasizing the need for productivity and efficiency in the work that needs to be done.
As leaders, men are primarily task-oriented, but women tend to be both task- and relationship-oriented. However, it is important to note that these sex differences are only tendencies, and do not manifest themselves within men and women across all groups and situations.
Many reasons can contribute to the barriers that specifically affect women's entrance into leadership. These barriers also change according to different cultures. Despite the increasing number of female leaders in the world, only a small fraction come from non-westernized cultures. It is important to note that although the barriers listed below may be more severe in non-western culture, it does not imply that westernized cultures do not have these barriers as well. This aims to compare the differences between the two. Research and Literature Although there have been many studies done on leadership for women in the past decade, very little research has been done for women in paternalistic cultures.
The literature and research done for women to emerge into a society that prefers males is lacking. This ultimately hinders women from knowing how to reach their individual leadership goals, and fails to educate the male counterparts in this disparity. Maternity Leave Studies have shown the importance of longer paid maternity leave and the positive effects it has on a female employee's mental health and return to work.
In Sweden, it was shown that the increased flexibility in timing for mothers to return to work, decreased the odds of poor mental health reports. In these non-western cultures that mostly follow paternalism, the lack of knowledge on the benefits of maternity leave impact the support given to the women during this important time in their life. Society and Laws Certain countries that follow paternalism, such as India, still allow for women to be treated unjustly. Child marriage and minor punishments for perpetrators in crime against women, shape the society's view on how females should be treated.
This can prevent women from feeling comfortable to speak out in both a personal and professional setting. Glass Ceilings and Glass Cliffs Women who work in a very paternalistic culture or industry e. This association is often due to the mentality that only males carry leadership characteristics. The glass cliff term refers to undesired projects that are often given to women because they have an increase in risk of failure.
These undesired projects are given to female employees where they are more likely to fail and leave the organization. To facilitate successful performance it is important to understand and accurately measure leadership performance. Job performance generally refers to behavior that is expected to contribute to organizational success Campbell, Campbell identified a number of specific types of performance dimensions; leadership was one of the dimensions that he identified.
There is no consistent, overall definition of leadership performance Yukl, Many distinct conceptualizations are often lumped together under the umbrella of leadership performance , including outcomes such as leader effectiveness , leader advancement, and leader emergence Kaiser et al. For instance, leadership performance may be used to refer to the career success of the individual leader, performance of the group or organization, or even leader emergence.
Each of these measures can be considered conceptually distinct.
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While these aspects may be related, they are different outcomes and their inclusion should depend on the applied or research focus. In evaluating this type of leader performance, two general strategies are typically used. Most theories in the 20th century argued that great leaders were born, not made. Current studies have indicated that leadership is much more complex and cannot be boiled down to a few key traits of an individual.
Years of observation and study have indicated that one such trait or a set of traits does not make an extraordinary leader. What scholars have been able to arrive at is that leadership traits of an individual do not change from situation to situation; such traits include intelligence, assertiveness, or physical attractiveness. The following summarizes the main leadership traits found in research by Jon P. Determination and drive include traits such as initiative, energy, assertiveness, perseverance and sometimes dominance.
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People with these traits often tend to wholeheartedly pursue their goals, work long hours, are ambitious, and often are very competitive with others. Cognitive capacity includes intelligence, analytical and verbal ability, behavioral flexibility, and good judgment. Individuals with these traits are able to formulate solutions to difficult problems, work well under stress or deadlines, adapt to changing situations, and create well-thought-out plans for the future.
Howell provides examples of Steve Jobs and Abraham Lincoln as encompassing the traits of determination and drive as well as possessing cognitive capacity, demonstrated by their ability to adapt to their continuously changing environments. Self-confidence encompasses the traits of high self-esteem, assertiveness, emotional stability, and self-assurance. Individuals who are self-confident do not doubt themselves or their abilities and decisions; they also have the ability to project this self-confidence onto others, building their trust and commitment. Integrity is demonstrated in individuals who are truthful, trustworthy, principled, consistent, dependable, loyal, and not deceptive.
Leaders with integrity often share these values with their followers, as this trait is mainly an ethics issue. It is often said that these leaders keep their word and are honest and open with their cohorts.
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Sociability describes individuals who are friendly, extroverted, tactful, flexible, and interpersonally competent. Such a trait enables leaders to be accepted well by the public, use diplomatic measures to solve issues, as well as hold the ability to adapt their social persona to the situation at hand. According to Howell, Mother Teresa is an exceptional example who embodies integrity, assertiveness, and social abilities in her diplomatic dealings with the leaders of the world. Few great leaders encompass all of the traits listed above, but many have the ability to apply a number of them to succeed as front-runners of their organization or situation.