Leadership

Leadership is the Key to Facing Unusual Challenges. All organizations today face intense, fundamental changes. Global competition has become the norm, complicating competitive pressures on most businesses and making their challenges greater than ever. As a result, all aspects of an organization must change to meet and succeed in this environment. Some of these changes include downsizing and decentralization; others are mergers, takeovers, partnering, and spin-offs. Change has become constant.  

But what's the effect of all this change? Often, people are uncertain about their jobs, their organization, and their leaders. Often, individual morale suffers, diminishing both short-term productivity for the organization and long-term profitability.

Against this Problems we see only one solution: Development of leaders at all levels. To succeed in today's environment, organizations must develop exceptional leaders who understand the new, complicated business picture, who anticipate and respond to inherent management problems, and who can draw from multiple resources.

MYTHS ABOUT LEADERSHIP

Myths about leadership still exist, of course and they will continue exists. These myths imply that only a special few can be leaders. Some of the most common myths about leadership say:  

• ·   Leaders are charismatic.

• ·   Leaders are born, not made.

• · Leaders exist only at the top of an organization.

• ·Leaders control, direct, manipulate, and prod.

• · Leadership is a rare skill.  

…………… and that each generation produces only a few great leaders.

LEADERSHIP BEHAVIORS

Leadership is a learned skill empowering the one leading and those following.

Great leaders exhibit different kinds of behaviors that enable them to bring out the best in their people. Some of the leadership behaviors listed below involve building participatory teams. Some involve the ability to see the larger picture, to chart a course for the organization. And some focus on enhancing personal resources.

STYLES OF LEADERSHIP

In the past several decades, management experts have undergone a revolution in how they define leadership and what their attitudes are toward it. They have gone from a very classical autocratic approach to a very creative, participative approach. Somewhere along the line, it was determined that not everything old was bad and not everything new was good. Rather, different styles are needed for different situations and each leader needed to know when to exhibit a particular approach. But some of the most basic leadership styles are:

LEADERSHIP TYPES IN ORGANIZATIONS

Considering the diversity of people who exert like leaders in an organization and the variables, which they influence in efficacy, and going beyond the behaviors, which they suppose the different styles from leadership, the perspective can be extended to consider some types or general approaches of leadership of great relevance for the operation of individuals, groups and organizations

Transactional Leadership

It means and talks about the habitual interchange that takes place between leaders and collaborator in the daily and stable situations of the daily work. It usually goes associated to the intermediate directive levels and with more reduced scopes of responsibility, frequently oriented to direct a team, a department or a functional unit of the organization. In this interchange the direct relations, face to face, used to predominate . It is based on the agreement between both parts about the objectives, as well as the conditions and compensations that they will receive to reach them.

The transformational leadership

It's an expansion of the transactional leadership. It usually is bound to change or crisis situations in the organization. And although that situation didn't exist, this type is always entailed with a shade of overcoming of the routine that is pronounced in the leader with the following behaviors like maintaining present the equipment vision and mission, establishing expectations that suppose challenges and a greater yield, stimulating to the others to use different perspective in their works, facilitating the maximum development of all its potential to reach profits higher than they believed possible and motivating to them to integrate its own interests with the team and the organization interests.

Although this type of leadership can be exerted in all the directive levels, it tends to go associated with the most elevated positions of the organization. Besides face to face, also the half-full interactions (indirect) between the leader and the others have capacity in this type of leadership.

Super-Leadership/ Self-Leadership/ Empowerment

Empowerment goes beyond the Transformational Leadership. It doesn't try only to harness to the maximum the capacities of the followers, but to turn them into their own leaders (Self-leadership), in such a way that they acquire the responsibility to motivate themselves and to direct their own behaviors; in other words, the super-leader teaches to others to go to themselves. The steps that must follow a leader to become super-leader are: To become auto-leader, to exert of self-leadership model to try their collaborators learn from him, to animate to them to that they establish his own goals, to reward their self-leadership behaviors, to create a self-leadership culture, and to foment the work in equipment to promote self-leadership

Mentoring or organizational socialization guided by a mentor

It's a process that starts within the organization with the purpose of facilitating the socialization and progress of a worker who has just incorporated or is in a while of transit towards other positions (normally the more elevated in the hierarchy). The main figures in all this process are the mentor ("leader") and the apprentice or aspiring ("collaborating").

Coaching

Term extracted and adapted of the sport scope to describe the facet of the leader like a " trainer " who selects and develops the competitions of his collaborators, who guide them, adviser, supports and stimulates. It could be a part of mentoring, (not necessarily) and it's developed with a narrow relation, face to face between the "trainer" and "trained".

CONCLUSION

We feel that leadership is actually much more complex, that it should exist at different levels within an organization, and that participatory leadership should be woven into the fabric of a company. Participatory leadership taps into the vast potential of every employee, catalyzing personal and professional growth and creates a culture of organizational success. Rather than driving hard for immediate results, participatory leadership is a model that looks to future sustain ability by balancing the need for results with understanding the process and paying attention to relationships. And best of all, this leadership can be learned as one challenges current assumptions, changes behavioral patterns, and implements new action plans

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