Introduction

            The following sections discuss several vital aspects of leadership including a description of what leadership is and a description of several theories and styles of leadership. Do the personal qualities contribute to effective leadership? This is among the questions the paper is going to discuss, as it evaluates the theories of leadership. A range of factors contribute to effective leadership. Underlying this exploration was the early acknowledgment of the significance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess.  In recent years, more studies have examined personality variables as predictors of leader performance as seen below.

Path-goal theory of leadership: Lessons, legacy, and a reformulated theory

            This theory asserts that different situations call for different characteristics; what an individual does when acting as a leader is dependent upon characteristics of the situation in which he functions. This Path-goal theory of leadership was researched so as to establish whether followers affect the quality of a leader. This theory came about as a reaction to the trait theory of leadership. The main factors to be considered are the followers’ attitude, against the achievement of the leader. The path-goal theory was developed by Robert House in 1971 and is a leadership theory in the field of organizational studies. It states that a leader's behavior is dependent to the performance, motivation and satisfaction of his minors (House, 217). It assumes that leaders can change their style and that they are flexible, as situations necessitate. The theory proposes two contingency variables, which include surroundings and follower characteristics that enable the leader behavior-outcome relationship. Environment is outside the management of the follower-task structure, work group and authority system. Ecological factors determine the type of leader behavior required if the follower outcomes are to be maximized. Follower characteristics are the perceived ability, locus of control and experience. Personal uniqueness of subordinates determines how the environment and leader are interpreted. Efficient leaders clarify the path to help their followers attain goals and make the journey easier by minimizing roadblocks and drawbacks (Borgatta, 54).

            The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the hearts of their followers in the running of management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez faire leadership style is appreciated by the degree of freedom it provides, but as the leader does not take charge, he can be perceived as a failure in protracted organizational problems (House, 156).

Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era

            The surroundings complexity is entrenched in the plurality of agents that make up the significant factors affecting the fullness and as the entropy the agents supply to the overall structure. It houses the aforementioned problem-solving character of Trans disciplinary and is simultaneously complex and adaptive by nature. The theory suggests that when dealing with the socio-cultural system, people need a fresh concept to express both the elaborating and changingfeature of the naturally unstableand organizationstructure-maintaining characteristic.

            This clarifies how trans-disciplinary can be both a promising characteristic of a social environment and mechanism of social interactions challenged by its own innovation. Tension and instability are requirements for reconstruction for the entire system (Evans, 73). The primarily anti-democratic nature of the leadership principle has been changed by the introduction of concepts such as employeeship, autogestion and common civic virtue, which stress individual responsibility or group authority in the work place and elsewhere by focusing on the attitudes and skills that a person needs in general rather than separating out leadership as the basis of a special class of individuals (House, 168).

Understanding leadership effectiveness and ethical behavior

            A plan of leadership can be a function of the follower culture, leader, and task and how they each interrelate to form behavioral and scripts leadership categories. To lead; a high self-esteem and self-confidence is useful, and even important. Leadership categories are generated so as to correspond to the requirements of different contexts, subordinates, tasks and leadership views are grounded within a larger cultural, social, task and interpersonal surroundings (Evans, 45). The influence of individual characteristics on outcomes is best understood by considering the person as an integrated totality rather than a summation of individual variables. Therefore Leadership not in the characteristics of individuals, it’s the relationships connecting individuals. Leaders are an important part of a system and are subject to the forces that affect the system. The use of positive reinforcement by leaders can be a successful technique used to inspire and attain desired behaviors from subordinates.Personality measures can predict leadership effectiveness, and therefore selecting personality predictors on the foundation of job analysis results have higher correlations with performance (Haslam, 56).

Works cited

Haslam, and  Kiatt, L. A.. “Managerial appraisal systems: Has practice caught up to the     state of the art? Personnel Administrator.”  1985

Borgatta, E. F. The structure of personality characteristics. Behavioral

Science, 1964

Evans, Martin G.. "The effects of supervisory behavior on the path-goal      relationship".   Organizational Behavior and Human Performance 5”. 1970.

House, Robert J.. "Path-goal theory of leadership: Lessons, legacy, and a    reformulated   theory". Leadership Quarterly. 1996.

