Motives And Effectiveness Of Leaders †Myassignmenthelp.Com

Question: Discuss About The Motives And Effectiveness Of Leaders? Answer: Introducation Among the several leadership studies conducted, the trait approach to leadership theory is the study that has been successful in withstanding the test of time. The result of this study is that it has been successfully established that there are certain personal characteristics and skills that contributed the effectiveness of leadership under several situations. In the present essay, the leadership trait theory will be evaluated and it will be critically analyzed with the help of real life examples. In this regard, there are certain personality traits described by the researchers that are used by effective leaders. These traits include trustworthiness, warmth, high tolerance for frustration, self-confidence, assertiveness, enthusiasm, extroversion, emotional stability and self-confidence (Alves, Manz and Butterfield, 2005). It is an exhaustive list, and certainly it cannot be expected that all these trades will be present in a single leader. However, they present an excellent base of study. At least the good leaders should acknowledge the benefits provided by each of these personality traits. For example, opened relations can be promoted by a leader with his followers if he or she has a good sense of humor. In the same way, the enthusiasm of the leaders certainly helps in motivating the staff (Ayman, 2004). It is the finding of several leadership style theories that obviously the situation will significantly impact the mix of personality traits held by a leader or at least the traits that such a leader expresses to hold. For instance, assertiveness may be emphasized by a politician through his or her decision-making, as well as the high tolerance for frustration in turbulent times, but such leaders may not be able to establish a sense of humor (Casimir and Waldman, 2007). As the politician cannot show all the personality traits that have been mentioned in the trait theory, it certainly cannot be said that such a person is not a good leader. Such a situation only means that situational leadership is used by a good leader for the purpose of adapting their personality traits to respective environment of leader-follower (Daft and Lane, 2005)). It can be said in this context, that there are certain personality traits that lend themselves to particular jobs. For example, there are certain persons who have established themselves as remarkable leaders in their current positions as a result of their personality, but the same persons have proved to be ineffective leaders while they were acting in some other position. Therefore, it can be said that while a leader may adapt its behavior to particular situation, there are certain underlying personality traits present that cannot be hidden. There can be a huge difference between these personalities and behaviors (Davis and Rothstein, 2006). They can be very effective or disastrous, keeping in view the situation. It has also been stated in this regard that often the leaders are in a position to adjust their behavior according to the people under them. However, if they had been there for a long time, people will find out (Deng and Gibson, 2008). The meaning of this situation is that the behavioral traits can be superficial. While dealing with the issue of good leadership, it needs to be kept in mind that trust and honesty may be excepted by inconsistent behaviors. As a result, a person is required to be careful while incorporating new behaviors in their style of leadership, particularly when such behavioral traits are not in tune with the underlying personality characteristics of such a person (Lin, 2009). It has been said that the task related personality traits of both leaders include courage, flexibility, passion, adaptability, locus of control and emotional intelligence. All these traits are particularly related with the way in which the leaders view their last and also the drive of the leaders to achieve these tasks. Particularly the significance of emotional intelligence in a leadership situation has been well recognized (Trevio, Weaver and Brown, 2008). It has been claimed that without emotional intelligence, a person will not be in a position to lead anybody anywhere. It is also believed by many experts that empathy for the situation of the people is most important for maintaining trust. Generally it has been seen that the people only want to be heard and understood (Resick, Hanges, Dickson and Mitchelson, 2006). Therefore it is important for a leader to have an awareness regarding the feelings of people, which allows it to pitch their conversation at the level that has the mos t impact. As a result, it can be assumed that the trait of emotional intelligence is a personality trait that enjoys universal appeal irrespective of the position of the leader or the situation. The trait of emotional intelligence helps in all communication. Similarly, it can be used as a point of leverage during the conversations that a leader as with his followers. When a reader is able to understand his or her followers, the followers are also more likely to understand the leader (Robinson and Harvey, 2008). There are a number of behavioral and personality traits studies that have been conducted over time, even if, keeping in view the interest of studying good leadership, it is important that the person also considers