Brief Tour of leadership approaches More about: At this point
football game between the two giants Real Madrid and Barca, observe the conduct of technical and managerial leadership of players. Although the world of entrepreneurship is another good
learn from other fields of knowledge and depporte.
Greetings innovative / enterprising!
placed Innovarg Foundation or as they say in the media bloggers: post a summary of a descriptive work produced by the research team of the Foundation on leadership, as this process, behavior, or human factor is a key element things happen. That is, is a driven element which sets out the ideas, and that ignited the process of mobilizing the human will to move the human, and all that ecnómicos existing human creation.
entrga In a second, we will focus on leadership based on example, the focus of Kouzes and Posner. So take this brief tour of the field of leadership:
LEADERSHIP
1 .- DEFINITION OF LEADERSHIP.
could define leadership is the ability of humans to have him lead a group around a common purpose.
"Leadership can be defined as the art of mobilizing others to want to fight in pursuit of common aspirations" (Kouzes and Posner 1997, p. 73). They claim that there must be desire, without it, leadership does not imply a voluntary commitment, this is given by external rewards or pressures.
Tannenbaum, Weschler and Massarik (1971) define it as the influence exerted by the process of communication directed toward achieving a goal or goals
Siluk (1982) cited by Altuve and Serrano (1999) argues that leadership is an administrative process that is determined by the confidentiality in the affairs of others. Is a set of behaviors executed by the chiefs, who are human beings just like followers. Clark and Clark
cited by Altuve and Serrano (1999) argues that leadership is an activity or set of activities that can be seen on others that are conducted in a group, organization or institution with the participation of the leader and supporters who voluntarily come together to achieve common goals.
Gibson, Ivancevich and Donnelly, (1996) defines leadership as an effort to use different non-coercive types of influence that individuals are motivated to fulfill some goal.
Kotter (1990) defines leadership based on the findings of their research and the practice of motivating people in order to voluntarily orient towards group goals.
2 .- DEFINITION OF LIDER
Goleman, Boyatzis and McKee (2003) defines a leader as the person to whom others turn in search of clarity and conviction they need to face, overcome or perform a certain task.
Morales et al (1994) states that a person can become a leader in providing incentives to their followers that they themselves could not get, so fans are indebted to the leader, giving him great prestige and esteem and thus gain status as the leader and followers are subject to their authority.
3 .- Is leadership innate or learned?
Lussier and Achuar (2002) state that leaders are born with certain leadership skills and also cultivate it so cognitive abilities and personality traits are innate in one place, so the leaders who possess certain characteristics can have greater leadership
Hersey, Blanchard and Johnson (1998) cited by Betancourt and Marval (2006) argue that the success leadership and is determined at birth, but anyone can become a leader, that is, work experiences, challenges and opportunities, education, the example of models and guides in addition to form a leader.
4.-THEORIES OF LEADERSHIP
4.1-THEORIES OF TRAITS
Hersey, Blanchard and Johnson (1998) cited by Betancourt and Marval (2006) claim that by 1945 the most common leadership theories were oriented feature, so that certain characteristics such as physical energy and people skills that were essential to give effective leadership. So that only those who possessed them could perform as leaders. 4.2 .-
THEORIES OF BEHAVIOR:
Focus must perform certain behaviors that an effective leader. According to Love (2007) these theories propose that leaders are distinguished by specific behaviors which are not.
4.3 .- STUDIES AT THE UNIVERSITY OF OHIO
According to Morales et al (1994) these studies were linked to determine what behaviors do leaders and determine the dimensions related to them could be related to group performance and satisfaction subordinates. According
Amorós (2007) studies found these two dimensions:
Home
• Structure: refers to the extent that the leader can structure their role and their subordinates.
• Consideration: refers to the extent that the leader can have relations which are characterized by respect and consideration subordinates with their feelings.
4.3 .- STUDIES AT THE UNIVERSITY OF MICHIGAN
According to Love (2007) studies found these two dimensions of behavior of leaders who called employee orientation, which refers to people who emphasize relationships and show an interest in personal needs and guidance to subordinate production tend to emphasize the technical aspects or work and their main concern is the achievement of goals and for that group members are seen as means to the end.
These studies concluded that high productivity was associated with employee-oriented leaders.
4.4 .- THEORY OF EXCHANGE BETWEEN THE LEADER AND MEMBERS (LMX)
Robbins (1998) argues that this theory holds that due to time pressure, leaders establish a special relationship with a small group of subordinates. This group captures most of the attention of the leader. On the other hand, those who remain outside of this group received less attention and dedicated relationships established are subordinate supervisor. Thus the beginning of the relationship with the subordinate leader classifies it implicitly and this relationship is maintained over time. SITUATIONAL LEADERSHIP
4.5.
