Today I will be discussing the Behavioral and Situational Trait theories. As mentioned in the earlier blogs these theories are ones that could apply to anyone from past to present. Over the last century studying behavior of leaders has been a primary focus. Some aspects to take into consideration of this concept is that learned behaviors and not predisposed traits are associated with leadership. It can be learned. One commonly used technique to show results is self scoring assessments. It has been proved through research that some behaviors are more related to leaders than non-leaders. Through research these skills continue to appear throughout: technical, human, and conceptual skills. Like the trait approach, the skills approach takes a general consensus of effective leaders. However, according to Northouse the skills approach bases the ideology on that skills are something the leader can accomplish whereas traits are who leaders are.
The first skill is the technical skill which means the knowledge about and proficiency in a specific type of work or activity. For example, I have known many general managers of stores who are high on this skill but may lack other skills. They were very good with numbers and being very ‘micro-managing’ in a sense. My former manager knew what the quota was each day and pushed for the employees to meet it at the end of the business day. The second skill, human, is simple. It essentially means ‘people’ skills; how you work with others and your knowledge in doing so. This can be a very rewarding skill or can create problems with being ‘too’ nice with others and not being focused on the overall ‘grand’ scheme of things (i.e. what you are trying to accomplish). The last is conceptual, which going back to Northouse, means the abilities to work with ideas and concepts. For example, relating to my life, my current manager has exceedingly great conceptual skills pertaining to the layout of new products in given areas of the store. Though the company has pre-designed layouts of certain areas, he has me and others position products on the floor to generate more customers and profitability. The last concept to take into consideration is the Situational Theory which describes itself practically, though there are four underlinings of this including: coaching, supporting, directing, and delegating.
I won’t go into much detail on these because they all ‘speak’ for themselves. However, the one that can be a little more difficult to understand is delegating. What is it? This approach is the members basically run the show; however you are given the title as the group leader with minimal support and direction. You do help, but in the aspect of using each members strengths for the groups own good. I have seen this in many groups especially in high school where our leader would ‘sit-back’ and watch us work, but I believe this can build strong character in the long run. So, what theory do you support and why? Until next time…….
No comments:
Post a Comment