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Successful Versus Effective Leader

Successful Versus Effective Leader

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Published by Abhijit Jadhav

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Published by: Abhijit Jadhav on Sep 23, 2009
Copyright:Attribution Non-commercial

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10/11/2013

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SUCCESSFUL VERSUS EFFECTIVE LEADER
According to some experts, the influence of leaders on organisational outcomesis overrated and romanticized and this results into biased attributions aboutleaders. Still, it is largely accepted that leadership is central to a performingorganisation and leaders do contribute to key organisational outcomes. In orderto facilitate successful performance it is important to understand and accuratelymeasure leadership performance.It is important to distinguish between performance and effectiveness.Performance reflects behaviour, while effectiveness implies the assessment of actual organisational outcomes. So, it becomes important to delineate theparticular behaviours that contribute to key organisational outcomes versus theactual organisational outcomes. At times, outcomes may be subject to externalfactors and beyond the control of the leader and it may not be easy to determinewhat exactly is driving a particular outcome.Leadership effectiveness refers to the ability to influence others and achievecollective goals, according to Judge, Bono, Ilies, & Gerhardt study. Someresearchers, however, suggest that leadership success ought to be based on theeffectiveness of the team, group, or organisation. But, leadership effectiveness is
“often based on the
perceptions of subordinates, peers, or supervisors.
 
Many studies rely on peer rankings on who emerges as a leader in a givensituation, even though many personality traits have been associated withleadership emergence For example, extraversion and openness to experiencehave been positively associated with leader effectiveness, while neuroticism wasnegatively related to leader effectiveness.The relationships between personality traits and performance outcomes werestronger for leader emergence than for leader effectiveness. Another relatedconcept is leadership advancement over a long career span. Early longitudinalresearch had suggested that factors such as interpersonal, cognitive, andadministrative skills were related to leader advancement.While overlap exists among these constructs, some distinction has to be madebetween job performance and effectiveness of leadership. By Job performance ismeant contributions of the leader to organi-sational goal accomplishment(Motowidlo, 2003). Job effectiveness refers to evaluation of the results achievedby the leader. Effectiveness can be influenced by a variety of external factors,
outside of the leader’s immediate control (Campbell et al., 1993). As such, it may
not be accurate to attribute all the achievement factors to an indivi-
dual’s
leadership capabilities.
For example, so many CEO’s
became achievers onlyduring the booming spree.Therefore, while assessing performance, it is appropriate to examine elements
within the leader’s control, suc
h as speci-fic behaviours that facilitate collectiveaction and goal achievement. Evaluating leadership in such a manner is necessary

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