"The effect of personality type and behavior of the leader and follower characteristics on group performance almost always depends on the context in which leadership happens (Robbins, 1998, pp432). Within the Situational Leadership as the author found the following models:
FIELDLER 4.6 .- MODEL:
According to Robbins (1998) was the first comprehensive attempt to develop a situational leadership approach, was introduced in the mid-sixties. This model proposes that effective group performance depends on there being an appropriate relationship between the leader's style and the level at which the situation gives control and influence the leader.
Fiedler The author claims that considers three variables that determine effective leadership:
1 .- The leader-member relations
2.-Structure of the task.
3 .- Position of power.
4.7 .- THE MODEL WAY GOAL
According to Robbins (1998) this model considers the work of the leader should be to guide their followers towards goals and provide direction and support required to achieve their goals. This model considers two types of variables: those who do not control subordinates and those that are part of the personal characteristics of subordinates. Thus the effective leader is that, in consonance with the sources of environmental structure and characteristics of the subordinate
4.8 .- PETER DRUCKER (1983).
argues that it is necessary to study the basic qualities of leadership, which are in the moral integrity and leadership, social values, etc.. However, many do not see profitability, which tend to be measured by numbers and not by results.
Moreover, the author says is true that company performance can be increased by increasing the performance of teams, then the efficiency can be determined by: the selection of investments, personnel decisions, innovation and planning.
Drucker (1983) states that act by example is the most effective way of managing others, this means that leaders must act thinking that their actions will be observed by his followers and taken as an example
4.9 .- ROBBINS (1998)
Robbins (1998) has a global vision of all theories of leadership to say that there are many definitions of leadership as people who have tried to define it and says that leadership is the ability to influence a team and get goals.
Robbins (1998) states that there are two ways in which leadership occurs, the first in a formal position on which people can take charge and has a certain degree of authority, and the second is to assume its own will a leadership role in the organization that integrates.
4.10-Bennis and NANNUS (1985) and Bennis
Nannus (1985) state that in order to develop the leadership should be the following:
- Commitment: every leader must be able to communicate to his followers the vision the organization, thus, the role of leadership is essential to human resources.
- Complexity: Determined by sudden changes in the changing social context that affects the organization.
- Credibility: acts performing leaders must be in line with the thoughts thus achieve credibility. As the leader holds more credibility, more support will of his followers.
Bennis and Nannus (1985) state that leaders gain more knowledge when they encounter obstacles in their way
4.11-KOTTE (1990)
states that leadership is characterized by:
• Share a vision of what should be the organization and develop strategies to achieve that vision.
Making
human resources work cooperatively.
12.4-Peter Senge (1992)
states that learning-oriented organizations, draw experiences to use the information in the future, maneuvering in a highly changeable. It is therefore essential that leaders possess a systemic, that are open and willing to dialogue which allows them to align so the followers toward common goals
4.13-LEE
Bolman and Terrence Deal (1995).
These authors have noted that leadership and management are two entirely different terms, however, both are essential. Bolman and Deal
(1995) state that currently, managers and supervisors are faced with new challenges, which require not only aims to solve, but a clear vision and great commitment, characteristic of a wise leader.
The authors state that in the future, leaders will be responsible for finding new options for the organization, enabling unleash the potential of individuals and increase team productivity. Bolman and Deal
(1995) assert that leadership has changed over the years, at which managers and supervisors have seen new challenges, which begin to implement the idea right at the right time so as to increase the performance, this is based on management leadership therefore must take into account the context, which influences what leaders need and determines what they can do.
For these authors, the qualities that a leader should possess are: vision, strength and commitment and situational character "(Bolman and Deal, 1995, p 17).
4.14-STEPHEN R COVEY (1995).
Covey (1995) asserts that leaders:
• Learn continuously.
• Have vocation to serve.
• They radiate positive energy.
• Believe in others. • Come
life as an adventure.
• They are sincere.
• They run for self renewal. 4.15 .-
ULRICH, Zenger and Smallwood (1999) RESULTS ON HOW TO EMPLOYEES
"Leaders achieve employee outcomes when human capital increases over time and continuously supplies the needs of the organization" Ulrich ( 1999 et al, p.66)
Ulrich (1999 et al) defines human capital as the knowledge of employees as individuals, also proposed that can be defined as the knowledge and feelings of employees so assigned value knowledge, education, experience and creativity employees.
Ulrich (1999 et al) says that human capital is a function of two variables: employees' ability and dedication of employees, both on a balance must be maintained as a power to another.
