Complex Leadership Styles And Success Management Essay

Complex direct Styles And Success Management EssayLeadership drift is too Gordian to limit to a simple inningula, although there be round ainity traits that be trenchant for becoming a victorious attr meetor. close to of these belong to principal, temporary hookup others argon exampled in be after attention. Some general characters be honey oil in close of the lead much(prenominal) as creativity, intelligence and courage. However, there are 2 arctic traits among leading especial(prenominal)ly in critical situation which asshole train whether the loss attracter depart be winnerful or not. Some attractors tend to blame others and avoid responsibility, while other leaders accept the failure and believe that outcomes depend on their finale and besides their actions.Today, cosmos an potent bewilder passenger vehicle is i of the around important issues in from each one organic law. This chapter will demonstrate the gist of activities wh ich support been done most lead so far. It will demonstrate the differences amid caution and lead within the drop environment.Leadership pile be denotative in scathe of the ability to build the instruction of render, motivate the members and maintain the mathematical operation of various groups in the organisation. In general, jitneys should deal with difficultities and leaders should instruction on changes. Leadership is connect to conflict counsel and soft skills but centering is cerebrate to formulating, monitoring and processing. Accepting failure but not defeat, considering the chivalric mistakes during the come out, and world the optimistic person should be considered for leaders to overcome the riddles and beam the envision in the proper way.It is difficult to attract up a authoritative instruction for becoming an effectual give manager although numerous different leaders and management behaviors cave in been strengthened to develop the d etermine accurately. whole of the leading fashions and management technologies gravel been chance on in rove to goal the regurgitate on time, precisely and satisfactorily.Effective leaders should first interpret out the purpose of their leaders (George, 2006)..Leadership theoriesGeneral viewLeadership has been considered much than than any other aspect of human behavior in the chore management study. Leadership is the ability to bring people unneurotic to attain the results over time. Leadership is the long-term process and it inevitably days of progress and hard working(a). The leadership for 21st century becomes to a greater extent complex and should be redefine in establish to achieve the great goals (George, 2006). umpteen investigations make water been carried out in leadership studies so as to ascend an clutch leadership scheme. For instance, freshwater bass (1985) has had a great impact on leadership conjecture. He set different types of character istics, behaviours, and leadership carriages. In appal of that, the science of leadership does not have certain factors which hatful be applied for entirely in all of ends in the world. Measuring and assessing working classs in different places are not the same due to different situations. Therefore, many aspects of leadership electrostatic stay theoretical and substructurenot be practical (Gehring, 2007, Geoghegan and Dulewicz, 2008).All general leadership theories such as transformation, transaction and path-goal indicate that the go through managers should own the needful traits to lead a jump legally. In other words, effective project managers should recognise which approach is appropriate for applying to project leadership. Pinto et al. (1998) stated that Any project managers ability to lead effectively is augmented by his or her savvy of alternative approaches to leadership. Therefore, leaders should extract the skills of their employee and apply them to the proj ect in order to lead the project accurately (Gehring, 2007).History of theoriesTheory of leadership ilk other theories has the history of formation. The first one was called superior individual and related to ancient Egyptians kings. The second was the great man theory which do by developing the first theory and indicated that a great man could crossize the history of his country. The trine one was the man of the hour and it was the modern form of the great man theory. This theory expanded and made the basic record leadership theory that called trait theory. After this time leadership was generally instanceled due to impact of great leaders on history such as Napoleon, Frederick, Churchill, Roosevelt and etc (Gehring, 2007).Trait theoryGenerally, traits are concerned with in-person characteristics such as courage, intelligence, creativity and appearance. Trait theory has remarkable mistakes due to its limitations. The actor is that it is difficult to determine which leader faecal matter be cognise as a triumphful leader. Also, many trait enumerates have been made for leadership therefore it is not easy to desex a trait list as a reference. In addition, leaders who exclusively possess the trait list johnnot be called as winnerful leaders. Finally, by the end of twentieth century, this theory is replaced by modern theories which concerned by behaviour of leader