Jesus Christ As The Redeemer And Savior Religion Essay

Jesus Christ As The Redeemer And Savior Religion Essay I believe the doctrine of Salvation focuses on Jesus Christ as the redeemer and savior of the world. God sent Gods Son into the world to seek and save that which was lost (Luke19:10).Scripture is filled with accounts of the revelation of God breaking into human life as a surprising gift and unsettling commission. The word revelation is used in different contexts, some are trivial and others are serious. Revelation has to do with the knowledge of God and ourselves that is surprising and disturbing because it is an event that shakes us to the core. Jesus came to earth fully God and fully human to offer himself as the ultimate sacrifice for our sin rejoining us to God who created us. The New Testament scriptures declare Jesus came as God (John 1:1; Hebrews 1:8) and man. Jesus is Lord, but Jesus lived among us as man that we might know that God is tangibly concerned about the totality of our deprived [or depraved?]human existence. Through faith in Jesus Christ humanity now enters into the same relationship with God that Jesus enjoyed prior to, during and after his earthly ministry. As the second person in the Godhead, Jesus Christ offers humanity hope for a restored existence on earth as well as hope for life and death. Jesus death and resurrection represents for all Christians the perfect hope that we are created by an all-loving God who does not desire to destroy creation, but sustain it eternally. We no longer need to fear an eternal death or separation from God. For God so loved the world that God gave his one and only Son, that whoever believes in him shall not perish but have eternal life (John 3:16). His name shall be called Jesus for He shall save his people. Salvation is the greatest manifestation of Gods power. Creation was a great work of God; it was His breath, God spoke and it was done. But, when it came to our salvation He had to give more than His breath; He gave His blood (Acts 20:28). I believe that Jesus Christ is the Son of God and the only way to God, and that Jesus died on the cross for my sins and rose from the dead for my justification. I believe salvation is an individual act; we accept Jesus Christ as Lord and Savior, we believe in our heart and confess our sins. I believe that true salvation simultaneously includes justification, regeneration, and sanctification. I believe that regeneration is a supernatural work of the Holy Spirit, which is beyond human comprehension (John 3:1-5), where humankinds old physical nature is born a new spiritual nature for the sake of having the potential to enter into the kingdom of God (John 3:3-7; Titus 3:5). I believe in the work of regeneration, the Holy Spirit is the initiating force for change and life for the believer. It is the spirit that quickens, the flesh profits nothing, the words that I speak unto you, they are spirit, and they are life. (John 6:63) He saved us by the washing of regeneration and renewing of the Holy Spirit. (Titus 3:5) I believe that the true outcome or sign of regeneration is manifested in righteous attitude, conduct, and good works,(1 Corinthians 6:19-20; Ephesians 5:17-21; Philippians 2:12; Colossians 3:16-17; 2 Peter 1:4-10). The work of regeneration is spiritual conversion accomplished without delay, and it is accomplished through the power of the Holy Spirit, which is prompted through an individuals response by faith to the Word of God or the voice of the Son of God (John 5:24-25). The manifestation of evidence can be accomplished by or while the believer transitions from the initial conversion experience, to becoming more like the image of our Lord and Savior Jesus Christ (2 Corinthians 3:18). As soon as we are regenerated the Holy Spirit gives us a changed mind and attitude, a new heart, as well as new spirit. Thus, we are no longer slaves to ungodliness and worldly lust, but we live soberly, walking in the light and in the spirit so that we do not fulfill the lusts of the flesh or the old nature. I believe justification is to be distinguished from regeneration in that while regeneration is the change of the sinners nature by the Holy Spirit, justification is the change of the sinners standing by a declarative act of God in which sins are remitted and the sinner is freed from condemnation. Justification is the expression of Gods judicial function. Justification proceeds on the imputing or crediting to the believer by God himself of the perfect righteousness, active and passive, of his representation and surety, Jesus Christ. For it is with your heart that you believe and are justified, and it is with your mouth that you confess and are saved. (Romans 10:10) Justification is not forgiveness of a man without righteousness, but a declaration that he possesses a righteousness which perfectly and forever satisfies the law, namely, Christ righteousness (2 Corinthians 5:21;Romans 4:6-8). Sanctification is the believers spiritual experience, beginning with the renewed birth that occurs at the believers conversion experience, which is sometimes called being born-again. It is during this new birth experience that the instantaneous act of sanctification begins its work. Jesus Christ, even though he was in all points tempted like as we are, yet without sin (Hebrew 4:15), which makes Jesus the perfect example of someone being able to live free from all moral impurity within the presence of temptation and worldly evil. And Jesus prayed, And for their sakes I sanctify myself, that they also might be sanctified through the truth (John 17:19). I believe that election is the act of God by which, before the foundation of the world, God chose salvation (offered freely), to those who would believe on his name, whom God graciously regenerates, saves, and sanctifies, justifies and glorifies, (Romans 8:28-30; 2 Thessalonians 2:13; 2 Timothy 2:10; 1 Peter 1:1-2). The purpose of Gods grace includes the means of receiving the gift of salvation (John 1:16) and the gift itself, which is the only begotten son of the Father full of grace and truth (John 1:14). I believe that election has a two-fold call, meaning all whom God calls to Godself will respond by faith, and all who come in faith as a response to the whosoever will invitation God will also gladly receive (John 6:37-40, 44; John 1:12; Acts 13:48: James 4:8). The grace of God is considered to be a great doctrinal truth, because according to Ephesians 1:4 it has been Gods plan for man before the creation of this world and it is also considered to be the core of our relationship with God. I believe our election is through His Grace. Election according to the foreknowledge of God, through sanctification of the Spirit, unto obedience and sprinkling of the blood of Jesus Christ: grace unto you, and peace, be multiplied. (1 Peter 1:2) I believe election is Gods gracious purpose for humankind to obtain eternal life. His purpose also includes His good pleasure for the elect to experience regeneration, justification, sanctification, and glorification. It is the glorious demonstration of Gods sovereign goodness, which leaves man no room to boast, but should embrace humility. I believe our salvation is through Gods grace, because of Gods great love for us, he shows mercy by forgiving our transgressions and sins. Instead of the death that we should rightly receive as a reward for our sins we are made alive with Christ. Only Christ can deliver us the penalty of death and restore us to Divine favor and give everlasting life (John 3:16-19; I John 5:10-12).

