History and Evolution of Leadership

History and Evolution of LeadershipA leader. as always said, is born, non made, but leading is certainly a continual evolution process of qualities like vision, commitment, discipline, trust, integrity, innovation, motivation, authority, dedication, humility, creativity etc., indoors leading. Most of these qualities, if not all, in a leader contribute to the success of an organisation. For a reputed business domesticate like Cardiff Business School, choosing a leader who domiciliate shape the aspirations enhancement of the institution to become rootl Business establishment is very vital. at the same time intricate. Choice of new Dean to replace Professor McNabb should be influenced inspired by the facts that how much the new Head is able to contribute towards the institutions exercise perform greatly in the new role. To evaluate this we need to have a brief idea about leadership theories performances.A look on the history of leadership finds that the literature on le adership performance earth-closet be broadly categorized into a number of all important(predicate) phases. (Ogbonna, 2000 Harris, 2000). Early studies on the leadership skills concentrated on identifying the personality qualitys which characterized successful leaders, and are known as trait studies (Argyris, 1955 Mahoney et al., 1960). quality theories assume that successful leaders are born and that the leader has certain innate qualities which distinguish them from non-leaders (Stodgill, 1948). Ralf Stodgill analyseed hundreds of trait studies (1948, 1974, p.81) over a period of time, which can be summarized as the personality traits and other in-born qualities of the leader can be identified it is possible to select those individuals promote them into leadership positions, they then emerge to take power, disregardless of the social organization or historical context. Another set of approach is Set Behavioural theories. It summarises about the behaviour style that a lea der chooses or adopts to solve problems. (Hemphill and Coons, 1957 Likert, 1961). Similarly the Viewpoint of theories like situational casualty is that leadership effectiveness is dependent on the leaders diagnosis understanding of situational factors, followed by the adoption of the bewitch style to deal with each circumstance. (Ogbonna, 2000 Harris, 2000).All the theories reviewed above illustrate that leader plays a very important role in the progress performance of the organisation. But if one critically evaluates the affect that a leader has on the organisation then, one can say that the decision a leader takes can sometimes be restrained by certain factors. Some people argue that constraints placed on leaders are due to situational factors. Although there have been few studies that have a direct bearing on this important issue, research on sports organisations has tended to support this assertion. In practice however, this argument has rested heavily on the findings of j ust one major study that of Lieberson and OConnor (1972), which has become the most commonly cited evidence of this issue and which is astray regarded as the major counterpoint to the proposition that leadership makes a difference. (Thomas, 1988)One more key nerve to discuss here is that of sex differences in leadership, as our main concern is to look for the leader that can be Head of Cardiff Business School, we should not be biased to only one gender. Male leaders are rated as more effective conscientious then female leaders, but A Meta-analytic review of 17 studies examining sex differences in leadership indicates that male and female leaders exhibit equal amounts of initiating building and consideration and have equally satisfied sub-ordinates. (Platz, 1986). More More women are becoming managers this rise in trend is because of the federal implication which prohibits sex discrimination in employment. Despite this rise many individuals notwithstanding believe that men are better leaders. (Bass, Krusell, Alexander, 1971 Bowman, Worthy, Greyser, 1965 Rosen Jerdee, 1978 Schein, 1973) there are some evidence to refute this argument indicating that men and women may differ in personality characteristics which affects the leadership styles effectiveness. (Hoffman, 1972 Maier, 1970 Megargee, 1969 OLeary Depner, 1975 Templeton Morrow, 1972) Furthermore several studies have demo that men and women differ in leadership behaviours also. (Bartal Butterfield, 1976 Petty Lee 1975)