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<\/a> \u00a0<\/p>\r\nLeadership has a profound impact on the performance, motivation, and well-being of every team. But what truly defines an effective leader? In this article, we explore the qualities and behaviors that distinguish great leaders.<\/p>\r\n\r\n\r\n\r\n
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Objectively, we can measure a leader\u2019s effectiveness based on the influence they had in setting new goals and the extent to which those goals were achieved<\/strong>. Subjectively, however, we tend to evaluate leaders based on other factors. These include their character and the integrity of the methods they use to influence others and achieve goals. And, of course, the nature of the goals toward which they guide others.<\/p>\r\n <\/p>\r\n\r\n\r\n\r\n\r\n\r\n <\/p>\r\n <\/p>\r\n\r\n\r\n\r\n The scientific community that studies effective leadership has developed various related theories. Below, we present some of the most notable ones: \u00a0<\/p>\r\n <\/p>\r\n\r\n\r\n\r\n <\/p>\r\n <\/p>\r\n\r\n\r\n\r\n The basic assumption here is that leadership is an exchange process<\/strong>, similar to contractual relationships in economic life, and depends on the good faith of the participants<\/strong>. Leaders interact with subordinates to achieve results, create expectations, set goals, and provide recognition and rewards for task completion. Mutual benefits are exchanged between leaders and followers within a framework of rewards and \u201cpenalties\u201d that shape cooperation and trust. \u00a0<\/p>\r\n <\/p>\r\n\r\n\r\n\r\n <\/p>\r\n <\/p>\r\n\r\n\r\n\r\n This approach to leadership focuses on how leaders transform group goals and actions mainly using their charisma. While transactional leaders appeal to the personal interests of subordinates, transformational leaders inspire<\/strong> them to embrace a vision<\/strong> that goes beyond individual self-interest. \u00a0<\/p>\r\n\r\n\r\n\r\n The three key elements<\/strong> of transformational leadership are:<\/p>\r\n\r\n\r\n\r\n <\/p>\r\n\r\n <\/p>\r\n\r\n\r\n\r\n <\/p>\r\n <\/p>\r\n\r\n\r\n\r\n Rensis Likert, Director of the Institute for Social Research at the University of Michigan, developed a theory describing four leadership styles. These depend on the degree of participation in decision-making<\/strong>. \u00a0<\/p>\r\n\r\n\r\n\r\n <\/p>\r\n Exploitative-Authoritative System<\/strong><\/p>\r\n\r\n\r\n\r\n <\/p>\r\n\r\n\r\n\r\n Well-Intentioned Authoritative System<\/em><\/strong><\/p>\r\n\r\n\r\n\r\n <\/p>\r\n\r\n\r\n\r\n Consultative System<\/em><\/strong><\/p>\r\n\r\n\r\n\r\n <\/p>\r\n\r\n\r\n\r\n Participative System<\/em><\/strong><\/p>\r\n\r\n\r\n\r\n <\/p>\r\n <\/p>\r\n\r\n\r\n\r\n As mentioned in the introduction, there are many subjective interpretations of what an effective leader is. However, there seems to be a growing agreement regarding the characteristics that define a leader who delivers results while also maintaining healthy team relationships. In a\u00a0 relevant article<\/a> in the Harvard Business Review<\/strong>, the results of an interesting study were presented. A total of 195 leaders around the world were asked to rate 74 leadership qualities.<\/p>\r\n\r\n\r\n\r\n The qualities that were ranked highest were related to characteristics such as:<\/p>\r\n\u00a0<\/h2>\r\n
Key Leadership Theories<\/h2>\r\n
Transactional Leadership<\/a><\/span><\/em><\/strong><\/h3>\r\n
Transformational Leadership<\/a><\/span><\/em><\/strong><\/h3>\r\n
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Likert’s Leadership Styles<\/a><\/span><\/em><\/strong><\/h3>\r\n
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Perspectives on the Effective Leader<\/h2>\r\n