From Leadership Theory to Practice

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Leadership theories

Leadership plays an ultimate role in making employees in an organization realize their potentials in achieving their objectives. The driving force behind any employee’s performance is enthusiasm. Therefore, leaders have a responsibility of finding the explanation that inspires their personnel to increase their productivity (Northouse, 2010). As a result, diverse leadership theories have been developed to find out what motivates human resources.

Great man theory

Thomas Carlyle developed the theory. The hypothesis argues that leaders are born with the essential traits that differentiate them from others. The theory contends that these characteristics are accountable for the assumption authority (Palestini, 2009). In essence, the hypothesis means that a person’s endowment is responsible for the position a person occupies. Further, the theory states that all these attributes are unwavering ultimately and across various factions. Therefore, the theory implies that all great managers have leadership attributes.

Strategic contingencies theory

Hickson developed the theory. The theory is centered on the responsibilities that require solutions, thereby failing to stress on individuality (Northouse, 2010). In other words, the theory implies that a person with personality as well as crisis unraveling ability qualifies as a valuable boss. Therefore, the theory emphasizes the significant part played by the problem-solving in leadership ability.

Role theory

Ivan Nye put forward the theory in two viewpoints. The perspectives suggest that a leader can choose to fulfill the laws or refuse to conform and make own rules. In other words, the theory argues that a person’s actions are a result of the conformity or the failure to comply with the diversified responsibilities (Rath & Conchie, 2008). Further, the theory argues that people skillfully hearten others to operate within the anticipations they have for them.

How a leader can use the theory to influence and reward as well as develop interpersonal skills for building trust among individuals and teams

The great man theory is very critical to a leader as far as reward and development of interpersonal trust are concerned. Through acquiring the leadership attributes, a leader is able to read the dynamics of workers, their values and concerns. As a result, good interpersonal relations, as well as trust, are built between the management and the personnel (Rath & Conchie, 2008). In addition, through great man theory, a leader is able to track his goals unreserved. Further, the theory makes it possible for a leader to erect the virtue of self-possession among the workers. Thus, the leader has the capability of ensuring the development of trust as well as commitment among the personnel. Moreover, a great leader possesses flexibility as well as interpersonal proficiency thereby enabling acceptability and compliance with the social issues affecting employees, case in point, rewards.

Strategic contingencies theory is equally critical to a leader. Through the acquisition of problem-solving techniques, a leader has the capability of solving problems in a way that is acceptable to the workforce (Northouse, 2010). To its credit, enhanced trust among the employees and the management is achieved. In addition, a leader is capable of devising a solution to issues of concern to workers such as remunerations.

Just like the other leadership theories, role theory is equally vital in building trust as well as in rewarding employees. For instance, a leader is able to classify the responsibilities of each worker based on societal wisdom (Palestini, 2009). As a result, the workers are able to shape prospects they are required to play. In addition, through the theory, the leader is able to dedicate responsibilities to different groups of employees to enable optimal output in production. Consequently, when workers are conversant with their roles, they are able to execute their duties in good relations. Thus, they develop trust and interpersonal relations among themselves.

References

Northouse, P. G. (2010). Leadership: theory and practice. Thousand Oaks, CA: SAGE. Web.

Palestini, R. H. (2009). From leadership theory to practice: a game plan for success as a leader. Maryland, MA: R&L Education. Web.

Rath, T. & Conchie, B. (2008). Strengths based leadership. New York, NY: Gallup Press. Web.

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From Leadership Theory to Practice

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