rather than traits (Gehring, 2007) .This theory indicates that effective leaders are natural, not made. It supposes that effective leaders have almost the same traits. Three major factors are considered in this type of theory personal appearance, personality, and abilities. Kirkpatrick and Locke (1991) found the main traits of effective leaders intelligence, technical acquaintance, sanction, influence, ambition, and integrity. This classification for effective project managers is different. It includes problem-solving and negotiating abilities, initiative, orientation, communication, pe rspective and self-confidence (Turner, 1999, Turner, 2005).The authentic leaders should have the five main traits for leading the organisations such as showing self-discipline, making connected kinship, leading with both paddy wagon and heads, training solid value, and encouraging their purpose with passion (George, 2006).CompetencyUnfortunately, the leadership basis such as leadership trait, leadership attribute, leadership mood and leadership competence have real narrow definition. Therefore, some(a)times these terms have been used in an incorrect position. However, it should be noted that in the modern project, all of these terms should be considered in order to tax leadership success (Gehring, 2007).According to trait theory, some researchers believe that the effective leaders have the common intact competencies. Although, this idea is just for inherent competencies and the personal competences can be learned as well as personal characteristics during the work (Geoghegan a nd Dulewicz, 2008).Some authors believe that all of people have the power of leading in them some of them in government, some of them in business, and etc. This power as series of competencies should be discovered in a certain time by themselves to serve others (George, 2006). shake offs need project management competencies in order to be accomplished successfully. Competence can be outlined in terms of skills (including intelligence, management and problem-solving skills), knowledge, traits, aptitude, behaviour, and motive. The competencies have been identified by the project manager competency development (PMCD) framework knowledge, death penalty and personal. The personal one also has been classified into 6 major competencies (1) personal effectiveness, (2) influence, (3) Managerial, (4) cognitive, (5) human avail and (6) accomplishment (Gehring, 2007).Many taxonomy have been made for the competency, although, one of the comprehensive one was made by Dulewicz and Higgs (2003) . They defined fifteen leadership competencies for three types of leadership intelligent, managerial skill and unrestrained. See table 2.1(Dulewicz and Higgs, 2003). evade 2.1 Fifteen leadership competencies and the competencies profiles of their modal values of leadership (Dulewicz and Higgs, 2003).The competency leadership theory was made in 1990 in order to recognise the competencies of effective leaders. It shows that effective leadership can be secureed only by learning. Different faction of competencies can make different sprints of leadership therefore, they can be useable in different situations. Accordingly, Bass (1990) stated that certain leaders are much suitable for stable precondition and others are suited to an unstable circumstance (Turner, 2005).It should be noted that the leaders in certain industry can very disusedly to be effective in other industries where they have not enough experience. Thus, the structure of industry can impact on competence of leader s (Groysberg et al., 2006).Major leadership theoriesMany leadership theories lists have been identified over the last century. One of the significant of these lists is classified into six theories (1) trait theory, (2) competency theory, (3) behavioural or style theory, (4) contingency theory, (5) vaticinator or charismatic theory, and (6) activated intelligence theory (Turner, 2005).The behavioural or style theory is related to behaviours and assumes that effective leadership can be obtain during the life and effective leaders are not born naturally.The Cognitive theory assumes that an effective leader can be made in a special environment. Path-goal theory is made through cognitive theory. In pas-goal theory leaders should help members to find their path to their goal. This theory determines quadruplet leadership behaviours directive, supportive, participative and achievement-oriented (House, 1971, Turner, 2005).The visionary or charismatic theory appeared in 1980 when business leaders changed their strategy due to critical situation. Two leadership types of this theory are transformational (people-focused) and transactional (task-focused) which are made by Bass (1985). Later, Bass and Avolio (1995) developed these transformation and transaction leadership styles and found that transformation style has greater influence on the project than transaction one. The transformational one is commonly for high encumbrance circumstance and the transactional one is usually for low difficulty circumstance. However, the appropriate one is the crew of both types which can be effective in diverse condition (Turner, 2005, Bass and Avolio, 1990).The emotional intelligence theory indicates that the leaders emotional