Please make a reply to each of the following 2 discussion entries. Include one scholarly reference in your reply.

1. Traditions and concepts in leadership have been tested and analyzed with various theories. Each sector has its functions and outcomes that are useful in varying situations and environments.

Trait Theories emphasize on the importance of traits in predicting the success rate of leadership. These traits are not necessarily “passed down” but inducted into the organizational structure and used as a form of measurement in choosing leadership and management based on the environment. In some cases, gender is even used as a considerable factor in trait analyzation. This theory is often used in conjunction with other forms of leadership.

Behavioral Theories focus on adaptation. This adaptation comes from being exposed to a certain behavior in which that becomes instilled in others within the environment. Learning actions from leadership is highly favored when they are beneficial. This theory also incorporates the act of teaching and observation of actions that can be used to create more skillful leaders through education and training.

Contingency Theories use recognition to link success of a certain behavior to organizational context. This includes the relationship leaders have with those within an organization as well as the roles that each person has. Contingency theories adapt challenges, goals, and support as a way to identify leadership within an environment.

Contemporary Theories magnify the fact that pending the situation, numerous behavioral styles are used in an effort to lead. This theory incorporates two types of leadership styles that sometimes contrast one another:

Transformational leadership influences through vision and uses motivation as a form of inspiration. It is identified as one of the more positive leadership styles and places a focus on stimulation and individual consideration. This leadership style has an effect on attitudes, values, and behaviors.
In opposition, transactional leadership directly relates to a reward structure and performance. Making rewards contingent on performance, actively correcting behaviors because of adverse performance, standardizing a certain level of performance, and avoiding interference are all behaviors associated with this leadership style.
While each of these are grouped into organizational structure, one factor has to be consistent and effective in controlling how these methods are delivered. Emotional intelligence harnesses multiple competencies used in an effort to determine capability of leadership. This function affects sociability, sensitivity, and likeability. Emotional intelligence is about adaptation while remaining and effective leader by having control of internal triggers. In order to excel, leaders need to develop a balance of strengths across the suite of EI competencies. When they do that, excellent business results follow (Goleman& Boyatzis, 2017). Emotional intelligence is the glue that holds leadership delivery together.

References

Burns, L. R., Bradley, E. H., Weiner, B. J., & Shortell, S. M. (2012). Chapter 2: Leadership and Management: A Framework for Action. Health Care Management: Organization, Design, and Behavior. Clifton Park, NY: Delmar Cengage Learning®.

Goleman, D., & Boyatzis, R. E. (2017, February 6). Emotional Intelligence Has 12 Elements. Which Do You Need to Work On? Retrieved from https://hbr.org/2017/02/emotional-intelligence-has-12-elements-which-do-you-need-to-work-on (Links to an external site.)

2. Leadership can come from all different individuals, personalities, styles, approaches etc. There isn’t a person type of leadership method that will work in every situation. The chapter indicated that leadership is defined as the process in which one engages others to set and achieve a common goal, often a organizationally defied goal. Conversely, management is defined as the process of accomplishing predetermined objectives through effective use of resources. Theories on leadership should not only focus on certain characteristics of a leader but examine a range of factors that affect performance/ selection. Theories are broken down into the three types below.

Trait Theories (1920s-1950s)- Examination of the importance of personality traits in predicting leadership success has declined in use during the last century. Trait researcher have limited success in connecting personality to performance despite the fact that research has evaluated the role of more than 40 individual traits and personality characteristics. It has been researched and argued that extraversion is the most common trait in leadership roles and may find themselves more likely in leadership roles. Gender & demographics have been studied in connection with leadership performance and women have been found to be effective leaders and studies indicate women are more likely to use a transformational style, which encourages intellectual stimulation of their staff.

Behavioral Theories (1960s-1970s)- Evolution to focus on behaviors on individuals in leadership roles use consistency in situations and assist in teaching future leaders the behaviors leaders project. Behavioral approach is highlighting the actions that the person in the leadership role takes on the job. A study from Ohio State differentiated initiating & considering behaviors. Initiating indicated the ability to define reasonable goals and develop individual roles among employees while considering behavior was shown to gain the trust from employees by demonstrating interests in their ideas and feelings.

Contingency Theories (1970s-1990s)- Describe how leadership behaviors contribute to success in a leadership role with the recognition that the success of a specific behavior depends on the organizational context. In 1967 Fidler argues that a leaders success is not only dependent on behaviors but also the relationship with the individuals followers and types of task they are expected to accept. Path-goal model argues that leadership must identify the strongest barrier for followers from achieving goals and target the leadership style to address the needs of the individual.

Contemporary Theories of leadership- The models of leadership have evolved and become more complex to fit the leaders in realistic situations that respond with a set of behaviors rather than just a response.

Transformational (Steve Jobs)- Influential model of leadership in contemporary theories, include four key behaviors:

Influence through vision
Motivating through inspiration
Stimulating the intellect of subordinates
Individualized consideration
Theories argue it is effective because it has the potential to change attitudes, values, and behaviors of employees in line of the organizational goals.

Transactional (Athletic coaches) – Uses more direct appeals for performance through reward structures. Composed of four behavioral elements:

Making rewards contingent on performance
Correcting problems actively when performance goes wrong
Refraining from interruptions of performance if it meets standards
A laissez-faire approach to organizational change
Emotional Intelligence (expression, compassion, flexibility, creativity) – a person’s ability to:

Be self-aware
Detect emotions in others
Manage emotional cues and information
Emotional intelligence maybe related to transformational leadership because both focus on the social needs of the staff as a significant goal of interpersonal interactions between leaders and followers.