The new perspectives that have attracted attention are the concepts of substitutes for leadership and transformational leadership.
Substitutes for Leadership
The existing leadership theories and models try to specify what kind of leader’s behavior is appropriate for different situations. They do not take into consideration, the situations where the leadership is not needed. The substitute concept identifies the situations where the characteristics of the subordinates, the task and the organization replace leaders’ behaviors. For example, when a patient is admitted to an emergency room in a hospital, nurses, doctors and attendants act immediately without waiting for directive or supportive behaviors of leaders in an emergency ward.
Several characteristics of the sub-ordinate may serve to replace or change .the behavior of the leaders. For example, employees with much ability and experience may not need to be told what to do. Similarly, a strong need for independence by the sub-ordinate may result in ineffectiveness of leaders’ behavior.
Characteristics of the task that may substitute the leadership include, the availability of feedback and intrinsic satisfaction. For example, when the job is routine and simple, the subordinate may not need direction. When the task is challenging, the subordinate may not need or want support.
Organizational characteristics that may substitute for leadership include formalization group cohesion, inflexibility and a rigid reward structure. For example, when policies are formal and rigid, leadership may not be needed.
Transformational Leadership
Another new concept of leadership goes by a number of labels: charismatic leadership, inspirational leadership, symbolic leadership and transformational leadership. This is a leadership that transmits a sense of mission, increases teaming experiences and inspires new ways of thinking.
Charisma is a form of interpersonal attraction. Charismatic people attract followers and this type of leader has great power over his or her followers. Charismatic leaders are self-confident and can influence others. The followers of a charismatic leader identify with the leader’s beliefs, accept, trust and obey the leader without questioning him and thereby contribute toward the success of the organizational goals.
Leadership Skills
There is now recognition in both leadership theory and practice of the importance of skills, how leaders should behave and perform effectively. Although there are many skills, such as cultural flexibility, communication, HRD, creativity, and self-management of learning, the research-based skills identified by Whetten and Cameron seem to be most valuable. Their personal skills model, involving developing self-awareness, managing stress and solving problems creatively; the interpersonal skills model, involving communicating supportively, gaining power and influence, motivating others and managing conflict, are especially comprehensive and useful. Finally, the widely recognized organizational behavior .techniques such as, training, job design and leaders can also effectively use behavioral management.
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