Essay --

Classic Books(OUTLINE AND SPEECH) Greeting: Good Morning Sargent Womak, and class; today I will be talking to you guys for the next 5 minutes about Classical Books and how to get started on your own classical book. 1st Paragraph: History, idea of what is a classical book and what makes one up A classical book is considered an exemplary noteworthy book, either through a book award or the reader's personal opinion. The way the words come together to create an interesting story line and excellent reading flow, attribute to the book's exemplary excellence. What makes a "classical" book? Has troubled many author such as Mark Twain, all classical book have one thing in common and it is the pattern in the literature. The story line in most classical book reinterpret events of some sort, and possess the ability to renew the interest of generations of readers not only accomplishing it's creation, but also accomplishing the authors every dream, to have one of their books considered "Classical." The idea of a classical book, is literature that enriches th...

Global Warming Essay -- Environment Climate Change

Global Warming Human kind has entered a brand new relationship with the earth. The constant and increasing pressures we are exerting threaten our planets ability to sustain life itself. Change-in the way we think , and in the way we live-is needed now.Global warming is the most urgent environmental problem the world will face in the next decade and the next century. Few, if any, trends are more important to our future than climate change caused by human activities. Scientist around the world are warning us that global warming poses a major threat to our future quality of life, previously there has been little information on this problem. Right now, the rate of global warming may be 100 times faster than it has ever been. Very soon the earth may become hotter then at any time in human history. In the last decades the problems of atmospheric change have been gravely advanced by pollution resulting from human activities. These environmental changes pose a real threat to the lives of people and wild life.It is vital to all of us that we fully understand the complex relationship between the atmosphere and the earth. The earth is getting warmer. the changes are small, so far, but they are expected to grow and speed up. Within the next 50 to 100 years, the earth will continue to heat up hotter than it has been in the past million years. As oceans warm and glaciers melt, land and cities along coasts may be flooded. Heat and drought may cause forests to die and food crops t...

Essay --

There are several different definitions of macro environment depending on what aspect we are referring. Macro environment could be defined as anything outside of business such as the economy, technology, and the power of natural and artificial. These factors are often uncontrollable. In Macro environment, many factors will affect the decision-making in any organization. To overcome and analyze these factors organization can categories it in to PESTLE model. The macro-environmental or external factors of KFC can be identified by using PESTLE analysis, which stands for economic, technology, legal and political, social - demographics and natural – environmental a) Economic: Economic factors represent the wider economy; it includes economic growth rates, levels of employment and unemployment, costs of raw materials such meat, petrol, energy, herbs, and steel, interest rates and monetary policies, exchange rates and inflation rates. These may also vary from one country to another. Hence, the economic factor depends on all these factors and upon a country as well. Thus, in a way the influences of economic factor are major and could be said as one of the most profound influences upon any industry. Industries, which depend on selling products, which are not a necessity, but rather depending on luxury, would rarely be able to profit b) Technology: What amount to technology is a question that depends upon two key factors firstly the adaptation capacity of an industry and secondly on availability of recent innovation. If we wish to place it in a vast arena, it involves changes in information and mobile technology, changes in internet and e-commerce or even mobile commerce and it include materials development and new methods of manufa... ...Its basic economy principle that corporations would usually have certain target groups, thus any that takes place within this group would in turn affect the corporation significantly. e) Natural- Environment: This factor usually involves availability of natural Resources and procedures or policy with regards to management of waste and etc. While this factor is not a key issue in all form of business, it plays a major function or role when it comes to mass production industries which lie heavily upon availability of raw materials. A prominent example would be uranium mining; if the area of mining has, ceases in availability of such material then the existence of the mining company would be placed to halt. The remnants of multiple tin mining factories could be seen all over Malaysia, which is due to decreased availability of the raw material.