Simon, H. A. “The sciences of the artificial. Cambridge,” M.I.T. Press. 1969

Introduction

            The following sections discuss several vital aspects of leadership including a description of what leadership is and a description of several theories and styles of leadership. Do the personal qualities contribute to effective leadership? This is among the questions the paper is going to discuss, as it evaluates the theories of leadership. A range of factors contribute to effective leadership. Underlying this exploration was the early acknowledgment of the significance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess.  In recent years, more studies have examined personality variables as predictors of leader performance as seen below.

Path-goal theory of leadership: Lessons, legacy, and a reformulated theory

            This theory asserts that different situations call for different characteristics; what an individual does when acting as a leader is dependent upon characteristics of the situation in which he functions. This Path-goal theory of leadership was researched so as to establish whether followers affect the quality of a leader. This theory came about as a reaction to the trait theory of leadership. The main factors to be considered are the followers’ attitude, against the achievement of the leader. The path-goal theory was developed by Robert House in 1971 and is a leadership theory in the field of organizational studies. It states that a leader's behavior is dependent to the performance, motivation and satisfaction of his minors (House, 217). It assumes that leaders can change their style and that they are flexible, as situations necessitate. The theory proposes two contingency variables, which include surroundings and follower characteristics that enable the leader behavior-outcome relationship. Environment is outside the management of the follower-task structure, work group and authority system. Ecological factors determine the type of leader behavior required if the follower outcomes are to be maximized. Follower characteristics are the perceived ability, locus of control and experience. Personal uniqueness of subordinates determines how the environment and leader are interpreted. Efficient leaders clarify the path to help their followers attain goals and make the journey easier by minimizing roadblocks and drawbacks (Borgatta, 54).

            The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the hearts of their followers in the running of management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez faire leadership style is appreciated by the degree of freedom it provides, but as the leader does not take charge, he can be perceived as a failure in protracted organizational problems (House, 156).

Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era

            The surroundings complexity is entrenched in the plurality of agents that make up the significant factors affecting the fullness and as the entropy the agents supply to the overall structure. It houses the aforementioned problem-solving character of Trans disciplinary and is simultaneously complex and adaptive by nature. The theory suggests that when dealing with the socio-cultural system, people need a fresh concept to express both the elaborating and changingfeature of the naturally unstableand organizationstructure-maintaining characteristic.

            This clarifies how trans-disciplinary can be both a promising characteristic of a social environment and mechanism of social interactions challenged by its own innovation. Tension and instability are requirements for reconstruction for the entire system (Evans, 73). The primarily anti-democratic nature of the leadership principle has been changed by the introduction of concepts such as employeeship, autogestion and common civic virtue, which stress individual responsibility or group authority in the work place and elsewhere by focusing on the attitudes and skills that a person needs in general rather than separating out leadership as the basis of a special class of individuals (House, 168).

Understanding leadership effectiveness and ethical behavior

            A plan of leadership can be a function of the follower culture, leader, and task and how they each interrelate to form behavioral and scripts leadership categories. To lead; a high self-esteem and self-confidence is useful, and even important. Leadership categories are generated so as to correspond to the requirements of different contexts, subordinates, tasks and leadership views are grounded within a larger cultural, social, task and interpersonal surroundings (Evans, 45). The influence of individual characteristics on outcomes is best understood by considering the person as an integrated totality rather than a summation of individual variables. Therefore Leadership not in the characteristics of individuals, it’s the relationships connecting individuals. Leaders are an important part of a system and are subject to the forces that affect the system. The use of positive reinforcement by leaders can be a successful technique used to inspire and attain desired behaviors from subordinates.Personality measures can predict leadership effectiveness, and therefore selecting personality predictors on the foundation of job analysis results have higher correlations with performance (Haslam, 56).

Works cited

Haslam, and  Kiatt, L. A.. “Managerial appraisal systems: Has practice caught up to the     state of the art? Personnel Administrator.”  1985

Borgatta, E. F. The structure of personality characteristics. Behavioral

Science, 1964

Evans, Martin G.. "The effects of supervisory behavior on the path-goal      relationship".   Organizational Behavior and Human Performance 5”. 1970.

House, Robert J.. "Path-goal theory of leadership: Lessons, legacy, and a    reformulated   theory". Leadership Quarterly. 1996.

Simon, H. A. “The sciences of the artificial. Cambridge,” M.I.T. Press. 1969