Understanding Leadership.
Leadership
is the art of getting people do something that you want to be accomplished
because they want to do it. Leaders encourage individuals to do the right thing
instead of making them do what is right or expected of them; they set the
direction for themselves and others, develop a vision, identify shared goals,
find a perfect fit role for every team member, build collaboration as well as
innovate. Leadership shows people the map to follow to win by working toward
particular organization's goals as a team.
The
connection between leadership and psychology is that it teaches leaders the
skills and perspectives needed to address domestic and international challenges
of globalization . Psychology teaches leaders to emphasize on the understanding
of group as well as individual behaviors as one complex system to accomplish
change that is positive and sustainable for all. Another relationship between
leadership and psychology is that it makes sure that organizations recognize
the importance of training leaders who are capable of creating adaptive change
instead of superficial change.
There
various leadership theories. The trait theory in one of them and it assumes
that individuals are born with different inherited traits, and some of them are
specifically suited for leadership. According to this theory, good leaders have
the right or enough combination of leadership traits. For example, according to
this theory a person who naturally possesses emotional stability, composure, is
quick to admit an error and has excellent interpersonal skills is most likely
to be a successful leader than the one who has to teach himself or herself
these traits (Leadership Central, n.d.). Another leadership theory is the
behavioral theories that assume that leaders can be developed or made instead
of born. According to this theory, a leader is successful when he or her behavior
is learned. For instance, an organization that encourages punctuality in its
leaders by scolding them when they arrive late to meetings.
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