LEADERSHIP

Leadership as it Relates to Industrial and Organizational Psychology

Leadership as it Relates to Industrial and Organizational Psychology

Introduction

When you believe of leadership, the concepts of power, authority, and leverage may arrive to mind. You may believe of the activities of effective leaders in accomplishing significant goals. You may believe of genuine persons who have been recognized for their leadership capabilities. Dwight D. Eisenhower, 34th president of the United States, characterized leadership as “the ability to conclude what is to be finished, and then to get other ones to desire to manage it.” Leadership can be characterized as the ability of a one-by-one to leverage the ideas, mind-set, and behavior of others. It is the method by which other ones are inspired to assist to the achievement of the assemblies of which they are members.

Discussion

Leaders set a direction for their followers and assist them to aim their powers on accomplishing their goals. Theorists have developed numerous distinct theories about leadership, and whereas no one of the theories absolutely interprets everything about leadership, each has received some scientific support. Some of the theories are founded on the concept that there are “born leaders” with particular traits that assist to their ability to lead. Other theories propose that leadership consists of exact abilities and behaviors.

Some theories take a contingency approach that proposes that a leader's effectiveness counts on the position requiring leadership. Still other theories analyze the relationship between the leader and his or her followers as the key to understanding leadership. In this section, we analyze these diverse theories and describe the method of leadership development. (Goleman 2001)

What manage Leaders do? The Behavioral Approach

Three foremost schools of thought—the Ohio State Studies, Theory X/Y (McGregor, 1960), and the Managerial Grid (Blake & Mouton, 1984)—have all proposed that dissimilarities in leader effectiveness are directly related to the stage to which the leader is task oriented versus person oriented. Task-oriented leaders aim on the group's work and its goals. They characterize and structure the functions of their subordinates in alignment to best get organizational goals. Task-oriented leaders set standards and objectives, characterize responsibilities, evaluate employees, and supervise compliance with their directives. In the Ohio State investigations this was mentioned to as starting structure, while McGregor (1960) mentions to it as Theory X, and the Managerial Grid calls it task-centered. Task-oriented leaders often glimpse their followers as undisciplined, slovenly, extrinsically inspired, and irresponsible. For these leaders, leadership comprises of giving direction, setting goals, and producing unilateral decisions. When under pressure, task-oriented leaders become troubled, defensive, and domineering. (Argyris 2003)

In compare, person-oriented leaders are inclined to proceed in a moderately hot and supportive kind, displaying anxiety for the well-being of their followers. Person-oriented leaders increase morale, take steps to decrease confrontation, establish rapport with assembly constituents, and supply support for getting the group's goals. The Ohio State investigations mentioned to this as concern, the Managerial Grid calls this homeland association leadership, and McGregor values the period Theory Y. Person-oriented leaders glimpse their followers as responsible, self-controlled, ...