Leadership can be defined as the ability to persuade others willingly to behave differently.
The function of team leaders is to achieve the task set for them with the help of
the group. Leaders and their groups are therefore interdependent.
Leaders have two main roles. First, they must achieve the task. Secondly, they have to maintain effective relationships between themselves and the group and the individuals in it – effective in the sense that they are conducive to achieving the task. As Adair (1973) pointed out, in fulfilling their roles, leaders have to satisfy the following needs:
1. Task needs. The group exists to achieve a common purpose or task. The leader’s role is to ensure that this purpose is fulfilled. If it is not, they will lose the confidence of the group and the result will be frustration, disenchantment, criticism and, possibly, the ultimate disintegration of the group.
2. Group maintenance needs. To achieve its objectives, the group needs to be held together. The leader’s job is to build up and maintain team spirit and morale.
3. Individual needs. Individuals have their own needs, which they expect to be satisfied at work. The leader’s task is to be aware of these needs so that where necessary they can take steps to harmonize them with the needs of the task and the group
These three needs are interdependent. The leader’s actions in one area affect both the others; thus successful achievement of the task is essential if the group is to be held together and its members motivated to give their best effort to the job. Action directed at meeting group or individual needs must be related to the needs of the task. It is impossible to consider individuals in isolation from the group or to consider the group without referring to the individuals within it. If any need is neglected, one of the others will suffer and the leader will be less successful.
The kind of leadership exercised will be related to the nature of the task and the people being led. It will also depend on the environment and, of course, on the actualleader. Analysing the qualities of leadership in terms of intelligence, initiative, self-assurance and so on has only limited value. The qualities required may be different in different situations. It is more useful to adopt a contingency approach and take account of the variables leaders have to deal with; especially the task, the group and their own position relative to the group.
Leaders have two main roles. First, they must achieve the task. Secondly, they have to maintain effective relationships between themselves and the group and the individuals in it – effective in the sense that they are conducive to achieving the task. As Adair (1973) pointed out, in fulfilling their roles, leaders have to satisfy the following needs:
1. Task needs. The group exists to achieve a common purpose or task. The leader’s role is to ensure that this purpose is fulfilled. If it is not, they will lose the confidence of the group and the result will be frustration, disenchantment, criticism and, possibly, the ultimate disintegration of the group.
2. Group maintenance needs. To achieve its objectives, the group needs to be held together. The leader’s job is to build up and maintain team spirit and morale.
3. Individual needs. Individuals have their own needs, which they expect to be satisfied at work. The leader’s task is to be aware of these needs so that where necessary they can take steps to harmonize them with the needs of the task and the group
These three needs are interdependent. The leader’s actions in one area affect both the others; thus successful achievement of the task is essential if the group is to be held together and its members motivated to give their best effort to the job. Action directed at meeting group or individual needs must be related to the needs of the task. It is impossible to consider individuals in isolation from the group or to consider the group without referring to the individuals within it. If any need is neglected, one of the others will suffer and the leader will be less successful.
The kind of leadership exercised will be related to the nature of the task and the people being led. It will also depend on the environment and, of course, on the actualleader. Analysing the qualities of leadership in terms of intelligence, initiative, self-assurance and so on has only limited value. The qualities required may be different in different situations. It is more useful to adopt a contingency approach and take account of the variables leaders have to deal with; especially the task, the group and their own position relative to the group.
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