"To enhance human capital requires both ability and dedication," Ulrich (1999 et al, p.67).
Ulrich (1999 et al) proposed to be taken into account the following principles on human capital:
• Human capital is underutilized: human capital will become increasingly important to the extent that the service economy grows.
• Human capital is one of the few assets that can to be recovered: it is bound to grow for the organization to prosper, the leader's role will be to convert human capital into value for its customers and in turn ensure that the skills of employees to be productive.
• Human capital is portable, employees with more human capital can get job opportunities in other companies, is why these voluntarily make the decision where to work, so the economic benefits are less important than creating something meaningful, the role of leaders is then to find new ways of devotion.
• In many companies, human capital has been poorly managed and Deputy Administrator, which is why most employees are unhappy with their previous work experiences, and companies often ignore this reality.
• Human capital in a company directly correlates with how customers perceive the company's view of business customers has a direct relationship with the service provided in local or sale and not to public relations campaigns, ie, the image comes from employees directly serving customers.
• Human capital makes everything else work: To succeed, companies need leaders who promote the use human capital
4.16 .- Goleman, Boyatzis and McKee (2003)
some authors claim that the leader should ensure that the positive feelings of the followers and believe that this happens when the leader produces resonance, which is defined as a basic positive emotional climate and to mobilize the human, so say the degree of emotional intelligence of the leader determines the extent to which the leader manages his emotions to get a group reach its goals, setting a resonant leadership.
REFERENCES.
• Adair, J (1992). "The challenge innovacón's management." Bogotá, Colombia: Editorial Legis.
• Bennis, W and Nannus, B (1985). "Leaders. The four keys of effective leadership." Colombia: Editorial Norma.
• Bolman, L & Deal, T (1995). "Organization and Leadership. The Art of Decision." Wilmington, USA. Editions Addison Wesley Iberoamericana, SA
• Covey, S (1995) "Principle-Centered Leadership." Barcelona, \u200b\u200bSpain. Editorial Paidós Caracas, Venezuela.
• Drucker, P. (1983) "Managing for the future." (2.ed) Colombia: Grupo Editorial Norma.
• Garcia, R (2005) "The Shamrock and matrioshka: managing life and life management in the emerging organization. "Caracas, Venezuela Editions matrioshka.
• Gibson J, Ivancevich, J Donnelly, J (1996)." Organizations: Behavior, Structure and Process. "Colombia: Editorial Mac Graw Hill .
• Goleman, D, Boyatzis, R & McKee, A (2003) "The leader creates more resonant." Barcelona Spain: Editorial DeBolsillo
• Gómez, L. and Balkin, D. (1998): "Administration" . Colombia McGraw-Hill.
• Gubman, E (2000) "The talent solution. Aligning strategy and people to achieve extraordinary results. "Bogotá Colombia. Editorial Mc Graw Hill
• Kotter, J (1990) "The leadership factor." Spain: Editorial Díaz de Santos.
• Kuczmarski, T (1997) "Innovation. Leadership Strategy for highly competitive markets." Mexico: Editorial Mac Graw Hill.
• Lussier, R and Achuar, C (2002) "Leadership: Theory, application and development of skills," Mexico: Editorial Thomson Learning.
• Ponti F. (2001) "The creative company." Barcelona, \u200b\u200bSpain. Granica Ediciones SA
• Robbins, S (1998) "Organizational Behavior: Concepts, Controversies and Applications, Mexico: Editorial Pretince Hall
• Robbins, S (2004) "The Body in the World Today." Mexico. Prentice Hall.
• Robinson, A and Stern, S (2000), "Business Creativity, a new concept of corporate improvement and innovation," Editorial Prentice-Hall, Mexico, 1 ª. Edition.
• Rothwell, R (1990), "SUCCESSFUL industrial innovation", New York. USA Editorial R & D Management, Vol 22, No 3.
• Senge, P (1992) "The Fifth Discipline. How to promote learning in the emerging organization.: Spain. Ediciones Juan Granica
• Tannenbaum, R, Weschler, R & Massarik, F (1971). Leadership and Organization. Buenos Aires: Ediciones Die
• M Tushman and O'Reilly C (1998). "Innovation." Mexico DF, Mexico, Editorial Pretince Hall.
• Ulrich, D, Zenger, and Smallwood J, N (1999) "Results-Based Leadership. How to strengthen the business leaders and increase profits." Bogotá Colombia. Editorial Norma.
• Ulrich (1999) "Human Resource Champions." Buenos Aires Argentina. Editorial Granica
• Valdés, L (1999) "Innovation the art of inventing the future." Mexico DF, Mexico. Editorial Learning Center organization.
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