Interactive Leadership

Examples of Interactive Leadership in the following topics:

• Interactive Leadership

  • Interactive leadership involves leaders' engaging followers to increase their understanding of tasks and goals.
  • Effective leadership requires communicating and engaging with followers.
  • The interactive style of leadership makes it a priority to inform followers about important matters related to their goals and tasks and to clarify understanding.
  • In this way, interactive leaders are role models who exhibit the quality of reciprocal interactions they seek with others.
  • Explain the importance of interactive leadership in generating motivation and commitment to shared objectives

• Four Theories of Leadership

  • Theories of effective leadership include the trait, contingency, behavioral, and full-range theories.
  • For a number of years, researchers have examined leadership to discover how successful leaders are created.
  • Instead, the interaction between those individual traits and the prevailing conditions is what creates effective leadership.
  • Fiedler's contingency model of leadership focuses on the interaction of leadership style and the situation (later called situational control).
  • The full-range theory of leadership is a component of transformational leadership, which enhances motivation and morale by connecting the employee's sense of identity to a project and the collective identity of the organization.

• Shared Leadership

  • Shared leadership means that leadership responsibilities are distributed within a team and that members influence each other.
  • Unlike traditional notions of leadership that focus on the actions of an individual, shared leadership refers to responsibilities shared by members of a group.
  • Shared leadership can involve all team members simultaneously or distribute leadership responsibilities sequentially over the group's duration.
  • Leadership roles may be assigned based on expertise and experience.
  • Three aspects of how a group interacts can facilitate shared leadership: shared purpose, social support, and voice.

• A Blended Approach to Leadership

  • The full-range leadership theory blends the features of transactional and transformational leadership into one comprehensive approach.
  • The full-range theory of leadership seeks to blend the best aspects of transactional and transformational leadership into one comprehensive approach.
  • Transactional leadership focuses on exchanges between leaders and followers.
  • The questionnaire is most effective with eight to twelve respondents, as this feedback gives leaders a broad set of perspectives from the people who interact with them.
  • Assess the intrinsic value of blending transactional leadership behaviors with transformational leadership behaviors

• Leadership and Situational Context: Fiedler

  • The Fiedler model shows that effective leadership depends on how a leader's traits and the surrounding context interact.
  • Fred Fiedler's model of leadership states that different types of leaders are required for different situations.
  • Fiedler subsequently enhanced his original model to increase the number of leadership traits it analyzed.
  • The Fiedler situational contingency model measures leadership traits with a test that provides a leadership score corresponding to the workplace where the leader would be most suited.
  • The LPC test reveals how respondents react to those that with whom they do not like working, and thereby reveals leadership contexts best suited to the test takers' personality.

• E-Leadership

  • Their interactions are made possible by information and communication technology.
  • By their nature, virtual teams have particular leadership needs.
  • The absence of in-person interaction has at least two consequences.
  • The lack of social interaction can inhibit trust and group cohesion.
  • Discuss the growing importance and technological potential of integrating leadership across chronological and geographical boundaries

• The Trait-Theory Approach

  • Following studies of trait leadership, most leader traits can be organized into four groups:
  • Interpersonal attributes:These relate to how a leader approaches social interactions.
  • Trait leadership also takes into account the distinction between proximal and distal character traits.
  • The model rests on two basic premises about leadership traits.
  • The second premise maintains that the traits differ in how directly they influence leadership.

• Leadership and Followers: Hersey and Blanchard

  • Hersey and Blanchard's model defines effective leadership based on leadership style and maturity of follower(s).
  • Situational leadership states that there is no single, ideal approach to leadership because different types of leadership are required in different contexts.
  • The Hersey and Blanchard model explains effective leadership in terms of two variables: leadership style and the maturity of the follower(s).
  • Relationship behavior concerns how people interact together to achieve a goal.
  • The various combinations of high and low task and relationship behaviors suggest four leadership roles:

• Honesty in Leadership: Kouzes and Posner

  • Kouzes and Posner identify five behaviors of effective leadership, with honesty essential to each.
  • Leadership is the ability to motivate people and mobilize resources to accomplish a common goal.
  • In leadership, honesty is an important virtue, as leaders serve as role models for their subordinates.
  • Honesty also brings a degree of transparency to a leader's interaction with others.
  • This model was created by Kouzes and Posner to emphasize vital leadership practices.

• Leadership Styles

  • Cohen, the senior vice president for Right Management's Leadership Development Center of Excellence, describes the engaging leadership style as communicating relevant information to employees and involving them in important decisions.
  • This leadership style can help retain employees for the long term.
  • Under the autocratic leadership style, decision-making power is centralized in the leader.
  • Bass used Burns's ideas to develop his own theory of transformational leadership.
  • Different situations call for particular leadership styles.