What Makes a Good Leader (Organisational Behaviour) Essay

What Makes a Good Leader (Organisational Behaviour) - Essay ExampleIn contemporary times, we tend to figure and relate to lead in relation to worry of race for attaining specific goals. A comprehensive notion of leadership can be obtained by learning about Abraham capital of Nebraska, the 16th President of the United States. This overlay evaluates capital of Nebraskas leadership qualities, as explained in literature on politics, hi tommyrot and management, in similitude with conventional and contemporary leadership theories. Methods Numerous concepts and theories of leadership exist in the management literature. Northouse (2009) has clubbed various leadership theories into understandable concepts, which include the trait, management, skills, style, situation, transformational, authentic leadership, psychodynamic theory etc. In this report, Lincolns leadership base on these theories and perspectives is evaluated in a concise manner. Results From skills perspective, Tarbell (2 008) points out that Lincolns efforts in speech making started during his childhood and used to attend court sessions to learn law. He had the ability to attract crowds by initiating story telling acts, which were highly appreciated by the crowds. Lincoln was greatly drawn towards gaining noesis and understanding of politics, history, as well as great leadership of people such as Washington (Charnwood, 2008). According to Curtis (1902), Abraham Lincolns originality, fearlessness, and self- confidence, his inerrant perceptions of right and wrong, made him a leader and gave him an influence which other men did not have (p.371). Northouse (2009) highlights quin types of power that leaders exercise namely, referent, expert, legitimate, reward and coercive power, all of which were exercised by Lincoln. From leadership traits theory perspective, Lincolns leadership can be compared with Stodgills postulation of leadership traits (see appendix 1). In fact, Northouse (2009) explains that trait theories of leadership are based on the innate qualities and characteristics possessed by great leaders of the past, of which Lincoln is also one. The skills perspective emphasizes three main competencies, problem-solving skills, social judgment skills and knowledge. Abraham Lincolns skills of communicating, inspiring, immense knowledge and the representation he handled the civil war are exemplary of his unmatchable leadership skills. His strategic way of handling the civil war after he was elected as the President paved sure-fire ending of the war (Wilson, 2008), especially when he did not have any experience of handling war. Moreover, his knowledge, people connect, and ability to influence and inspire helped in this situation. Lincolns leadership style is believed to be tensile and also firm, and it depended upon the situation. Phillips (2007) explains that Lincoln was remarkably consistent during his Presidency, which was replicated to his cabinet members actions and dec isions. Here, he was also directive and encouraging. He encourage involvement from others in critical decision making processes, especially those related to the civil war. Phillips (2007) explains, Lincoln was a leader who would not and did not limit himself (p.78) this indicates his flexibility and commitment towards his responsibilities and ambition. These two skills are considered as native skills for leaders. On the leadership grid, proposed by Blake and Mouton, Lincoln can be placed in Team management grid because of