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More than a hundred studies on the traits ofthe leaders, made in the first half ofthe twentieth century supported the idea of a born leader, and showed that the leaders were different from those who were not leaders because of their intelligence, initiative, the persistence addressing problems, self...
| Autor Principal: | Valdivia Camacho, Gloria |
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| Formato: | info:eu-repo/semantics/article |
| Idioma: | spa |
| Publicado: |
Sistémica
2018
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| Acceso en línea: |
http://revistas.unife.edu.pe/index.php/sistemica/article/view/700 |
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| Sumario: |
More than a hundred studies on the traits ofthe leaders, made in the first half ofthe twentieth century supported the idea of a born leader, and showed that the leaders were different from those who were not leaders because of their intelligence, initiative, the persistence addressing problems, self-confidence, wisdom to know the needs of others, understanding of the task, willingness to accept responsibility and preference for a post with control and domination. Leadership is very significant but difficult to define. The leader is able to coordinate, motívate and lead a group to take to achieve their goals. The most out standing qualities of a leader is to be innovative, creative and visionary, and it differs from the director or manager who can be more efficient because it is rational, practica! and analytical. The THEORY OF THE FEATURES from 1900 to 1950, says that leadership is something that is innate and born leader. What distinguishes the leaders of those who are not: personality traits, physical or intellectual. For Stogdill there are three traits associated with leadership: intelligence, physical stature and personality. The features of the most investigated leader: They are his intelligence, personality and abilities of various types that confer mainly know ledge and preparation as well as self-confidence and self-control and emotional balance and ability to assist him. THEORY OF BEHAVIOR: They emerge from 1940 to 1950, advocating that it is possible to teach managers leadership behaviors. These contributions carne from the Universities of Ohio, Michigan and Texas. According to Studies at the University of Ohio from 1950 to 1960, we see two aspects in the behavior of the leader: the consideration that is given by the sensitivity and to the people in your group and the initial structure that is the concern about the tasks and responsibilities.These facets dete1mine the valuation that can be done as leader of a democratic, autocratic, and so on. Usually the leaders to show more consideration and responsibility have a better performance; studies at the University of Michigan in 1947 defined two types of behavior in leaders: those who care about the work to be done and those who do their subordinates. b) This is manifested in that leaders who care more for people achieve greater productivity and satisfaction. Studies of the University of Texas, leading to the grid management. The model of Fiedler in 1967: Calls for the style ofthe leader go hand in hand with the situation, adapting to it, the situation is optimal when there is a good relationship with the leader of their group and it exerts its power over people and there is a display clear objectives. If this is not the will to change the leader or the situation. The model of Evans and House, which defines the Theory of Path-Goal. It is based on the expectation of reward and attractiveness of it, the effective leader must establish and communicate the goals, offer rewards and clear the path for reaching them, providing help constantly. The model of Hersey and Blanchard's theory of situational. As for the sty le of the leader identifies 4 behaviors associated to 4 behaviors:-Communicate, where the leader decides that, as and where they will perform the tasks. -Sell, where the leader defines the tasks and convinces the group. -Participate, where the leader and subordinates shared decisions. -Delegate, the leader becomes unnecessary because all delegates. As for the situation lies in the maturity ( and selfawareness) of subordinates and is reflected in 4 grades:M l, incapable and <loes not assume responsibility. -M2, but unable to assume responsibility. -M3, are capable but do not assume responsibility. -M4, are capable and assume responsibility. All this leads us to the idea that the leader must adapt or accommodate to the situation: In Ml is the appropriate leader to communicate. M2 at the appropriate leader is to sell. In M3 is the appropriate leader to participate. In M4 is the leader right delegation. These ideas have been implemented by companies such as IBM, Xerox and Caterpillar. As you can appreciate the role of leadership within the administrative charges is growing value in the business world. It is clear their relationship with sorne psychological variables and Organizational Behavior under which identifies and develops. This interesting topic always been a matter of investigation and is itself a prerequisite for the leaders of the XXI century firms, it is for this reason that follows sorne theories of leadership to take them into account. |
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