CHAPTER
TWO
LITERATURE
REVIEW AND THEORETICAL FRAMEWORK
2.1 Introduction
This chapter deals with
the review of studies and literature of various researchers and authors pertaining
to the topic which offers some insights into the qualities of successful
leadership style. Every leader in every
organization performs certain roles/tasks for the smooth running of the
organization and improvement of organizational performance. The manner the
leader performs these roles and directs the affairs of the organization is
referred to as his/her leadership style. Leadership style therefore is the way
a leader leads. Some leaders are more interested in the work to be done than in
the people they work with while others pay more attention to their relationship
with subordinates than the job. Whether a leader emphasizes the task or human
relations is usually considered central to leadership style Akpala (2015).
2.2 Concepts of
Leadership Style
Leadership is a concept
that originally developed in folk psychology to explain social influence on
groups Bass (2006). Many people believe
that leadership is simply being the first, biggest or most powerful. Leadership
in organizations has different and more meaningful definitions. Very simply
put, a leader is interpreted as someone who sets direction in an effort and
influences people to follow that direction.
Leadership is the
process by which a person exerts influence over people and inspires, motivates,
and directs their activities to help achieve groups or organizational goals and
performance Ashibogwu (2008). Therefore
leadership is the ability to influence a group towards the achievement of
goals.
The source of this
influence may be formal as a result of one possessing a managerial rank in an
organization or informal such as non-sanctioned leadership, which is the
ability to influence that arises outside the formal structure of the
organization. The informal structure of leadership is as important if
leadership is the result of the interaction among leaders, the followers and
the leadership situation. The leadership process contains all these elements Keller
(2006).
Leadership generally is
regarded as essential to group and organizational performance. Thus, leadership
contributes significantly in the success and failure of organization. It tends
to be based on position, authority and seniority; for example, commitment is
highly associated with loyalty to the top boss Rowe (2011). Effective leadership
style in organization, therefore, creates vision of the future that considers
the legitimate long term interest of the parties involved in the organization
to develop a strategy for moving forward towards that vision enlists the
support of workers to produce the movement and motivates employees to implement
the strategy Taffinder (2006).
Amin, (2008) identified several leadership
classifications systems. First, it is the exploitative approach, which manages
all decisions and informs subordinates of them. Secondly, it is the benevolent
autocrat who employs a paternalistic approach to leadership. Thirdly, it is the
consultation style, where the manager asks subordinate for input in
decision-making and typically exercises general rather than close supervision.
The participative style totally integrates workers in the decision making
process. Leadership and supervision by supervisors is presumed to be necessary
in order to initiate structure and direct subordinates towards organizational performance
David and Andrzy (2007).
2.3 Theoretical Framework
Various leadership
paradigms have been used to describe leadership and leadership style.
Leadership paradigm has changed over the last decades; it has transited from
the traditional leadership to the new perspectives. Goleman (2012) categorize trait, behavioural and
situational or contingency theories under traditional leadership perspectives,
and charismatic and transformational leadership theories under the new
leadership perspectives. The focus of all theories on leadership is to
determine organizational effectiveness and performance.
2.3.1 Great Man
and Trait Theories
The great man theory is based on the idea that
leaders are born with innate, unexplainable leadership skills, which cause
other people to see them as heroes. It is based on the opinion that leaders are
right and leadership is rooted in the authority of their righteousness. Leaders are elevated by their followers on the
ground of their unique qualities that others do not have. As a result, followers
do not doubt
their leaders Hayward (2005).
Trait theories are
based on great man theories. Trait approach to the understanding of leadership
perceives leadership as the core of organization effectiveness and performance.
Like the great man theories, trait perspective assumes that great leaders are born
with distinguished traits/characteristics that make them different from other
people. According to Ashibogwu (2008), researchers like Stogdill (2014), in his
quest for the secret of great leaders, review many research reports on
leadership, based on the assumption that great leaders are born. Glantz (2014) indicate
that Stogdill (2014) found that leaders were a bit more intelligent, outgoing,
creative, assertive, responsible, taller and heavier than average people.
However, these
differences in traits could not provide a solution to the search, as the list
was found to be statistically insignificant. Thus, Stogdill (in Glantz 2014)
concluded that a person does not become a leader because of a combination of
traits since the impact of traits differs according to situation.
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