International Monetary Fund Essay

The question â€Å"To what extent has the International Monetary Fund contributed in revamping the Nigerian economy since the 1980’s?† is a question that helps us to evaluate the true impact of international monetary policy.   In order to further understand the meaning of this question, this paper will examine the following subjects – 1) the meaning of the question, 2) the significance of the question for International Relations scholars, 3) how the question relates to other published work in the area, and 4) what methods would be employed to answer the question. First of all, the question is directly focused on economic impacts.   However, the question is not simply a matter of metrics, because the question is directed at procedural changes as well.   The question is focused on the restructuring of the Nigerian economy.   To only use economic metrics would fail to address the consequences restructuring entails.   When the IMF releases money to a country, they stipulate conditions that the country must meet. Therefore, the question is also directed at the matching the directives of the IMF with the implementation within Nigeria.   The question is not asking if the IMF has had a positive or negative impact on Nigeria, so value judgments can be left aside.   However, there are several hidden economic impacts.   Structural changes to the workforce, changes in occupations, and new roles within the economy are all more difficult to measure, but can be considered a result of economic policy.    Therefore, the question means 1) what are the economic stipulations of the IMF from the 1980’s until now, 2) has the Nigerian government met the requirements of the IMF, 3) what restructuring has occurred within the Nigerian economy as a result of the IMF, 4) what economic measures can be attributed to these changes, and 5) what are the indirect economic impacts of the IMF policies. International relations scholars are interested in this question because the answers yield important data on the impacts of policy.   International relations scholars are often consulted on questions of policy.   It is therefore in their best interest to know the impacts of policies made in the past.   In this regard, they are historians.   First of all, it is critically important for International Relations scholars to understand what the IMF has attempted to revamp within the Nigerian economy by tracing the stipulations as they were made. Additionally, the scholar can look at the Nigerian government’s ability to meet the demands of the IMF.   How well were they able to integrate the changes required by the IMF.   Were there consequences that required new policies in the future?   In tracing these policy changes, the scholar can also piece their own picture together of what the IMF did well (what was effective), and what changes needed to be made in direction in order to achieve effectiveness.   They can also have a unique insight into the culture and politics of Nigeria, as well as the internal culture and politics of the IMF. At this point, the International Relations scholar can also know what economic measures are affected by differing types of policies and requirements.   Additionally, they can make recommendations on what types of correlations can be found between initiative and their impact.   Perhaps some of the most valuable information for International Relations scholars, however, is related to the indirect impact of the IMF’s policies. When looking at the restructuring of the Nigerian economy, the International Relations scholar is able to examine the changes within the population, how people moved around, the changes in families, etc.   This type of information allows for a more comprehensive picture of economic change and the effects policy can have on cultural change.   Also, this may highlight the challenges represented by a more powerful entity interacting with a less powerful entity on a global scale. There has been much written about Nigeria since the 1980’s.   There are environmental reports, malnutrition reports, and economic reports.   However, these all approach Nigeria from a different perspective than the direction of this question.   This question seeks to directly explore the impact of IMF policies and economic aid on the revamping of the Nigerian economy.   As such, this question seeks to provide supporting information of the changes in Nigeria.   It seeks to trace change related to IMF policies alone.    It is impossible to completely know what current conditions in Nigeria are caused solely or even primarily by the IMF policies, however by focusing on the IMF, widespread impacts can be evaluated from IMF policies.   It is taking the infusion of money and change of monetary policy as the starting point and looking for the economic aspects affected.   One of the main sources for research on these types of development programs is found with the World Bank.   A particularly useful document is â€Å"The Evolution of Poverty and Welfare in Nigeria, 1982 – 1992.†[1]Using this document and also information from the IMF, the scholar can tie together the policies of the IMF and the effects. In order to study such a complex issues, a rigorous approach will need to be taken.   It is the most difficult to know the indirect impacts of the IMF’s economic policies.   It is undesirable to claim that changes were a result of IMF policy, if in fact, they owed their existence to a governmental or environmental change.   However, the economy is so closely entwined with all aspects of life, the implications of the IMF policies will be seen to have far-reaching consequences. Therefore, we can begin by examining the Nigerian economy and economic statistics in 1980, and comparing them with the present day to get snapshots of the economic health of Nigeria at these two points in time.   These snapshots, however, encompass other economic influences other than the IMF programs.   Then the specific policies of the IMF and their objectives are compared to the resulting economic changes to see if the stated goals have been achieved via metrics. Also involved in this analysis is the ability of the Nigerian government to implement the changes required by the IMF.  Ã‚   This area of analysis is perhaps the easiest, as the initiatives of the IMF are easily available.   However, information on the implementation and the implementation’s challenges may be more difficult to find.   Looking at a timeline of IMF policies, one can also deduce what was effective or not effective.   If a policy was ineffective, then in a later cycle we should find a correction or an abandonment of the program. The internal structure of the government and economy can also be viewed.   The way that money flows and what directions can be measured.   It is important to see structural change since the 1980’s.   The Nigerian government worked with the IMF to develop the National Economic and Empowerment Development Strategy in 2004.[2]   This document reviews previous policy and also lays the groundwork for future work between the IMF and the Nigerian government. This report focuses on structural changes – highlighting the importance of revamping the Nigerian economy. Additionally, looking at the basic economic unit – the household – can show structural changes ass well.   By looking at these structural changes, the real question about revamping the economy can be answered.   Of course, this type of analysis also looks at the indirect effects of economic change.   These are difficult to measure, but by tracing newspaper stories and major events in Nigeria, it may be possible to trace events back to economic policy decisions. Overall, the question of the effectiveness of the IMF’s policies to restructure the Nigerian economy is a very important question with implications for future policy consideration and also a deeper understanding of the past. Now that the world is becoming smaller and national boundaries are being crossed with money and policy, it is more important than ever to understand the impact of economic policy.   Additionally, with the prevalence of capitalism and modernization, the effects of economic policy on third world nations must have a thorough understanding. Reference List International Monetary Fund, The Nigerian Economic Reform Program, IMF, 2005, retrieved 10 January 2007    World Bank, The Evolution of Poverty and Welfare in Nigeria, 1985-92, World Bank, 1997, retrieved 10 November, 2007, < http://www4.worldbank.org/afr/poverty/databank/DocNav/default.cfm> [1] World Bank, The Evolution of Poverty and Welfare in Nigeria, 1985-92, World Bank, 1997, retrieved 10 November, 2007, < http://www4.worldbank.org/afr/poverty/databank/DocNav/default.cfm> [2] International Monetary Fund, The Nigerian Economic Reform Program, IMF, 2005, retrieved 10 January 2007

