A unifying framework for thinking about processes — or sequences of tasks and activities — that provides an integrated, dynamic picture of organizations and managerial behavior. Many modern organizations are functional and hierarchical; they suffer from isolated departments, poor coordination, and limited lateral communication.
Introduction To many, leaders are not born, but made. It is increasingly accepted, however, that in order to be a good leader, one must have the experience, knowledge, commitment, patience, and most importantly the skill to negotiate and work with others to achieve goals.
Good leaders are thus made, not born. He stated that the basis of a good leadership is strong character and selfless devotion to an organization Jenkins, From the perspective of Presentation schools of management thought, leadership is comprised of everything a leader does that affects the achievement of objectives and the well-being of employees and the organization Abbasialiya, Leadership involves a type of responsibility aimed at achieving particular ends by applying the available resources human and material and ensuring a cohesive and coherent organization in the process Ololube, Northouse and Rowe described leadership as a process whereby an individual influences a group of individuals to achieve a common goal.
This article contends that effective leadership is crucial to the proper operation and very survival of a non-profit organization. Leadership is arguably one of the most observed, yet least understood phenomena on earth Burns, in Abbasialiya, Over time, researchers have proposed many different styles of leadership as there is no particular style of leadership that can be considered universal.
Despite the many diverse styles of leadership, a good or effective leader inspires, motivates, and directs activities to help achieve group or organizational goals. Conversely, an ineffective leader does not contribute to organizational progress and can, in fact, detract from organizational goal accomplishment.
According to Nayloreffective leadership is a product of the heart and an effective leader must be visionary, passionate, creative, flexible, inspiring, innovative, courageous, imaginative, experimental, and initiates change see figure 1. Qualities of the leader and the manager This study was enthused by the premise that no nation grows further than the quality of its educational leaders and or educational managers.
In this theoretical debate, the authors presented a moderately detail analysis of a theoretical research conducted on the need for African countries especially Nigeria to reform. This debate focus not simply on what educational leadership is, but the impact it has on school management, teachers and students and the part it plays in meeting the challenges facing education institutions.
The overall purpose of this theoretical debate is to examine the wider context in which leadership is made on effectiveness and improved school management. Theories of Leadership There are as many different views of leadership as there are characteristic that distinguish leaders from non-leaders.
In the more dominant theories of leadership, there exists the notion that, at least to some degree, leadership is a process that involves influence with a group of people toward the realization of goals Wolinski, Charrynoting that scholarly interest in leadership increased significantly during the early part of the twentieth century, identified eight major leadership theories.
While the earlier of these focused on the qualities that distinguish leaders from followers, later theories looked at other variables including situational factors and skill levels.
These theories often portray leaders as heroic, mythic and destined to rise to leadership when needed. The term great man was used because, at the time, leadership was thought of primarily as a male quality, especially military leadership See also, Ololube, Trait Theory Similar in some ways to great man theories, the trait theory assumes that people inherit certain qualities or traits make them better suited to leadership.
Trait theories often identify particular personality or behavioural characteristics that are shared by leaders. Many have begun to ask of this theory, however, if particular traits are key features of leaders and leadership, how do we explain people who possess those qualities but are not leaders?
Inconsistencies in the relationship between leadership traits and leadership effectiveness eventually led scholars to shift paradigms in search of new explanations for effective leadership. Contingency Theories Contingency theories of leadership focus on particular variables related to the environment that might determine which style of leadership is best suited for a particular work situation.
According to this theory, no single leadership style is appropriate in all situations. Success depends upon a number of variables, including leadership style, qualities of followers and situational features Charry, A contingency factor is thus any condition in any relevant environment to be considered when designing an organization or one of its elements Naylor, Situational Theory Situational theory proposes that leaders choose the best course of action based upon situational conditions or circumstances.
Different styles of leadership may be more appropriate for different types of decision-making. For example, in a situation where the leader is expected to be the most knowledgeable and experienced member of a group, an authoritarian style of leadership might be most appropriate. In other instances where group members are skilled experts and expect to be treated as such, a democratic style may be more effective.
Behavioural Theory Behavioural theories of leadership are based on the belief that great leaders are made, not born. This leadership theory focuses on the actions of leaders not on intellectual qualities or internal states.
According to the behavioural theory, people can learn to become leaders through training and observation. Naylor notes that interest in the behaviour of leaders has been stimulated by a systematic comparison of autocratic and democratic leadership styles.
It has been observed that groups under these types of leadership perform differently: Group members, however, tend to be unhappy with the leadership style and express hostility.
Group members have more positive feelings, however, and no hostility. Most importantly, the efforts of group members continue even when the leader is absent. Participative Theory Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account.LECTURE NOTES For Nursing Students Nursing Leadership and Management Amsale Cherie Ato Berhane Gebrekidan Addis Ababa University In collaboration with the Ethiopia Public Health Training Initiative, The Carter Center.
Management School of Thought: During the present century, certain schools of management thought have developed. Each school reflects the problems of the period during which they were popular. Herold Koontz was the first who have attempted to classify the various approaches on the management in the schools of management theory.
Strategic management theory and application >> 10 schools of thought (leslutinsduphoenix.comerg): • the Design school, the Planning school, the Positioning school, the Entrepreneurial school, the Cognitive school, the Learning school, the Political school, the Cultural school, the.
Knowledge management is based on the idea that an organisation’s most valuable resource is the knowledge of its people. This is not a new idea – organisations have been managing “human resources” for . Henri Fayol's Principles of Management. By the Mind Tools Content Team. By the Mind Tools Content Team × The Mind Tools Content Team.
James Manktelow. Keith Jackson The theory falls under the Administrative Management school of thought (as opposed to the Scientific Management school, led by Fredrick Taylor).
Excellent presentation 3 years ago School of thought management 1. The Classical School• the oldest formal school of management thought for its roots pre- date the twentieth century.• it generally concerns ways to manage work and organizations more efficiently.