intelligence is more effective than the leaders intellectual ability for the project. The main areas of emotional intelligence are as followed visionary, coaching, affiliative, democratic, pacesetting, and compulsive (Turner, 2005, Goleman, 2002).Leadership ModelsFirelighter and fire-fighterThere are two general styles of leadership in project management fire-fighter and firelighter. The leaders who pay more attention to dwell and even prevent problems are known as proactive leaders or firelighter, although, the leaders who tackle immediate problems are known as responsive leaders or fire-fighter. There should be a gene linkage between proactive decision and labile decision to control the project accurately. Therefore, recognizing the necessary skills for the project manager is rattling in order to make the shift in leadership style. However, it is obvious that project leadership which tends to be proactive in controlling projects is more effective (Barber, 2005).Proactive decision fall upons the direction of project and reactive decision solves the existing problems of project. These two leadership styles might be known as transformational leadership model or firelighter and transactional leadership model or fire-fighter. Transfo rmational leadership is close lighting the fires of stakeholders motivating and creativity. In contrast to the transformational style is transactional leadership style which indicates the reactive behaviour of leadership (Barber, 2005).Bass and Avolio (1990) halted out that there are times when leaders may need to apply a more reactive transactional style and be fire-fighters, but the main outcomes for success depend on the leaders capacity for macrocosm a firelighter.Active and effective leader combines leadership style (how the leader affects) and scoop out practices (the best day to day working behaviours). The best practices for effective leadership style include parameters such as vision, credibility, collaboration, communication, action-orientation, feedback and recognition, and accountability. In addition, the research has proved that the most popular leadership style for running safety and creating high- proceeding culture is transformational one (Krause, 2007).Transac tional leadership style might be passive or active, although both approaches stay reactive. Fire-fighter leaders who just take action when they face to the problem are known as passive and other fire-fighters who trace deviation from standards gumshoes and react to problems are known as active (Barber, 2005).The firelighter leadership style is more complex than the fire-fighter style. The fire-fighter style is overcoming the inertia of reactive leadership. Many different fire-fighter-firelighter models have been built to control the project precisely. One of these models separates the transactional style into three parts keep, reactive and avoidant. Figure 2.1 (Barber, 2005) illustrates this model. Maintenance comprises initiating structure, emotional consideration and possible reward. This part can prepare the requirements to transform the fire-fighter leadership style to firelighter one. In other words, the maintenance behaviours make a bridge to the transformational leadership style (Barber, 2005).The reason for that is the forming of credibility and trust of leadership which enable the leader to be accepted among squad members as the firelighter leader. The firelighter part of this model combines the maintenance behaviour and the transformational behaviour. The contribution of this model is to expand understanding of the importance of the firelighter part in project management (Barber, 2005).The significant point of this model is the active transactional behaviour. It can provide a bridge to firelighter style for project managers who are confused by reactive fire-fighting style. Maintenance behaviours explain the tasks, assign responsibilities, identify rewards for attempt and observe the personal requirement of the team members (Barber, 2005).Bass (2003) indicated that contingent reward is the capability to establish fundamental objective and to present bonus to project members consequently. It indicates a combination of task oriented and stakeholde rs supportive manners. In the initiating structure, the leader should clarify contingent rewards, direction of the project and assignment for the team members. Emotional consideration is related to team structure, personal requirement and ambitions (Barber, 2005).Leadership in project managementFigure 2.1 The fire-fighter-firelighter model of leadership (Barber, 2005).The leader should defuse conflict between the team members and provide an appropriate environment for the team members. Bass (2003) expressed that firelighter leaders should submit the team members to be inventive and imaginative by searching new assumptions, reframing problems, and applying new approaches. They also define intravenous feeding vital elements for transformational leadership idealised influence, inspirational motivation, individualised consideration and intellectual exemplar (Bass, 2003).Firelighter leader should enhance the understanding of the advantages of the project among the stakeholders. They s hould persuade their members to think to the highest degree their action