the motives that every great leader has. In this regard, there are four motives that have been described by the experts and all of these needs to be considered as task related. These motives include power motive, tenacity, drive and achievement and strong work ethic. It is denoted by the power motive that there is a strong need on the part of an effective leader to control resources and also at the termination of exerting their power. For example, Kim Jong II may have a strong power motive when he rules his country with an iron fist, and he also has the need to control the people and the resources of the nation. It has been said by the experts in this context that a sense of fulfillment is obtained by the leaders when they are able to influence people. Therefore, perhaps influence can be described as the simplest form of power that all the leaders enjoy over their followers (Robinson and Harvey, 2008). Obviously, there is the drive and achievement motive. It is required that the study focused on good leadership should concentrate on this motive. The reason is that this motive promotes an effective work environment. It acts as a greatest motivation. It has also been said that the most effective leaders receive motivation from the need to accomplish and developing their ego. A leader enjoys a lot when he is told that he could see is a great leader. Such a comment is an ultimate reward for the leader. Therefore, it becomes possible to realize the close link that is present between recognition and accomplishment. While the leaders may be motivated for achieving a particular task but they may also be doing so due to the expected knowledge. The leaders may try to receive this acknowledgment because it generally flows down the hierarchy and is less seen flowing up the hierarchy. In this way, in context of the leadership motive theory, apart from brides and achievement motive, there is another motive that can be described as acknowledgment. Strong work ethic has also been described as a motive. That is possessed by the effective leaders. This motive is also required to be studied by the students of good leadership. The reason is that this motive encourages dedicated, hard work environment. It is also being found that it is appropriate to study this motive because there are certain leaders who lead mainly by example. Such leaders have strong work ethic. Therefore, they rely on the fact that other people will observe their work practices. The dedication and commitment to one's work can influence the followers and it will also create respect for the leader among the followers. Another reason is that no one likes a lazy boss (Yan and Hunt, 2005)). It is important for every student of good leadership to study leadership traits, motives and characteristics. It also needs to be acknowledged that there are a number of personal traits that contribute in the effectiveness of leadership. It also needs to be understood the significance of these traits varies in accordance with the position or the situation in which they are practiced. Therefore, close attention needs to be paid to the difference that exists between personality traits and effective leadership behavioral traits as they directly influence the perception of the followers' regarding the leader. It is also important that a subjective view is taken by a person regarding the leadership motive theory so that a distinction can be maintained between their own motives and they can acknowledge this situation that would be most suitable for them. References Alves, J.C., Manz, C.C., and Butterfield, D.A. (2005) Developing Leadership Theory in Asia: The role of chinese philosophy. International Journal of Leadership Studies, 1, 3-27. Ayman, R. 2004. Situational and contingency approaches to leadership, In J. Antonakis, A. Cianciolo R.J. Sternberg (Eds.), The Nature of leadership, 148-170, Thousand Oaks, CA: Sage. Casimir, G., and Waldman, D.A. (2007) A cross cultural comparison of the importance of leadership traits for effective low level and high level leaders, International Journal of Cross Cultural Management. 7(1), 47-60 Daft, R. L., and Lane, P. G. (2005) The leadership experience. (3rd ed.). Mason, Ohio: Thomson/South-Western. Davis, A., and Rothstein, H. (2006) The effects of the perceived behavioral integrity of managers on employee attitudes: A meta-analysis. Journal of Business Ethics, 67, 407419. Deng, L. and Gibson, P. (2008) A qualitative evaluation on the role of cultureal intelligence on cross-cultural leadership effectiveness, International Journal of Leadership Studies, 3 (2), 181-197 Lin, C. (2009). Cultural influences on moral reasoning capacities of purchasing managers: a comparison across the Taiwan strait. International Journal of Social Behavior and Personality, 37 (2), 203-208 Resick, C.J., Hanges, P.J., Dickson, M.W., and Mitchelson, J.K. (2006) A cross cultural examination of the endorsement of ethical leadership Journal of Business Ethics, 2006, 345-359 Robinson, D.A., and Harvey, M (2008) Global leadership in a culturally diverse world, Management Decision, 46, 466-480 Trevio, L. K., Weaver, G. R., and Brown, M. E., (2008) Its lovely at the top: Hierarchical levels, identities, and perceptions of organizational ethics. Business Ethics Quarterly 18(2): 233-253. Yan, J., and Hunt, J. G. (2005) A cross cultural perspective on perceived leadership effectiveness, International Journal of Cross Cultural Management, 5, 49-66