Peter Northouse's Leadership: Theory and Practice discussed several theories and exercise of leadership. These theories include path goal theories, trait theories of leadership, theories of emergent, leadership style theories and psychodynamic theories. Northouse (2013) acknowledge that leadership is a wide idea that is complicated to define, and the definitions of leadership change from circumstances and one's beliefs. There are many ways of conceptualizing leadership, for example the transformational processes that take place between organizations and groups; the interaction between followers and people in power; and the skills set of leaders. Northouse defines leadership as " a process whereby an individual influences a group of individuals to achieve a common goal." (p. 5). A general definition like this is sufficient for highlighting the various measures of leadership.
Throughout the text, Northouse examine various types of powers inherent in leadership roles such as- legitimate power, that is originated from a position or title, whereas referent power comes from being able to associate with the leader. Expert power deprives from an expertise in a specific field. Coercive power demonstrate the ability to punish, versus reward power, originates from the leader's recognition based on rewards.
Traits based approach to leadership is greatly immutable, as certain characteristic traits can be learn from the early stage of life. In The Five-Factor Personality model is viewed as a point in which the understanding of the kind of attributes that are considered part of one’s personality and what affect this type of leadership is illustrated. Moreover, I believe the most honorable traits would include self-confidence, integrity, intelligence, sociability and determination .
The trait theory of leadership is relevant with a skills approach one. In this theory, leaders are able to sharpen and improve their skill sets . It is one of the best feature of this approach to leadership. In describing skill-based leadership, Northouse stratifies the kind of skills needed into those that are technical and those based on interacting well with people. One set of skills is lacking without the other. Northouse discussed the Three Skills approach in which leaders monitor characteristics, outcomes of their skills and competencies. One of the most integral feature of this type of leadership is the emphasis places on the combination of technical and human skills.
Situational leadership theory would apply to different situations. Northouse (2013) uses a model by Blanchard and Hershey.. There is a level of correlation between this type of leadership and that pertaining to style, since the two main behaviors, both taken and relationship clarified later are revealed in the former as either supportive or directive, respectively. The measure of competencies and commitment is illustrated if one’s followers plays role in determining whether directive or supportive behaviors best apply to a specific situation.
Transformational leadership is best defined as a type of leadership in which organization change is effected. This style of leadership is when the leader works its followers to identify changes. Transformational leaders are able to understand subordinates strengths and weaknesses and be able to raise their interest that would enhance their overall performance.
Leader-Member Exchange Theory is responsible for establishing partnerships and networks between individuals in an organization. It is important for leaders to create networks with all of its followers, so that organizational goals are reached, as well as leadership goals. Relationship plays a crucial role in this theory.
One would assume that the Path-Goal theory is largely based on leaders helping their followers to find their paths. It would also be natural to assume that by doing so, they could align organizational objectives with the professional ones of their followers. There is some validity to such a perception, although the way that Path-Goal Theory achieves these ends is more specific than those mentioned in the preceding assumptions. This leadership theory is defined within Northouse’s as a sophisticate way in which leaders remove obstacles from the work responsibilities of their employees. In explaining the way this theory works, the Northouse discusses various elements of participative and achievement oriented styles, as well as those relating to directive s and support. I had a visceral reaction to this leadership style, for the simple fact that it was focused on the followers. I think more leadership styles need to be based on encouraging the growth of employees, rather than trumpeting the leader’s points of interest. Fielder’s contingency Theory is extremely mutable, and has few rigid principles. This leadership theory as one in which context and situations determine the most efficacious style of leadership. It is related to situational leadership. The focus is on relationships between leaders and followers, and power positions. I am partial to this style since again, it revolves around the situations and needs of employees.
Path-goal theory would be most suitable from a managerial perspective as the leader can affect performance, motivation of a group and satisfaction. Clarifying the paths to work towards a goal, offering rewards for achieving goals and removing any sorts of conflicts in the way of achieving goals. Supportive leadership style would be most ideal with this theory, as it involves taking into consideration the needs and wants of subordinates and showing concern for the person's welfare and happiness will create a productive work environment. A supportive leader will work to enhance employees self-esteem, and make the job more meaningful and interesting.
A second leadership style under the definition of path-goal leadership is directive leadership, which is where the leader tells the subordinate what needs to be done and then gives support throughout the process. This can be used giving employees schedule or deadlines. There may also be rewards in this more directive type of leadership. Ambiguity is oftentimes decreased in this type of leadership; the subordinate should always know what their tasks involve.
The third type of leadership under path-goal leadership is the participative style of leadership. The participative leader will help her employees solve problems and push them to be creative and think outside the box in order to successfully meet goals.
The final type of leadership that is under the definition of path-goal leadership is achievement-oriented leadership. A achievement-oriented leader will expect high standards of work. The leader will show faith in the abilities of the subordinate in order to help him or her achieve their goals. This approach is often very helpful when a job is quite difficult.
A leader may definitely exhibit more than one style of leadership. There are so many types of leadership just as there are definitions for leadership. Leadership, as a word, is along the same lines as words like democracy or peace (Northouse 2006) because everyone knows intuitively what these words mean, but they often mean different things for different people. Because of this, it would be hard for leaders to prudently stick to one definition of leadership. A leader may show participative leadership qualities as well as path-goal qualities or even autocratic and path-goal styles. It all depends upon the leader.
I would choose the supportive leadership style of path-goal theory because, f
or me personally, it seem like a very constructive way to go about setting goals and making sure that the tasks needed to get those goals done actually get done. Once goals are set, there are very specific routes that can be taken to achieve the goals and I firmly believe that when there is a path – or what is a map, essentially – the journey to that goal becomes that much easier. Really, path-goal theory is about finding the way, creating a plan that has the success of the goal in mind constantly. Throughout this process supportive leadership is needed and I believe that supportive leadership is something that I do naturally. I am friendly and open and I like to hear about the obstacles that individuals feel stand in their way of reaching their goals. I feel that I am supportive and a good problem-solver at the same time. Having a supportive and, overall, nice place to work is so important to getting the results that leaders want. That being said, the achievement-oriented approach to path-goal leadership is a good style to blend with supportive leadership because it challenges subordinates to work to their highest potential. In combination with a supportive work environment, achievement-oriented leadership can help create the highest standard of excellence (Northouse 2009).
Path-goal theory is all about helping subordination along the path to their goals (Northouse 2009). The leader can help the individuals find behaviors that can specifically help them reach their goals. When the leaders are able to choose these behaviors correctly, then the leaders are able to increase their subordinates’ expectations for success (2009).
Though path-goal theory is rather complex in nature, breaking it down can be helpful. Path-goal leadership essentially defines goals, clarifies a path, removes obstacles, and then provides support (Northouse 2009). This seems pretty cut-and-dry, however, there are many factors such as leader behaviors, characteristics having to do with the subordinates and motivation that can complicate path-goal theory.
Path-goal leadership can help subordinates actually do better work, but only when the leader is able to accurately identify the behaviors that they should be capitalizing on – and ones that they should not. Leaders can take a very powerful approach to path-goal leadership, or simply use it where needed.