beyond simply what is in it for them. In other words, they should can the consciousness of followers and move the focus of follower away from their self-interests (Bass, 2003).In addition, Bennis and Nanus (1985) asserted that the effective leader can manage changes and excitability by encouraging members to be innovative to overcome the difficulties. Therefore project managers are known as fire-fighter due to continually solving the problem and put out fires. hurl manager and leadership styleProject managers should trace the progress of their project and anticipate any problems before they will occur in the future. So, it is wise that project managers can be proactive and forestall the problems rather than being reactive and solve the problems. Project managers who focus on proactive leadership style will be more successful in completing projects accurately. Thus, project managers are known as fire-fighter due to continually solving the problem and put out fires (Barber, 2005).A project manager is a businessman, a psychologist, an accountant, and a technician. The project management institute (PMI) has developed classification the project management body of knowledge (PMBOK) which identifies eight main management competencies scope, time, constitute, risk, fictitious character, contract, communication and human resource. Project managers should be highly effective people. They should possess knowledge of the technical details of their jobs as well as the ability to obtain the goals by leading the project team effectively (Barber, 2005).It should be noted that there is not only a comprehensive leadership style for leading a project successfully. However, using different leadership styles for each stage of a project can be more appropriate (Frame, 1987).Project managers leadership style affect their implementations, although, they usually tend to be task-oriented rather than people-or iented. They should create an appropriate environment for their project members. Therefore, their competencies are evaluated in terms of their success in leading the projects. In addition, it should be mentioned that in multiple-cultural projects, project managers should use particular leadership styles (Turner, 2005).Leaders with any leadership styles should be careful with the hazards of leadership in order to prevent to lose their way such as being an imposter, being a shooting star, being a loner, being a glory-seeker, and being a rationaliser (George, 2008).Implication of the fir-fighter-firelighter modelThe fire-fighter-firelighter model builds a combination of firelighter and fire-fighter styles. It is useful for different styles of managing especially those which need remarkable changes in the project management environment (Barber, 2005).Firelighter leaders encourage the team members to use their creativity and adopt the requisite manners to deal with the problems. They dem onstrate a combination of transformational and transactional behaviours. Nevertheless, they tend to be active leader and rely on transformational behaviour rather than reactive behaviours of management by exception. Thus, It is innate that the leader tend to be proactive in order to conquer the extravertive problems (Barber, 2005).Software tools in project management by monitoring away data can strengthen a reactive leadership style. The leader who trusts on monitoring software tools would be the reactive fire-fighter through the project cycle. The concept and control of forthcoming problems is the most important ability for being an effective leader in project management (Barber, 2005).Integrating leading and managingLeading versus managingMany different rules have been established for differentiating the leading and managing so far. However, it is difficult to determine the design of them in succeeding of a trunk. Some researchers state that the competences and traits of lead ers and managers should differ from each other in order to perform their tasks successfully.Managers tasks are related to effectiveness, direct and stability of the project, although, leaders tasks are related to adaptation, innovation and flexibility of the project. In other words, managers are practical, critical, and logical, while leaders are imaginative, inventive, and sensitive (Yukl and Lepsinger, 2005).There are diverse views about managing and leading. Some people who are more pessimistic about managing would similar to have leaders in their dusts. Some people who are more optimistic about managing would like to have both manager and leader in their systems. The other attitude is to having one person as a both leader and manager in a system. Nevertheless, it is very rare that someone can perform both managing and leading tasks in an organisation. It should be considered that in any of these perspectives, too much attention on leading or managing makes an organisation to b e unsuccessful (Yukl and Lepsinger, 2005).If a system is more complicated, then a managing role is more important and if a system has an active atmosphere with much uncertainty, then a leading role is more significant. In other words, a system which needs more changes requires a leader rather than manager and a system which needs more process and orders requires a manager rather than leader. Herein, the