In this assignment, leadership will be defined and analysed, then explore different approaches and traits to leadership and its importance in the context of Social housing specifically referencing Cardiff community Housing Associations as case study and then summarise with conclusion.
Leadership is one of the most important criteria in Social housing. It is the process of interaction between the leadership, Stakeholders, staff, our tenants and wider communities, Influencing, Inspiring and motivating them toward the Vision, Values and outcomes. Having researched and looked at the many definition of Leadership, it was very difficult to choose one. As stated by Fitton “Leadership is a ...view middle of the document...
” Bellows (1959) defined leadership as “process of arranging a situation so that various members of a group, including the leader, can achieve common goal with maximum economy and minimum of time and work.” For Knickerbocker (1948), “leadership exists when a leader is perceived by a group controlling (the) means for the satisfaction of their needs.
Classical organisational theorist defined leadership in terms of achieving a group’s objectives R.C Davies (1942) referred to leadership as “the principle dynamic forces that motivates and coordinates the organisation in the accomplishment of its objectives.” Similarly, Urwick (1953) stated that the leader is “the personification of common purpose not only to all who work under taking, but to everyone outside it.” K. Davies (1962) defined leadership as “the human factor which binds a group together and motivates it towards goals.” Cattell (1951) took the extreme position that leadership is whatever or whoever contributes to the group’s performance. To measure each members Leadership, Cattell noted, removed him or her from the group, one at a time, and observe what happens to the group’s performance. Calder (1977) and Pfeffer (1977) “stated that leadership is mainly influence and is even attributed to participants after the fact.
The attribution maybe based on implicit theories of leadership (Rush, Thomas, & Lord, 1977). Implicit theories of leadership are what we expect leaders to say and do, the traits and behaviours we attribute to the stereotype of a leader. Offerman, Kennedy, and Wirtz (1994) reviewed the content, structure and generalizability of implicit leadership theories. Burns (1978) defines leadership as mobilization process by individual with certain motives, values and access to resource in a context of competitive and conflict in the pursuit of goals. Nigel Nicholson speaks of leadership as either a position or process (Bradshaw, 2002).
Kouzes and Posner (2007, Pg23) states that from their analysis of personal best Leadership experience challenges the myth that leadership is something that you find only at the highest level of organisation and society, we found it everywhere. These findings also challenge the belief that leadership is reserved for a few charismatic men and women. Kouzes and Posner (2007) quotes that leadership is an identifiable set of skills and abilities that is available to all of us. Kouzes and Posner believe that leadership is relationship, a relationship characterized by mutual respect and confidence will overcome the greatest adversities and leave the legacy of significances.
For Burns (1978), Bennis (1983), Bass (1985a), and Tichy and Devanna (1986), Leadership can transform followers, create vision of goals that may be attained, and articulate for the followers the way to attain those goals. Luis Munoz...