Essay Example on Leadership: Definition, Theories and Success Factors

Introduction

A leader is someone who can effectively socially influence other people and magnify their abilities and efforts to successfully achieve the organization's objectives and goals. Defining leadership as a leader is very imperative as it provides the blueprint of strong leadership focus, organization's vision and objectives, development of future leaders, sustainability, and success of the organization. There have been diverse theories and explanations illustrating how and why some people become leaders in different organizations. Some of the main leadership theories that were put forward to explain leaders' behavior and style of leadership include process leadership theory, the grid leadership theory, motivational theory of leadership, and expectancy theory of leadership.

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Leadership Theory

Process Leadership Theory

Process leadership theory is often established around transformational leadership, rational leadership model, servant leadership theory, social change model of leadership, and how respective leaders can positively impact their subordinates (Belias & Koustelios, 2014). Social change model of leadership infers to the process by which a person and group of workforce labor to attain a common objective of bettering the quality of life. They can accomplish this by encouraging and establishing seven vital basic values such as an individual's self-consciousness where an individual is fully aware of their emotions, beliefs, attitude, and values that drive their ambitions. An Individual's congruence and commitment are also basic values that establish the authenticity, consistency, and honesty in which a project is being done in respect and value for others.

Groups' collaboration and common purpose are other basic values that enable the group to function in unity, trust, and a shared objective of attaining their set goals and vision. Additionally, another evident basic value within a group is controversy with civility. Controversy with civility dictates the significance of welcoming different viewpoints from all members in a polite manner. Finally, another vital basic value is citizenship which establishes an individual's responsibility, rights, and the connection of an individual with a community. In transformation leadership, leaders are mandated to encourage and help their subordinates to cease pursuing their interest for the general good of the organization and their working groups (Jaleha & Machuki, 2018). Additionally, the main principle focus of leaders in this leadership style is followers' inputs and needs, this empowers and transforms them, thereby, they, in turn, feel motivated to accomplish the group's goals.

In the relational model, leadership is considered as a relation process outlined to attain a standard objective that is beneficial to all (Gill et al., 2018). Moreover, leaders must be empowering, inclusive, ethical, of good morals, process-oriented, and purposeful to unify all subordinates towards a common goal. In servant leadership theory found within the process leadership theory, social influence plays a vital role in binding together organizations, individuals, and groups. Eminent leaders achieve this by personal dedication in serving people around them. Process leadership theory, therefore, involves a process in which leaders who are the foci of inclusion, empowerment, ethics, and purpose apply their respective skills and knowledge to influence their followers and to establish a stronger and sustainable organization.

The Leadership Grid

Leadership grid theory demonstrates how production and employees' well-being influences organizational success (Learmonth, 2018). The two behavioral aspects are plotted on the X-axis and Y-axis. This helps the business owners and the organizational leadership to determine the leadership classification they occupy. In the grid and on the scale of one to nine, concern for employees is plotted on the Y-axis, and concern for the organization's production is plotted on the X-axis.

The concern for employees, Y-axis, represents managers' responsibility or affair for their subordinates. For instance, leaders on the lower end of the Y-axis are considered to be unconcerned about employees' well being, empowerment, support, and workplace motivation. However, leaders on the higher end of the axis are known to be those that consistently focus on employees' well being, empowerment, and support (Naile & Selesho, 2014). Additionally, they frequently better employees' working conditions. The production axis, which is the X-axis, displays leaders' solicitude for the organization's production, strategic goals, and objectives. A leader who settles on the left end of the X-axis careless on attaining the organization's strategic objectives and is unconcerned on the necessary productions that ensure that the company remains profitable (Learmonth, 2018). Contrarily, a leader on the right end of the axis is considered very concerned with factors that consistently encourage employees to maximize their production and increase their efficiency for the organization to remain profitable.

The grid help determine the basic leadership style by their respective grid position. The impoverished leader refers to a leader who has low concern for both productivity and employees, and it settles in the grid's lower left quadrant (Jaleha & Machuki, 2018). On the other hand, Team management or the team leader occupies the grid's upper right quadrant. The quadrant belongs to those leaders who are heavily concerned with establishing a robust, productive, and empowered team. Middle road management or leadership involves leaders who maintain the balance that exists between the needs of the employees and the objectives of the organization. In this kind of leadership, there is just average performance since leaders do not strive to work harder to meet employees' needs and the organizations' performance.