significant point is to inter-relate the leading and managing roles in an organisation. Therefore, if any organisation can establish this roast properly, then it would have the better cognitive operation and successful project accordingly (Yukl and Lepsinger, 2005).Different approachesThere have been different approaches for definition of managing and leading. This debate is salvage continuing due to complexity of appreciation of these contexts. The first approach is to make a coequal role for both leading and managing and defined each of them more broadly. The second approach is to define a leading role as the previous(prenominal) definition but add it to managerial roles. The third approach is to establish a set of roles without identifying as leading or managing roles. The most appropriate approach should be defined in terms of the performance determinants in the flexible leadership model. In spite of that the best approach is still unknown and further research is needed to obtain it (Yukl and Lepsinger, 2005).The Flexible leadership modelThree determinant of organisational performance can be recognised by the flexible leadership model (1) effectiveness and popularity, (2) invention and changeability, and (3) human resources and relations. Each of these determinants is more important in an especial situation. Human resources and relations are more important when replacing skillful members is difficult. Organisations which consider this determinant are more likely to have effective employee skills. The example of this is General Electric Co. which has be en identified as the best organisation in training employees. The reason is that, it uses sequence plan to prepare employees for go off key positions (Yukl and Lepsinger, 2005).Leadership behavioursThere are many kinds of leadership behaviours that can affect the performance determinants such as task-oriented which are related to efficiency, change-oriented related to changeability, and relations-oriented related to human resources. dishearten 2.2 (Yukl and Lepsinger, 2005) illustrates these leadership behaviours (Yukl and Lepsinger, 2005).Management chopines and systemsManagement is an innate work for any organisation. Organisations prepare their members to be effective in all levels. However, there is not a certain code of conduct for management. The deprivation of common unimpeachable knowledge, skill and practice lead to management as a practice rather than profession. However, with enhancing the technology in management some programs and systems cover this problem (Lorsch and Clark, 2009).Management programs and systems also can influence the performance determinants. They are demonstrated in Table 2.2 (Yukl and Lepsinger, 2005).One of these systems is benchmarking. It is a domineering program for improving adaptation, services, and products. It should be noticed that in all of organisations, programs and systems should be directed by leaders to ensure that a management system is carried out accurately (Yukl and Lepsinger, 2005)Table 2.2 Leadership behaviours and management programs and systems (Yukl and Lepsinger, 2005).Leadership behaviours and management systemBoth of these ways can affect the performance determinants and they act as supplementary for each other. The leadership behaviour can be applied in an organisation to develop new programs. For instance, if manager persuade employees to attend a new training programs and apply them to their job, then this program would be more successful. In the other hand, management program also can impro ve the effect of leadership behaviour. Employees cannot be innovative without programs. In spite of that in some cases the application of leadership behaviours are curb by management programs (Yukl and Lepsinger, 2005).Performance determinantsEach of performance determinants can affect the other determinants. Sometimes this affection leads to improve the other determinants and sometimes it leads to note the others. Therefore, it is not easy to build a certain formula for enhancing all aspects of performance determinants simultaneously. However, the right balance among performance determinants can be useful for improving the organisational effectiveness (Yukl and Lepsinger, 2005).Project success factorsIn the 1970s, project success factors have been inflexible in terms of developing system, improving of implementation, and evaluating time, cost and process. In the 1980s, critical success factors (CSF) was brought up in terms of the quality of the implementation, stakeholders activ ities and organisational objectives (Turner, 2005).Many efforts have been done for establish the comprehensive project success factors. One of the most popular lists was made by Pinto and Slevin (1988). See Table 2.3 (Pinto and Slevin, 1988) .Table 2.3 Project success factors (Pinto and Slevin, 1988).The other important list which covers the previous efforts was made by Turner (1999). This list includes five main factors for project success context, attitude, tell onship, definition, people, system, and organisations. See Figure 2.2 (Turner, 1999).Figure 2.2 The seven forces model for project success (Turner, 1999).Project managers leadership competencies and project successProject manager competenciesThe six main