Leadership_Styles_and_Future_Leadership_Opportunities

Leadership Styles and Future Leadership Opportunities 06-25-2010 Dr. Yvonne Catino The competence to supervise others generally defines Leadership in most dictionaries (Hopen, 2010, p. 4). When a group or team comes together to complete a task a leader usually emerges from within the group or team (London, 2010, p. 224). Suggested exploration will say that certain traits build leaders, and leadership styles (Alahmad, 2010, p. 31). This paper will compare and contrast leadership theories and leadership styles, identify my leadership style, and identify my future leadership opportunities within Community Options Inc. Leadership Theories There are several leadership theories such as trait theories, behavioral theories, and contingency theories. There are several other leadership theories that I have not mentioned. I will discuss the trait theory and the contingency theory. The trait theory could conceivably be the first recorded theory of leadership (Gehning ,2007, p. 44). Some biographers argue leaders have certain traits, such as emotional stability, emotional intelligence, dominance, enthusiasm, conscientiousness, confident, team orientation, and charisma (Grammer, Koppensteiner, 2010, p. 374). Effective leaders must be able to deal with frustration and stress (Santandreu, Shurden M., Shurden S, 2010, p. 53). It is important for a leader to control his or her emotions (Gilmore, 2008, p. 366). Leaders thinking styles are usually aggressive, they are socially aggressive with others (Kosalka, Piccolo, Timothy, 2009, p. 855). Leaders are usually seen as high energy levels and are very enthusiastic about there work (London, 2010, p. 224). Conscientiousness, leaders are direct by a sense of duty (Ang, Chan, Ng, 2008, p. 733). Leaders’ confidents are usually self assured (Blanes, Marc, Mollier, Vidal, 2007, p. 251). Team cohesion is a trait, which leaders foster team orientation (Nath, 2008, p. 24). Perception is a large part of charisma and leaders usually posse this trait (Baeza, Lao, Meneses, Roma, 2009, p. 515). Contingency theories focus on the success of the leaders. A operation of various contingencies in the form of task, and/or group variables. The effectiveness of leaders behavior is contingent upon the demands enforced by the situation (Gehning, 2007, p. 44). Contingency theories emphasize using different ways to approach different organizational situations (Jokipii, 2009). There are different contingency theories two of them are, fiedler’s least preferred coworker theory and cognitive resources theory (Gehning, 2007, p. 44). Fiedler’s least preferred coworker theory is the earliest and comprehensively researched. Fiedler’s models group performance and are dependent upon the leaders’ psychological orientation and on three contextual variables: group atmosphere, task structure, and leader’s power position (Loureiro, Ferreira, Manuela, 2008, p.67). Cognitive resource theory focuses on the influence of the leader's intelligence and experience in relation to stress (Wilson, Wolf, 2009, p.318).There has not been one single contingency theory affirmed (Gehning, 2007, p.44). Researchers state leadership styles have been established (Raguz, 2010, p.154). Leadership Styles Leadership style is the method and approach of applying direction, implementing plans, and motivating people (Raguz, 2010, p. 154). Researchers have established three major leadership styles, democratic (participative), free reign (delegative), and autocratic (authoritarian) (Raguz, 2010, p. 154). Democratic style involves the team members in the decision making process. The leader usually makes the final decisions (Quiamzade, Mugnuy, Chatard, 2009, p.361). Free Reign style is also known as laissez faire (or lais·ser faire), the leader allows the team members to make the decisions. The leader is still liable for the decisions the team makes (Oshagbemi, 2008, p.186). Autocratic style is used when leaders tell their team members what they want done and how they want it done. Some leaders use the autocratic style when they have all the information to solve the problem and are short on time (Sabanci, 2008, p. 511). My Leadership Style Upon reviewing my results from the leadership and team skills assessment my leadership style has been identified as autocratic. On the self assessment test which tells if you are task oriented or people oriented a score above ten is a high score which indicates I am task oriented. Task oriented is concerned with getting the job done. A task oriented person tends to be autocratic (University of Phoenix, 2009). I do agree to a certain extent with the self assessment. I know I am task oriented. No matter what task I may have as soon as I am presented with a task I am thinking how I am going to complete it and how soon can I complete it. I believe being task oriented is a good quality to posses as a leader. Future Leadership Opportunities My current position within Community Options Inc as Community Support Manager gives me the opportunity to pursue my future leadership goals, which are Assistant Executive Director. My current position as Community Support Manager does require me to be in a leadership position, but it is not the ultimate leadership position I am preparing for in the future by obtaining my master in business administration. In conclusion my leadership style will be structured to successfully perform all my duties as Assistant Executive Director. My leadership style will allow me to work with the Executive Director to ensure that programs are effective and operate in accordance with the mission statement and national office standards of Community Options, Inc. While performing my duties as executive director it is important for me to be aware of my autocratic leadership style, so this will empower me to successful leadership. References London (2010). Understanding Social Advocacy. Journal of Management Development, Vol.29, Issue 3 p.224. Retrieved June 21, 2010 from http://web.ebscohost.com.ezproxy.apollolibrary.com Gehning (2007). Applying Traits Theory of Leadership to Project Management. Project Management Journal, Vol. 38, Issue1 p. 44. Retrieved June 21, 2010 from http://proquest.umi.com Grammer, Koppensteiner (2010). Motion Patterns in Political Speech and Their Influence on Personality. Journal of Research in Personality, p.374. Retrieved June 21, 2010 from http://web.ebscohost.com.ezproxy.apollolibrary.com Santandreu, Shurden M., Shurden S, (2010) Ethic’a Askew: A case Study of Ethics In an Educational Environment. Contemporary Issue In Education Research, Vol. 3, p. 53. Retrieved from http://web.ebscohost.com.ezproxy.apollolibrary.com Gilmore (2008) Emotional Intelligence for Engineers. Journal for Engineers, Vol. 62, Issue 6 p. 366. Retrieved from http://proquest.umi.com Ang, Chan, Ng, (2008) Personality and Leader Effectiveness: A Moderated Mediation Model of Leadership Self- Efficacy, Job Demand and Job Autonomy. Journal of Applied Psychology, Vol.93, p. 733. Retrieved on June 21, 2010 from http://proquest.umi.com Jokipii, (2009) Determinants and Consequences of Internal Control in Firms: A Contingency Theory Based Analysis. Springer Science + Business Media, LLC. Retrieved on June 22, 2010 from http://proquest.umi.com