Islamic Fundamentalism Essay

20 March 2007 Introduction On September 11, 2001, the United States of America experienced the worst act of terrorism ever perpetrated on American soil, as major targets in New York, Washington DC, and Pennsylvania were the scenes of the massive slaughter of innocent civilians. From the moment that the first act commenced, the rumor mill flew into overdrive, conveniently blaming the terrorism on â€Å"militant Islamic† people, and implying that this movement had suddenly sprung up out of obscurity to strike at the heart of America like a thief in the night. The reality is much more complex, for fundamentalist Islam has a much longer history, and the threat it continues to pose to Western Democracy, even today, had been growing and mutating for generations prior to 9/11. In this paper, the very definition of fundamentalism at its beginning will be presented, as well as the perversion of it that has led to the challenges and threats the West now has come to bear. Roots of Fundamentalism. To begin, one needs to understand two very different and specific terms: followers of Islam and Islamic Fundamentalists, as the two groups are vastly different, yet both claim legitimacy under the same doctrine. In its purest form, Islam is based upon the ancient teachings of the prophet Muhammad, who was said to have been given the Quran, or holy book of Islam, by God himself, with Muhammad as the messenger and deliverer of the Quran and its teachings to the masses (Davidson). If one were to follow the teachings of Islam in a more traditional sense, as Muhammad is said to have received the word from God, they would be peaceful, obedient servants of God, and Muhammad, thereby enriching their lives, raising solid families and leaving the world a better place than what is was when they were born into it. Eventually, however, political turmoil distorted this message and gave rise to a strain of Islam that is known as Fundamentalism or Extremism, depending upon the source of the material. This interpretation of Islam and the Quran takes the inflexible view that those who do not believe in Islam, and follow the Quran, are characterized as â€Å"Infidels†, and the price of their infidelity to Islam is death. Of course, the Christian ideals of the West make America a convenient target of this sort of massive hatred, but this hatred has also been fueled over the years by America’s defense of other enemies of the fundamentalists/extremists such as the people of Turkey and Israel (Mustikhan). Eventually, the rage of these Islamics would erupt against the US on a large scale, beginning in the 1970s. The Islamic Terrorist is Born It is generally agreed that those who are today termed â€Å"Islamic Terrorists† were first given that moniker by the West in 1979, when the United States Embassy in Tehran, Iran was seized by terrorists, taking hundreds of American diplomats and their support staffs hostage in a siege that ultimately lasted 444 days, and brought the United States to the brink of war with Iran. The group of Iranians and assorted others who were in essence the foot soldiers who undertook the plot, led by the extremist leader Ayatollah Khomeini, came to be called Islamic Terrorists (Hoveyda). From there, the stereotype of what a terrorist is, and their potential to wreak havoc on innocent people, began to grow in the minds of the world community. Threats to Western Democracy Due to the widespread presence of Islamic Extremists/Militants, the threat to Western Democracy has become very real, and of course has manifested itself in such tragedies as the Iran Hostage Crisis and 9/11. Given the humble beginnings and admirable teachings that are found in the Quran, and were exhibited by Muhammad and carried down by his disciples, it is a wonderment as to exactly how/why Islam eventually spawned a militant faction which goes against the foundations of the faith itself. In a word, the violent offshoot is the byproduct of fanaticism. Fanatics are those members of the Islamic community who have taken the position that any government, or religion (in their mind, they should be one in the same) that does not practice the teachings of the Quran are the equivalent of parasites that must be eradicated for the good of the human race. The defense of this attitude, and the resultant violence which comes out of the attitude, is due to misinterpretation of the Quran, hence making these individuals worthy of the extremist label. Because the Islamic Extremists have convinced themselves that they are doing the will of God, as laid out in their creative interpretation of the Quran, there quite literally is nothing stopping them from continuing to launch attacks against the Western Democracies, as well as other â€Å"infidels† who hold views and practice lifestyles which are contrary to theirs. One particularly chilling reality of the threat against Western Democracy is the fact that Islamic Extremists, while found in large numbers in some nations more commonly than others, really do not have a nation with borders, do not fly an identifiable flag, or wear a uniform that indicates that they are Islamic Extremists, despite what the leadership of the United States may choose to claim in the present day. Rather, the Extremists have the ability to move freely about the globe and do not have a set territory where organized armies can pursue and battle them. This sort of an invisible threat, not centered in a geographic location but highly organized and well financed as well as armed to the hilt, holds the potential to destroy their enemies, such as the Western Democracies, which are somewhat restrained by physical borders and the need to engage in conventional warfare. Because of this, the paradox is clear- how can an enemy be fought if it cannot be readily seen or tracked? Also, the inability to negotiate with Islamic Extremists closes another avenue of resolving differences and stopping the bloodshed. Conclusion- What is the Future Threat? This paper has shown that Fundamental Islam has the means, mindset, and determination to bring Western Democracy to its knees, as well as the point of annihilation. What this will mean for the future is anyone’s guess but one thing is for sure- without some sort of decisive action against Islamic Fundamentalists, many more innocent lives may be lost, and hard lessons may be learned too late and at too high of a price. Works Cited Davidson, Lawrence. Islamic Fundamentalism. Westport, CT: Greenwood Press, 1998. Hoveyda, Fereydoun. The Broken Crescent: The â€Å"Threat† of Militant Islamic Fundamentalism. Westport, CT: Praeger, 1998. Marin-Guzman, Roberto. â€Å"Fanaticism: A Major Obstacle in the Muslim Christian Dialogue. the Case of Twentieth Century Islamic Fundamentalism. † Arab Studies Quarterly (ASQ) 25. 3 (2003): 63+. Mustikhan, Ahmar. â€Å"The Roots of Islamic Extremism. † World and I July 1999: 74.