schools of leadership have been recognised by Higgs (2003) trait, behaviour, contingency, visionary, emotional intelligence, and competency. Leadership is defined in terms of these schools as a combination of personal characteristic and competencies (i.e. skills and knowl edge). This combination can create different leadership styles which are suitable for different situation. Moreover, competency school has been identified as the most important school of leadership in project management. Therefore, more studies on this school is required for leadership of project management (Geoghegan and Dulewicz, 2008). personalised characteristics and competencies of leaders can influence skills, knowledge and effectiveness of projects accordingly. Thus, assessing the leadership competencies is essential for any organisation. Many efforts have been undertaken for assessing leadership competencies such as multi leadership questionnaire (MLQ) made by Bass and Avolio (1995). However, the documentation has shown that they are still not trusted by all of organisation(Geoghegan and Dulewicz, 2008).Goleman (1996) asserted that two factors are very important for success of projects emotional intelligence (EI) and intellectual aptitude (IQ). In accordance with this idea, EI model has been made and used by organisations as the most important factors due to its variation in the performance of project. In general, four key competencies have the major role in leadership performance such as emotional, cognitive, behavioural, and motivational. Intellectual competencies (IQ), managerial competency (MQ), and social and emotional competencies (EI) are the significant elements of leadership competencies (Dulewicz and Higgs, 2000b, Dulewicz and Higgs, 2000a, Geoghegan and Dulewicz, 2008).Project competence and success of project management are closely interconnected. Many competencies lists for project managers have been determined such as knowledge (qualification), skills (ability to do diverse tasks as technical, administrative, planning, budgeting, leadership), and middle personality characteristics. The effective project leaders should have the basic characteristics such as credibility, problem solving, tolerance, flexible and communication. However, the researchers have not been able to make a certain link between project manager leadership competencies and project success (Pinto, 1998, Geoghegan and Dulewicz, 2008).Project successThere have been many measurement tools for assessing the project success in terms of time, cost and function. The common tool of evaluating project success is critical success factors (CSFs). These days, the modern factor can take into accounts the parameters such as client satisfaction, stakeholders ideas, product and service success, business and commercial success, performance improvement, and system benefit. Nevertheless, there are some hazards in projects which can delay the process of implementations. These can be appeared in planning, controlling, and performing of tasks (Geoghegan and Dulewicz, 2008).There is a close connection between the project managers concept of project success and his or her competence. Some researchers have defined this relationship in terms of people, project strategy, le adership style, teamwork, and industrial relations. Although, others have been defined it in terms of cost, time and quality of project and turn off the influence of people on projects. According to project success, Jugdev (2005) found the four key parameters as follows (1) The project sponsor should have enough thirst to carry out the project, (2) The working relationship between project sponsor and project manager should be adjusted accurately, (3) A project manager should tackle complexity and uncertain situations, and (4) Stakeholders idea should be taken into the success criteria (Geoghegan and Dulewicz, 2008).InstrumentsToday, managers can measure their performance by an intangible variable ground more on perceptions rather than factual proof. It includes the quality of management and the emplacement of relationship with the leaders, colleagues and employees. Geoghegan and Dulewicz (2008) identified that there is a statistically significant relationship between a project managers leadership competencies and project success. They used two different types of questionnaire to approach their idea. The first one is the leadership dimensions questionnaire (LDQ) made by Dulewicz (2005) and the second one is the project success questionnaire (PSQ) made by Pinto (1986) (Budd Jr and Marx, 1999).LDQThis tool has been worked in terms of respondents leadership competencies that evaluated on fifteen aspects of leadership. It includes seven EQ competencies five MQ competencies, and three IQ competencies. It has been known as one of the most popular instruments and has been used in diverse public organisations such as the Royal Air Force, the Home Office, the Royal Navy and private organisation such as DHL. Each dimensions of this tool can be acceptable by reaching the reliable level (i.e. Cronbachs alpha 0.7) (Geoghegan and Dulewicz, 2008).The example of LDQ questionnaire that has been alter out by 80 project managers is shown in table 2.4(Geoghegan and Dulewicz , 2008). Project managers work in different par