While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks.
However, it can be difficult to find ways to keep your vision inspiring after the initial enthusiasm fades, especially if the team or organization needs to make significant changes in the way that it does things.
Leaders recognize this, and they work hard throughout the project to connect their vision with people's individual needs, goals and aspirations. One of the key ways they do this is through Expectancy Theory.
Effective leaders link together two different expectations: The expectation that hard work leads to good results. The expectation that good results lead to attractive rewards or incentives.
This motivates people to work hard to achieve success, because they expect to enjoy rewards — both intrinsic and extrinsic — as a result. Other approaches include restating the vision in terms of the benefits it will bring to the team's customers, and taking frequent opportunities to communicate the vision in an attractive and engaging way.
What's particularly helpful here is when leaders have expert power. People admire and believe in these leaders because they are expert in what they do. They have credibility, and they've earned the right to ask people to listen to them and follow them.
This makes it much easier for these leaders to motivate and inspire the people they lead. Leaders can also motivate and influence people through their natural charisma and appeal, and through other sources of powersuch as the power to pay bonuses or assign tasks to people.
However, good leaders don't rely too much on these types of power to motivate and inspire others. Managing Delivery of the Vision This is the area of leadership that relates to management.
Leaders must ensure that the work needed to deliver the vision is properly managed — either by themselves, or by a dedicated manager or team of managers to whom the leader delegates this responsibility — and they need to ensure that their vision is delivered successfully.
To do this, team members need performance goals that are linked to the team's overall vision. And, for day-to-day management of delivering the vision, the Management By Wandering Around MBWA approach helps to ensure that what should happen, really happens.
Leaders also need to make sure they manage change effectively. This helps to ensure that the changes needed to deliver the vision are implemented smoothly and thoroughly, with the support and backing of the people affected.
Coaching and Building a Team to Achieve the Vision Individual and team development are important activities carried out by transformational leaders.Yet, while leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way.
In this article, we'll focus on the process of leadership. In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of successful leaders, determining a behavior taxonomy, and identifying broad leadership styles.
David McClelland, for example, posited that leadership takes a strong personality with a well-developed positive ego. May 29, · Great leaders choose their leadership styles like a golfer chooses a club: with a clear understanding of the end goal and the best tool for the job.
Taking a team from ordinary to extraordinary. Many christian leaders have little experience and few project management skills but need to manage projects.
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