Leadership Style

Finding a role model to evaluate his or her style of leadership and identifying ones own characteristics as a leader are he starting point for creating a personal development plan to work toward becoming the type of leader one wishes to be. Mary Kay Ash According to Hulk, transformational leaders, â€Å"seek to raise the consciousness of followers by appealing to ideals and moral values such as liberty, justice, equality, peace, and humanitarianism, not to baser emotions such as fear, greed, jealousy, or hatred† (2013, p. 347). Mary Kay Ash was a transformational leader.During a time period where women were not viewed as equal to men, she started a new business that empowered women. Not only did she build a business for women, she established a charitable foundation to support cancer research and later expanded its purpose to fighting violence against women (celebrating Mary Kay Ash†, n. D. ). It would take a huge amount of courage, confidence, and drive to accomplish th e things she was able to. To have this type of impact on such a large group of people even would provide a person with an enormous sense of accomplishment.Strengths of Self Qualities necessary to be a positive leader that are possessed by the author include respectful, good communicator, resourceful, rewarding, an openness to change, organized, delegated, takes initiative, listens to and responds to feedback as well as provides constructive feedback to others (University of Oregon, 2009). Treating others with respect will lead to them giving respect. Communicating is an essential function of leading. The leader must be able to share the goal and vision as well as provide direction. People also have a need to be heard, so it is important for a leader to listen to others and their ideas.Weaknesses Of Self Qualities that may hold a person from reaching his or her goal of being a transformational leader are being task oriented instead of people oriented. A transformational leader change s the lives of others and this is harder to accomplish if the main focus is the task not the person. A need to control has its strong points as well as its weaknesses. It is important to know when to allow others to take control. Characteristics that are Transformational To become this type of leader would not only transform the lives of others but of the author as a leader herself.Being a motivational leader is a positive starting point in working toward becoming a transformational leader. Knowing one's abilities is important but constantly striving to improve learning to do more and better can inspire others that they can do the same. Seeing an organized leader who thrives under pressure, using planning as a tool to succeed will show others they are capable of overcoming their stress and do better. The most important quality a person needs to become a transformational leader is a belief in and desire to developing others both personally and professional.Development Plan Having a m entor is an excellent way to identify a person's qualities as a leader and develop a plan that will help that person become the leader he or she desires to be. Working toward becoming a transformational leader is an enormous goal. The first step in reaching this goal is identifying the needs of others and how they are motivated. Then setting personal goals that work toward the development into a transformational leader. It is important to begin with smaller goals, such as encouraging coworkers to do more and do better.If they take pride in their work and their job it will reflect in the equines. By setting smaller, reachable goals a person will be encouraged and inspired to continue to work and reach the final goal. Conclusion Being in a position to empower, motivate, and uplift women is only part of what it would take to be a transformational leader. Taking action and taking charge of her life and future is what Mary Kay Ash did, and showed other women they could do it as well. To change a person's leadership style it is necessary to identify that person's characteristics as a leader. Leadership Style Definition of Leadership A leader is someone who can influence others and who has a managerial authority. Leadership is what leaders do. More specifically, it’s the process of influencing a group to achieve goals. Group Leadership Leadership is concerned with control and power in a group. Leadership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. Kinds of Leadership Groups typically benefit from two kinds of leadership i. e. Instrumental leadership Expressive leadership Instrumental Leadership: This kind of leadership refers to group leadership that focuses on the completion of tasks. Members look to instrumental leadership to make plans, give orders and get things done. Characteristics of instrumental leadership Instrumental leaders usually have formal, secondary relations with other group members. They give orders and rewards and punish members according to their contribution to the group’s efforts. Enjoy more respect from members when successful. Their main goal is completion of task. Expressive Leadership: Expressive leadership is a group leadership that focuses on the group's well being. Example: the democratic style of leadership is an example of expressive leadership. Characteristics of Expressive leadership Expressive leaders take less interest in achieving goals than in promoting the well-being of members, raising group morale and minimizing tensions and conflicts among the group members. Expressive leaders build more personal and primary ties. They show sympathy to their group members. They generally receive more personal affection. Leadership Styles Definition: Leadership styles refer to the various patterns of behavior favored by leaders during the process of directing and influencing workers. Sociologists describe leadership in terms of decision making styles. The three major types of leadership are the following: Authoritarian or autocratic leadership. Democratic or Participative leadership. Laissez-faire leadership. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. In the past several decades, management experts have undergone a revolution in how they define leadership and what their attitudes are toward it. They have gone from a very classical autocratic approach to a very creative, participative approach. Somewhere along the line, it was determined that not everything old was bad and not everything new was good. Rather, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. Authoritarian Leadership This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it are when you have all the information to solve the problem, you are short on time, and your employees are well motivated. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. These studies say that autocratic leaders: Rely on threats and punishment to influence employees. Do not allow for employee input. Autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: New, untrained employees who do not know which tasks to perform or which procedures to follow. Effective supervision can be provided only through detailed orders and instructions. A manager’s power is challenged by an employee. Democratic or Participative leadership The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader: Develops plans to help employees evaluate their own performance. Encourages employees to grow on the job and be promoted. Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything — this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit — it allows them to become part of the team and allows you to make better decisions. Laissez-faire leadership Laissez faire is a French word meaning noninterference in the affairs of others. Laissez means to let, allow and faire means to do. The laissez-faire leadership style is also known as the â€Å"hands-off? style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. This is an effective style to use when: Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used. Employees are trustworthy and experienced. Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. The manager’s personal background. What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think will work? The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. The company. The traditions, values, philosophy, and concerns of the company will influence how a manager acts. There are a lot of arguments for and against each of the effective leadership styles. For example, the followers of an authoritarian leader are more prone to having low motivation and morale. They may find it difficult to get inspired because the leader is more impersonal, task oriented, demanding, and not considerate of their opinions. However despite this, there are situations where an authoritarian leadership style is the most effective. Such as when time is short, when the leader has all the information and a quick decision is needed. Anything other than an authoritarian leader will result in poorer outcomes. Theories of Leadership People have been interested in leadership since they have started coming together in groups to accomplish goals. However, it wasn’t until the early part of the twentieth century that researchers usually began to study it. These early leadership theories focused on the leader (trait theories) and how the leader interacted with his or her group members (behavioral theories) while subsequent theories looked at other variables such as situational factors and skill level. While many different leadership theories have emerged, most can be classified as one of eight major types: ‘Great Man’ Theory Early research on leadership was based on the study of people who were already great leaders. These people were often from the aristocracy, as few from lower classes had the opportunity to lead. This contributed to the notion that leadership had something to do with breeding. The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. This was easy to verify, by pointing to people such as Eisenhower and Churchill. The term â€Å"Great Man† was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. Trait theory In searching for measurable leadership traits, researchers have taken two approaches: Comparing the traits of those who have emerged as leaders with the traits who have not and Comparing the traits of effective leaders with those of ineffective leaders. Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. Behavioral theory When it became evident that effective leaders did not seem to have a particular set of distinguishing traits, researchers tried to isolate the behavior characteristics of effective leaders. In other words, rather than try to figure out who effective leaders are, researchers tried to determine what effective leaders do i. e. how they delegate tasks, how they communicate with and try to motivate their followers or employees and so on. Behaviors, unlike traits, can be learned, so it is followed that individuals trained in appropriate leadership behaviors would be able to lead more effectively. Participative theory A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers' whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager. Contingency theory Contingency theories are a class of behavioral theory that contends that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others. Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. This theory focuses on the following factors: Task requirement. Peer’s expectations and behavior. Employees’ characteristics, expectations and behavior. Organizational culture and policies. Situational theory One of the major contingency approaches to leadership is Paul Hersey and Kenneth H. Blanchard’s â€Å"situational leadership model† which holds that the most effective leadership style varies with the â€Å"readiness† of employees. When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational ethods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and capability of followers. This, in turn, is affected by factors within the particular situation. The relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior. The leaders' pe rception of the follower and the situation will affect what they do rather than the truth of the situation. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior. Transformational or Charismatic theory Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed. One area of growing interest is the study of individuals who have an exceptional impact on their organizations. These individuals may be called â€Å"charismatic† or â€Å"transformational† leaders. First, many large companies including IBM, GM etc have embarked on organizational â€Å"transformations† programs of extensive changes that must be accomplished in short periods of time. Bass’s theory of transformational leadership Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader. He identified three ways in which leaders transform followers: Increasing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. Activating their higher-order needs. Bass has recently noted that authentic transformational leadership is grounded in moral foundations that are based on four components: Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration Transactional or Management theory Management theories (also known as â€Å"Transactional theories†) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are ewarded; when they fail, they are reprimanded or punished. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company gets authority over the subordinate. When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have th e resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding). Leadership Style Definition of Leadership A leader is someone who can influence others and who has a managerial authority. Leadership is what leaders do. More specifically, it’s the process of influencing a group to achieve goals. Group Leadership Leadership is concerned with control and power in a group. Leadership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. Kinds of Leadership Groups typically benefit from two kinds of leadership i. e. Instrumental leadership Expressive leadership Instrumental Leadership: This kind of leadership refers to group leadership that focuses on the completion of tasks. Members look to instrumental leadership to make plans, give orders and get things done. Characteristics of instrumental leadership Instrumental leaders usually have formal, secondary relations with other group members. They give orders and rewards and punish members according to their contribution to the group’s efforts. Enjoy more respect from members when successful. Their main goal is completion of task. Expressive Leadership: Expressive leadership is a group leadership that focuses on the group's well being. Example: the democratic style of leadership is an example of expressive leadership. Characteristics of Expressive leadership Expressive leaders take less interest in achieving goals than in promoting the well-being of members, raising group morale and minimizing tensions and conflicts among the group members. Expressive leaders build more personal and primary ties. They show sympathy to their group members. They generally receive more personal affection. Leadership Styles Definition: Leadership styles refer to the various patterns of behavior favored by leaders during the process of directing and influencing workers. Sociologists describe leadership in terms of decision making styles. The three major types of leadership are the following: Authoritarian or autocratic leadership. Democratic or Participative leadership. Laissez-faire leadership. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. In the past several decades, management experts have undergone a revolution in how they define leadership and what their attitudes are toward it. They have gone from a very classical autocratic approach to a very creative, participative approach. Somewhere along the line, it was determined that not everything old was bad and not everything new was good. Rather, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. Authoritarian Leadership This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it are when you have all the information to solve the problem, you are short on time, and your employees are well motivated. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. These studies say that autocratic leaders: Rely on threats and punishment to influence employees. Do not allow for employee input. Autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: New, untrained employees who do not know which tasks to perform or which procedures to follow. Effective supervision can be provided only through detailed orders and instructions. A manager’s power is challenged by an employee. Democratic or Participative leadership The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader: Develops plans to help employees evaluate their own performance. Encourages employees to grow on the job and be promoted. Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything — this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit — it allows them to become part of the team and allows you to make better decisions. Laissez-faire leadership Laissez faire is a French word meaning noninterference in the affairs of others. Laissez means to let, allow and faire means to do. The laissez-faire leadership style is also known as the â€Å"hands-off? style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. This is an effective style to use when: Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used. Employees are trustworthy and experienced. Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. The manager’s personal background. What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think will work? The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. The company. The traditions, values, philosophy, and concerns of the company will influence how a manager acts. There are a lot of arguments for and against each of the effective leadership styles. For example, the followers of an authoritarian leader are more prone to having low motivation and morale. They may find it difficult to get inspired because the leader is more impersonal, task oriented, demanding, and not considerate of their opinions. However despite this, there are situations where an authoritarian leadership style is the most effective. Such as when time is short, when the leader has all the information and a quick decision is needed. Anything other than an authoritarian leader will result in poorer outcomes. Theories of Leadership People have been interested in leadership since they have started coming together in groups to accomplish goals. However, it wasn’t until the early part of the twentieth century that researchers usually began to study it. These early leadership theories focused on the leader (trait theories) and how the leader interacted with his or her group members (behavioral theories) while subsequent theories looked at other variables such as situational factors and skill level. While many different leadership theories have emerged, most can be classified as one of eight major types: ‘Great Man’ Theory Early research on leadership was based on the study of people who were already great leaders. These people were often from the aristocracy, as few from lower classes had the opportunity to lead. This contributed to the notion that leadership had something to do with breeding. The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. This was easy to verify, by pointing to people such as Eisenhower and Churchill. The term â€Å"Great Man† was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. Trait theory In searching for measurable leadership traits, researchers have taken two approaches: Comparing the traits of those who have emerged as leaders with the traits who have not and Comparing the traits of effective leaders with those of ineffective leaders. Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. Behavioral theory When it became evident that effective leaders did not seem to have a particular set of distinguishing traits, researchers tried to isolate the behavior characteristics of effective leaders. In other words, rather than try to figure out who effective leaders are, researchers tried to determine what effective leaders do i. e. how they delegate tasks, how they communicate with and try to motivate their followers or employees and so on. Behaviors, unlike traits, can be learned, so it is followed that individuals trained in appropriate leadership behaviors would be able to lead more effectively. Participative theory A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers' whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager. Contingency theory Contingency theories are a class of behavioral theory that contends that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others. Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. This theory focuses on the following factors: Task requirement. Peer’s expectations and behavior. Employees’ characteristics, expectations and behavior. Organizational culture and policies. Situational theory One of the major contingency approaches to leadership is Paul Hersey and Kenneth H. Blanchard’s â€Å"situational leadership model† which holds that the most effective leadership style varies with the â€Å"readiness† of employees. When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational ethods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and capability of followers. This, in turn, is affected by factors within the particular situation. The relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior. The leaders' pe rception of the follower and the situation will affect what they do rather than the truth of the situation. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior. Transformational or Charismatic theory Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed. One area of growing interest is the study of individuals who have an exceptional impact on their organizations. These individuals may be called â€Å"charismatic† or â€Å"transformational† leaders. First, many large companies including IBM, GM etc have embarked on organizational â€Å"transformations† programs of extensive changes that must be accomplished in short periods of time. Bass’s theory of transformational leadership Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader. He identified three ways in which leaders transform followers: Increasing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. Activating their higher-order needs. Bass has recently noted that authentic transformational leadership is grounded in moral foundations that are based on four components: Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration Transactional or Management theory Management theories (also known as â€Å"Transactional theories†) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are ewarded; when they fail, they are reprimanded or punished. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company gets authority over the subordinate. When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have th e resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding). Leadership Style Finding a role model to evaluate his or her style of leadership and identifying ones own characteristics as a leader are he starting point for creating a personal development plan to work toward becoming the type of leader one wishes to be. Mary Kay Ash According to Hulk, transformational leaders, â€Å"seek to raise the consciousness of followers by appealing to ideals and moral values such as liberty, justice, equality, peace, and humanitarianism, not to baser emotions such as fear, greed, jealousy, or hatred† (2013, p. 347). Mary Kay Ash was a transformational leader.During a time period where women were not viewed as equal to men, she started a new business that empowered women. Not only did she build a business for women, she established a charitable foundation to support cancer research and later expanded its purpose to fighting violence against women (celebrating Mary Kay Ash†, n. D. ). It would take a huge amount of courage, confidence, and drive to accomplish th e things she was able to. To have this type of impact on such a large group of people even would provide a person with an enormous sense of accomplishment.Strengths of Self Qualities necessary to be a positive leader that are possessed by the author include respectful, good communicator, resourceful, rewarding, an openness to change, organized, delegated, takes initiative, listens to and responds to feedback as well as provides constructive feedback to others (University of Oregon, 2009). Treating others with respect will lead to them giving respect. Communicating is an essential function of leading. The leader must be able to share the goal and vision as well as provide direction. People also have a need to be heard, so it is important for a leader to listen to others and their ideas.Weaknesses Of Self Qualities that may hold a person from reaching his or her goal of being a transformational leader are being task oriented instead of people oriented. A transformational leader change s the lives of others and this is harder to accomplish if the main focus is the task not the person. A need to control has its strong points as well as its weaknesses. It is important to know when to allow others to take control. Characteristics that are Transformational To become this type of leader would not only transform the lives of others but of the author as a leader herself.Being a motivational leader is a positive starting point in working toward becoming a transformational leader. Knowing one's abilities is important but constantly striving to improve learning to do more and better can inspire others that they can do the same. Seeing an organized leader who thrives under pressure, using planning as a tool to succeed will show others they are capable of overcoming their stress and do better. The most important quality a person needs to become a transformational leader is a belief in and desire to developing others both personally and professional.Development Plan Having a m entor is an excellent way to identify a person's qualities as a leader and develop a plan that will help that person become the leader he or she desires to be. Working toward becoming a transformational leader is an enormous goal. The first step in reaching this goal is identifying the needs of others and how they are motivated. Then setting personal goals that work toward the development into a transformational leader. It is important to begin with smaller goals, such as encouraging coworkers to do more and do better.If they take pride in their work and their job it will reflect in the equines. By setting smaller, reachable goals a person will be encouraged and inspired to continue to work and reach the final goal. Conclusion Being in a position to empower, motivate, and uplift women is only part of what it would take to be a transformational leader. Taking action and taking charge of her life and future is what Mary Kay Ash did, and showed other women they could do it as well. To change a person's leadership style it is necessary to identify that person's characteristics as a leader. Leadership Style Definition of Leadership A leader is someone who can influence others and who has a managerial authority. Leadership is what leaders do. More specifically, it’s the process of influencing a group to achieve goals. Group Leadership Leadership is concerned with control and power in a group. Leadership can be aimed at either maintaining the interpersonal relationships in the group or prodding the group to achieve its task. Kinds of Leadership Groups typically benefit from two kinds of leadership i. e. Instrumental leadership Expressive leadership Instrumental Leadership: This kind of leadership refers to group leadership that focuses on the completion of tasks. Members look to instrumental leadership to make plans, give orders and get things done. Characteristics of instrumental leadership Instrumental leaders usually have formal, secondary relations with other group members. They give orders and rewards and punish members according to their contribution to the group’s efforts. Enjoy more respect from members when successful. Their main goal is completion of task. Expressive Leadership: Expressive leadership is a group leadership that focuses on the group's well being. Example: the democratic style of leadership is an example of expressive leadership. Characteristics of Expressive leadership Expressive leaders take less interest in achieving goals than in promoting the well-being of members, raising group morale and minimizing tensions and conflicts among the group members. Expressive leaders build more personal and primary ties. They show sympathy to their group members. They generally receive more personal affection. Leadership Styles Definition: Leadership styles refer to the various patterns of behavior favored by leaders during the process of directing and influencing workers. Sociologists describe leadership in terms of decision making styles. The three major types of leadership are the following: Authoritarian or autocratic leadership. Democratic or Participative leadership. Laissez-faire leadership. