Leadership & Management: Examining its Concepts

The general thrust of most of this writing has been that some type of participative management, or non authoritarian leader ship style, as opposed to a strick authoritarian style, will cause improved organizational performance. Numerous American organizations, however, glimpse continue to effectively rely authoritarian leadership practices.

After more than three decades intensive theorizing as towards desirability of some type of participative, or relational management and leadership, there still appears to be no over whelming acceptance with the proposition that this sort of styles of leadership and management will cause improved organiza tional performance. There does looks being a general.

agreement in the premise how the high quality and kind of leadership, the processes of implementing organizational change, the ways used in resolving organizational con flicts, the level and high quality of organizational communications, and the ability of people to participate, to some degree, in decisions regarding them do contribute to the high quality of working life and, in turn, for the level of organizational per formance. The disagreements are related to (1) how these fac tors work together, (2) which manifestations of each are most correct for several organizational environments, and how organizational leadership can most effective mesh all.

. . . leaders inducing followers to act for specific goals that represent the values as well as the motivation the wants and needs, the aspirations and expectations of each leaders and followers . . . Leadership, in contrast to naked power wielding, is thus inseparable from followers' requirements and goals (Burns, 1978, p. 110). Burns' definition is almost certainly far better than the others discussed above, however, he still did not fully address the question of regardless of whether leadership can also be learned (although he surely appeared to lean in the direction of learning).

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