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According to him leadership is a function of knowing

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According to him, "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." ( http://www.teal.org.uk/leadership/definition.htm ) Theories of Leadership In trying to explain what makes a good and effective leader, many theories evolved in the course of the history of the term. Two of the most recent, are the Situational and Contingency theories. a. Situational Theories These theories assume that the best action of the leader depends on a range of situational factors, such as motivation and capability of followers, the working environment, and the leader-follower relationship. “The leaders' perception of the follower and the situation will affect what they do rather than the truth of the situation. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior.” In fact, both internal and external environmental factors affect leadership. ( http://changingminds.org/disciplines/leadership/styles/situational_leadership.htm Two of these Situational theories are Hersey and Blanchard's Situational Leadership and House’s Path-Goal Theory of Leaders. Hersey and Blanchard assumed that leaders should adapt their leadership style to their followers’ development style or 'maturity', which could be indicated by their readiness or competence and willingness or motivation to perform tasks required of them. These two may either be high or low, and any appearance of the four combinations should require a particular response from the leader. The leader’s focus in not on the task in question, but on the development level of the follower and his relationship with then. Consider this Matrix Presentation: Level of Followers’ Development (R) Level of Leader’s Task Leadership Behavior (S) R1:Low competence, low commitment / Unable and unwilling or insecure High task focus, low relationship focus S1: Telling / Directing R2: Some competence, variable commitment / Unable but willing or motivated High task focus, high relationship focus S2: Selling / Coaching R3: High competence, variable commitment / Able but unwilling or insecure Low task focus, high relationship focus S3: Participating / Supporting R4: High competence, high commitment / Able and willing or motivated Low task focus, low relationship focus S4: Delegating / Observing
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Source: http://changingminds.org/disciplines/leadership/styles/situational_leadership_hersey_blanchard.h tm INTERPRETATION S1: Telling / Directing When the follower cannot do the job and is unwilling or afraid to try, then the leader takes a highly directive role, telling them what to do but without a great deal of concern for the relationship. The leader may also provide a working structure, both for the job and in terms of how the person is controlled.
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