History and Evolution of Leadership

History and Evolution of LeadershipA loss drawing card. as incessantly said, is born, not made, but lead is certainly a continual evolution process of qualities like vision, commitment, discipline, trust, integrity, innovation, motivation, authority, dedication, humility, creativity etc., within leaders. Most of these qualities, if not all, in a leader contribute to the success of an organisation. For a reputed business school like Cardiff Business School, choosing a leader who bottomland shape the aspirations enhancement of the institution to rifle ideal 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 achievement perform greatly in the new role. To evaluate this we need to return a legal brief idea about leadership theories proceedings.A look on the history of leadership finds that the litera ture on leadership performance dismiss be in general categorized into a number of important phases. (Ogbonna, 2000 Harris, 2000). Early studies on the leadership skills concentrated on identifying the personality characteristics which characterized successful leaders, and are known as trait studies (Argyris, 1955 Mahoney et al., 1960). Trait 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 reviewed 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 make do power, regardless of the social organization or historical context. Another set of approach is Set Behavioural theories. It summarises about the behaviour style that a leader ch ooses or adopts to solve problems. (Hemphill and Coons, 1957 Likert, 1961). Similarly the Viewpoint of theories like situational contingency is that leadership efficaciousness is dependent on the leaders diagnosis understanding of situational factors, followed by the acceptance of the appropriate 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 argument. In practice however, this argument has rested intemperately on the find ings of just one major study that of Lieberson and OConnor (1972), which has become the most commonly cited evidence of this issue and which is widely regarded as the major counterpoint to the mesmerism that leadership makes a difference. (Thomas, 1988)One more key aspect to discuss here is that of fetch up 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 tally amounts of initiating structure 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 still believe that men a re better leaders. (Bass, Krusell, Alexander, 1971 Bowman, Worthy, Greyser, 1965 Rosen Jerdee, 1978 Schein, 1973) there are some evidence to renounce 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 demonstrated that men and women differ in leadership behaviours also. (Bartal Butterfield, 1976 Petty Lee 1975)