Perish or dictatorial style of leadership is composed of high concern of the organization's productivity while there is a low concern of employees and most of their needs are sometimes unmet (Jaleha & Machuki, 2018). Though the organization's output might be high with this type of leadership, extreme labor turnover is assured due to the stern procedures and policies that are constantly implemented by leaders. The country club management or leadership values more social relations. Moreover, it has a high concern for the employees to achieve harmony and provide a friendly working environment. However, its concern for the production is quite low. A leader in this quadrant feels that providing such a friendly working environment will motivate the employees to work harder to increase the firm's production.

Motivation Theory

The motivational theory seeks to illustrate the driving force that transforms human thoughts into useful behaviors and action leading to the success of the company. It is the obligation of a leader in any organization to motivate and guide employees for the effective accomplishment of project goals and objectives (Naile & Selesho, 2014). Motivation theory suggests that both motivation and leadership are inseparable. Motivating employees is not easy, and most leaders find it very hard to do so due to varying factors from one employee to another. Employees can be highly motivated by their values, interest, and their beliefs. Motivation can either be extrinsic or intrinsic.

Intrinsic motivation is aroused when an employee works towards achieving personal meaningful objectives. Leaders must provide a conducive environment that will trigger an employee's curiosity to be able to learn more and do better. Additionally, leaders should ensure that they make employees feel in control, create competition between employees, establish friendly cooperation, and recognition of every employee's efforts towards attaining set goals. When all these factors are considered, employees will feel motivated and encouraged to accomplish organizational objectives (Belias & Koustelios, 2014). On the other hand, external or extrinsic motivation refers to the outside elements that stimulate employees' internal drive.

Leaders must ensure that they also provide an external environment or factors that foster workforce motivation. To do this, they can recognize employees' accomplishments, giving positive performance responses, and challenging and introducing employees to new ways of doing things. Therefore, leaders and managers should not demotivate employees by punishing them but rather they should adopt different motivational theories to motivate their employees for effective performance an increased production in the organization.

Expectancy Theory

As a leader, it is imperative to understand the necessary obligations, progression, and to develop expertise in a given area of profession. Expectancy theory states that the undertakings of individuals are established on their motivational drive to choose a certain behavior that is likely to magnify their desired outcome. Expectancy theory is predominant in different leadership styles since leadership style can have subsequent impacts on employees' job satisfaction and motivation, organizational dedication, and efficiency in managerial and communication. What a leader intends to achieve determines the leadership style to be adopted (Manning, 2013). Therefore, it is important to note that an effective leadership style is contingent on expectancy theory. The application of the expectancy model enables leaders to be aware of their behaviors. It also enables employees to make decisions based on their experiences, needs, and goals. Common features shared by leaders are often outlined by efficacy, responsibility, confidence, and trust, all having a potential effect on employees' relation, behavior, and well-being.

Leaders and their style of leadership affect employees, groups, and individuals within an organization. Therefore, leaders must identify robust motivational factors that can be used to motivate employees and optimize their efforts, performance, and satisfaction. Strategies used by a leader to motivate their employees include establishing good management-employee association, compensation, recognition, and inspiration. The status of management-employee relations and the sense of being valued motivate employees to better their performance (Gill et al., 2018). Therefore, leaders must attend to their workforce and realize that employees' objectives, inspirations, and goals will always be contrary to theirs. Moreover, clarifying whether the outputs by employees will result in better performance, the possible reward for good performance, and the potential value of promised reward helps increasing employees' performance (Jaleha & Machuki, 2018). However, leaders should use expectation management to reduce the uncertainty that comes with rewards. That way, employees can be effectively motivated to offer their best to the organization.

Application of Leadership Theory: Brian Tyler

Brian Tyler is the current Chief Executive Officer (CEO) of McKesson Corporation. Before succeeding by then, Chief Executive Officer (CEO) Hammergren, he worked as the President and the Chief Operating Officer (COO) of McKesson Corporation. Additionally, he is also the Chairman of the Supervisory Board of McKesson in Europe (McKesson, 2020). McKesson Corporation is an American firm that specializes in pharmaceutical distribution, distribution of medical supplies, provision of health information technology, and supply of care management devices.

Brian Tyler studied and received his undergraduate degree from the University of California, Santa Cruz. He also furthered his education and received a graduate degree and doctorate both from the University of Chicag...