ABSTRACT
Effective leadership plays a crucial role in the success of an organization, whether big or small and that benefits the business in many ways. The leadership traits encompass sympathy, steadiness, direction, complexity resolution, innovation, strategic action, etc. The chapter on leadership discusses all of the above. It also provides a detailed insight into leadership styles like being directive, participative, or free reign. The chapter sights eight key differences between a leader and a manager and deliberates rigorously on Likert's Management System that reinforces the four different systems where authority can be exploitative or benevolent, consultative or participative.
The Blake Mouton Model of concern for People and Products, Hershey Blanchard's model of leadership, task versus relationship constituting of telling, selling, delegating, and participating, and levels of maturity, the Path–Goal theory that assumes two variables, environment and group characteristics, to depict the leader behavior–outcome relationship are the prime discussion points of this chapter. Several theories like behavioral theories; contingency theories like Leader–Member Exchange Theory, Vroom–Yetton Model; and transformational theories like Vroom, Yetton, and Jago Model and Transactional Model by McCarthy and De Gaulle have been extensively discussed and applied in case studies considering the conditions and situations within the organizations. Transformational theories entail that leaders take up the initiative to inculcate the spirit of high involvement and ownership among followers to achieve organizational objectives and enable initiative thinking among the readers.
