Traditional LeaderTransformational Leader (Burns, 1978) Earlier theories have expound a leader as:vTheories call forthed that leaders looked at reinforcement doingss (Ashour, 1982 cited in Shamir, House, Arthur, 1993). For example, Good behaviour = reward, Negative behaviour = punishmentvControl and Dominance (Trait Theory, cited in McKenna, 2006) Centralised control leading tell employees what to do, how to do it and when to do it. The traditional leader rules by fear (Dorfman, 1996 cited in Pillai et al, 1999).vLeader/Follower exchange family People follow because of the term Leader or private instructor (Shamir, House, Arthur, 1993).vKatz et al (1950) looks at the need to apply pressure on employees to obtain the required performance and the degree a manager allows teams to participate in the decision-making.vPast theories have tended to look at the leader as either task-oriented or relation- oriented (Fiedler, 1969 cited in Sadler, 2003). It was suggested that a leader should be chosen the fit the situation. enquiry also concentrated on either the situation or the individual (not combined) (Reddin, 1983 cited in Nystedt 1998). Therefore each can be criticised for not looking at the alternative.
Recent Leadership theories emphasize:vIntrinsic Motivation People are advance to be passionate about their work (Amabile, 1998). Bass and Riggio (2005) suggest the term Inspirational leader.vLeaders motivate followers to perform beyond expected levels by activating higher(prenominal) value needs (Pillai et al, 1999). The leader encourages the team to rise above their self-interest for the organisations sake (Bass and Riggio, 2005).vCharisma The leader acts as a role model. People respect the actual person because they refer with him/her. There is a display of confidence/trust in employees. The leader trusts his/her team, thus gives the individual room to grow. (Leithwood and Duke, 1998)vThe leader challenges race intellectually (Goodwin et al, 2001).... If you want to get a full essay, order it on our website:
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