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. In the past several decades, management experts have undergone a revolution in how they define leadership and what their attitudes are toward it. They have gone from a very classical autocratic approach to a very creative, participative approach. Somewhere along the line, it was determined that not everything old was bad and not everything new was good. Rather, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. Authoritarian Leadership This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it are when you have all the information to solve the problem, you are short on time, and your employees are well motivated. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. These studies say that autocratic leaders: Rely on threats and punishment to influence employees. Do not allow for employee input. Autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: New, untrained employees who do not know which tasks to perform or which procedures to follow. Effective supervision can be provided only through detailed orders and instructions. A manager’s power is challenged by an employee. Democratic or Participative leadership The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader: Develops plans to help employees evaluate their own performance. Encourages employees to grow on the job and be promoted. Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything — this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit — it allows them to become part of the team and allows you to make better decisions. Laissez-faire leadership Laissez faire is a French word meaning noninterference in the affairs of others. Laissez means to let, allow and faire means to do. The laissez-faire leadership style is also known as the â€Å"hands-off? style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. This is an effective style to use when: Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used. Employees are trustworthy and experienced. Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. The manager’s personal background. What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think will work? The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. The company. The traditions, values, philosophy, and concerns of the company will influence how a manager acts. There are a lot of arguments for and against each of the effective leadership styles. For example, the followers of an authoritarian leader are more prone to having low motivation and morale. They may find it difficult to get inspired because the leader is more impersonal, task oriented, demanding, and not considerate of their opinions. However despite this, there are situations where an authoritarian leadership style is the most effective. Such as when time is short, when the leader has all the information and a quick decision is needed. Anything other than an authoritarian leader will result in poorer outcomes. Theories of Leadership People have been interested in leadership since they have started coming together in groups to accomplish goals. However, it wasn’t until the early part of the twentieth century that researchers usually began to study it. These early leadership theories focused on the leader (trait theories) and how the leader interacted with his or her group members (behavioral theories) while subsequent theories looked at other variables such as situational factors and skill level. While many different leadership theories have emerged, most can be classified as one of eight major types: ‘Great Man’ Theory Early research on leadership was based on the study of people who were already great leaders. These people were often from the aristocracy, as few from lower classes had the opportunity to lead. This contributed to the notion that leadership had something to do with breeding. The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. This was easy to verify, by pointing to people such as Eisenhower and Churchill. The term â€Å"Great Man† was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. Trait theory In searching for measurable leadership traits, researchers have taken two approaches: Comparing the traits of those who have emerged as leaders with the traits who have not and Comparing the traits of effective leaders with those of ineffective leaders. Early research on leadership was based on the psychological focus of the day, which was of people having inherited characteristics or traits. Attention was thus put on discovering these traits, often by studying successful leaders, but with the underlying assumption that if other people could also be found with these traits, then they, too, could also become great leaders. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. Behavioral theory When it became evident that effective leaders did not seem to have a particular set of distinguishing traits, researchers tried to isolate the behavior characteristics of effective leaders. In other words, rather than try to figure out who effective leaders are, researchers tried to determine what effective leaders do i. e. how they delegate tasks, how they communicate with and try to motivate their followers or employees and so on. Behaviors, unlike traits, can be learned, so it is followed that individuals trained in appropriate leadership behaviors would be able to lead more effectively. Participative theory A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers' whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager. Contingency theory Contingency theories are a class of behavioral theory that contends that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others. Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. This theory focuses on the following factors: Task requirement. Peer’s expectations and behavior. Employees’ characteristics, expectations and behavior. Organizational culture and policies. Situational theory One of the major contingency approaches to leadership is Paul Hersey and Kenneth H. Blanchard’s â€Å"situational leadership model† which holds that the most effective leadership style varies with the â€Å"readiness† of employees. When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational ethods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and capability of followers. This, in turn, is affected by factors within the particular situation. The relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior. The leaders' pe rception of the follower and the situation will affect what they do rather than the truth of the situation. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior. Transformational or Charismatic theory Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed. One area of growing interest is the study of individuals who have an exceptional impact on their organizations. These individuals may be called â€Å"charismatic† or â€Å"transformational† leaders. First, many large companies including IBM, GM etc have embarked on organizational â€Å"transformations† programs of extensive changes that must be accomplished in short periods of time. Bass’s theory of transformational leadership Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader. He identified three ways in which leaders transform followers: Increasing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. Activating their higher-order needs. Bass has recently noted that authentic transformational leadership is grounded in moral foundations that are based on four components: Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration Transactional or Management theory Management theories (also known as â€Å"Transactional theories†) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are ewarded; when they fail, they are reprimanded or punished. The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company gets authority over the subordinate. When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have th e resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding).