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Essay on Situational Theory; Matching Leaders and Jobs
Leadership entails vision, keenness, love, trust, vigor, zeal, passion, steadiness, the use of symbols, paying attention as illustrated by the content of one's calendar, blatant performance, creating heroes at all levels, coaching, successfully wandering around, and many other things.
Research & Managerial Implications
A recent study of research identified 35 empirical studies across a diversity of samples and organizations. Results showed that enigmatic leaders received higher performance ratings, were considered as more successful leaders by both supervisors and followers, and had more satisfied and useful followers than non-charismatic leaders. Enigmatic leaders also had higher project quality and budget/schedule performance evaluations and were identified as more valuable role.
These results highlight four important managerial implications. First, the best leaders are not just appealing; they are both transactional and charismatic. Leaders should attempt these two types of leadership while avoiding an "accommodating" or "wait-and-see" style. Liberal leadership is the most unsuccessful leadership style. Second, enigmatic leadership is not relevant in all organizational situations. Along with a team of experts, charismatic leadership is most likely to be successful when
- The situation offers opportunities for "moral" involvement.
- Performance goals cannot be easily established and measured.
- Extrinsic rewards cannot be evidently linked to individual performance.
- There are few situational signs or limitations to guide behavior.
- Exceptional effort, behavior, sacrifices, and performance are required of both leaders and followers.
Third, employees at any level in an organization can be trained to be more transactional and enigmatic. This strengthens the organizational value of developing and rolling out a combination of transactional and enigmatic leadership training for all employees. Fourth, enigmatic leaders can be moral or immoral. At the same time as ethical charismatic leaders enable employees to improve their self-concepts, immoral ones select or produce obedient, dependent, and obedient followers. Top management can make and maintain moral charismatic leadership....
