Introduction

Leadership Theories & Style

Leadership Styles

Transactional Leadership Style

• Management by exception (Active): this is not relinquishment of leadership that characterized lassie Faire leadership, managers who followed these types of management have inherent trust in their workers to end the job at the satisfactory note and would further avoid rocking of the boat. However, this type of leadership does not inspire workers beyond the set outcome but if the targets is achieved that directly means the system has worked and everyone is satisfied and implies the business is also running smoothly. Many of these scholars believe that it is important to have little sense of adventure or new perspectives, as it drives cultural changes. to sum it up, it would be right to say that management by exception(active) includes rest among the employees, lack of confidence and maintenance of status quo.

• Management by Exception (Passive): this is also one of the styles of the transactional leadership that are followed by the manager where the usually avoid specifying agreement and also fails to provide the standards that are expected by the employees to be achieved. In such cases the leaders wait for the things to go wrong before considering in actions.

Transformational Leadership Style

Leadership Theories

Trait theory

Situational theory

The theories of contingency recommends that there is no precise standard for leadership as the leadership style tends to influence according to this situation of the followers, quality, and number of other variables. According to this theory it believes that there is no right way to lead as internal and external dimension of the environment requires the leader to adapt themselves according to the situation. In most of the cases it has been found that leaders not only change the environment but also the dynamics at the same time employee also change. Contingency theory believes that the leaders focus towards the leader-subordinates relationship and according to the situational theories authors who believe that subordinates tend to play a vital role when it comes to defining the relationship. Though the situational leadership tends to emphasis upon the leaders, as they tend to create a significant focus on the group dynamics. "These studies of the relationships between groups and their leaders have led to some of our modern theories of group dynamics and leadership”

Roles & responsibilities of leaders and managers

Management and leadership are two important aspects Which are needed in the organization in order to succeed. Although the two of them are similar in some respects, however they are involved differently in terms of skills, outlook and the behavior. good managers tend to strive to be good leaders whereas good leaders need management skills in order to be effective. leaders are known for having a vision for achieving a particular goal and hence they have the potential to communicate this to others and it was these strategies so that the vision could be realized. they are known for motivating the employees and they are also known for negotiating for the resources and the other support that are needed to achieve the goal. on the other hand, managers make sure that the available resources are proper and well organized an have been applied to produce the best result for the organization. Moreover, in the resource constraint and the complex involvement it is important for manager to be also a leader in order to bring optimum result for the organization. Many of the assume that managers are leaders which is not correct as a manager do not exercise leadership and there are many of these people who leads without the management positions. therefore, there is a controversial debate between the difference between the two. Many of the scholars have argued then management as well as leadership tend to overlap with each other, however the two Aspects are not synonymous. in fact, some of these scholars believe that both the activities are extremely opposite as good leaders cannot be good managers and however good managers can be good leaders.

Section II

Skills needed by 21st century leaders

From the above section I analysis, it can be said that the most prominent skills and behavior that is needed for the 21st century leaders would include some who is self-aware and emotionally intelligent. Besides that, they need someone who can use various leadership style in the different situation. These skills are needed so that they can build the culture which can be called as performance-enhancing culture in the organization, however in order to formulate such culture which is sustainable, caring and ethical it is important for the leaders to bring out the values that to in the higher level of the consciousness. Additionally, it is also important for the leaders be authentic, radical and should lead beyond their self-interest, ego and should work for the all the shareholders. However, three most important skills that are needed by the 21^st century leaders would include:

Implementation and Evalution plan