TABLE OF CONTENT: INTRODUCTION.............................................................................3 DEFINITION....................................................................................3 LEADERSHIP IS INBRON...............................................................4 LEADERSHIP CAN BE MADE..........................................................4 ANALYSIS.......................................................................................6 CONCLUSION..................................................................................9 REFERENCES..................................................................................

1. INTRODUCTION Human resources are inevitable as far as an organisation is concerned, they can be called as the soul and blood of business. Every resource of business has to be properly managed if not it will become waste and sometimes it may even become a liability for the firm. The main duty of Human Resource Management is to ensure that the business gets most out their employees. The H.R is the management which ensures that the amount invested in the company regarding their people or employees is properly utilised. Another important job of H.R is recruitment and selection of new employees to the organisation. This assignment is concerned with Leadership and its relationship with the concept of employee motivation. Some researchers believed that Leadership qualities in people are inborn (Kilpatrick and Locke 1991; and Northouse 1997) while some others believed that it depends on behaviour, trust atmosphere etc (Blake and Mouton 1964; Northouse 1997). This study critically evaluates both of these statements on the basis of leadership and its relationship with motivating employees.

2 . DEFINITION
Leadership has been an article in many books and magazines. Scientist, researchers, philosophers, administrators, politicians, educationists, etc all have discussed it in different perspectives, but they all have stated a leader as the key man in the group who lead his employees or his people towards the goal. Leadership can be defined as a skill in which a person have:

   

The ability to organise a particular task or an event The ability to motivate others. The ability to work as a group. To be a team leader

(Bernard 1926, Leadership a publication of college of defence management )

3. LEADERHIP IS INBORN Kilpatrick and Lockes study indicates that leadership is due to their personal qualities. They indicated that there are six distinguishing features that separate leaders from the ordinary people. And they are the following:
2

1.) 2.) 3.) 4.) 5.) 6.)

The ambition and the desire to lead something Self confidence and knowledge Intelligence Honesty Integrity An increasingly high level of energy (Alexander-Stamatios G. Antoniou, Cary L. Cooper,1991)

A leader should be a person who should help others to achieve their goals and to motivate also to motivate them. There are some people who have an inborn or a natural talent within them to be a successful leader. They can easily motivate and inspire others, as they have a charismatic character, some well known persons with such qualities are Mahatma Gandhi, Abraham Lincoln etc. They were not given any special training in order to become a leader, they became that by their choice. These people wont be or cannot be listed under any ordinary people but will be treated as extra ordinary men with extra ordinary qualities. It can be in any field, political, business or religious. An ambitious leader will select his own mentor and try to imitate his character in his/her life it helps a lot in character formation. This type of leaders are not very common in our society as these skills are not developed but it is to be found in oneself. The chances of a person who have inborn leadership skills to become a leader depends to an extent on his /her circumstances and the environment that he lives in. Northouse suggested four components to characterise the leadership and they are the following:     Leadership is a process for development It is a process of influencing others It happens within a group or within a team. Attaining the stipulated goal is a part of leadership (Derek Torrington, Laura Hall, Stephen Taylor 1997 Human Resource Management, 6th edition p.326)

The problem which Kilpatrick and Locke failed to take into consideration is that a person cannot have all the qualities of leader alone. He may have some quality like proper decision making or self confidence or the ability to inspire people etc, but the rest of the qualities have to be injected into them. For that purpose they have to be given proper training and their skills have to be developed

4. LEADERSHIP CAN BE MADE

But on the other hand Blake and Mounton have put forward that the leadership is not for the chosen few, it depends on leadership behaviour, which in turn depends on his/her role, work, output, concern, trust etc. Their research says that leadership is accessible for all people and can be learned as a behaviour. The framework for thinking about the task of a leader against a person was developed by them, it was called the Managerial Grid or Leadership Grid. It was based on two dimensions: 1.) Concern for producing a product : In this a leader gives importance to: a) Objectives of an organisation or his team b) the efficiency of the work c) productivity of the firms or organisation 2.) Concern for persons: In this the manager or the leader takes into consideration the need of his/her team members and their interest and development when considering how to accomplish a particular task. The Blake and Mounton had defined the following five leadership styles

(www.mindtools.com)

Country Club Leadership-High People/Low Production In this style the leader is concerned about the needs and feelings of his or her team members. The leader in this category operate with the assumption that as lond as their members are happy they will work properly and produce the desired outputs. But in this situation the output or production suffers due to lack of control and direction of the employees. Produce or Perish Leadership-High production/Low People In this style the leaders believe that their employees are a means to an end. In this category leaders are very autocratic and strict and believes punishment as one of the best ways to improve the performance of employees.

Impoverished Leadership Low Production/Low People In this style the leader is mostly ineffective. In this the leader has no regard for getting the work done or creating a suitable work environment for the employees. It results in dissatisfaction and disharmony. Middle-of-the-Road Leadership Medium Production/Medium People This style is similar to an ideal compromise, but the problem with such concern is that when a particular firm compromise it have to give away a bit of each companies interest. The leaders who follow this style believes that it is the best they can get within. Team Leadership High Production/High People This style is the pinnacle of managerial style as per Blake Mouton model. The leaders who follow this style gives importance to production needs as well as the need of its employees. In this the employees are involved in understanding the how the organisation works and when employees are given a stake in the organisation and their success, their production needs and their own needs coincides. Applying the Blake Mouton Managerial Grid It involves the following steps: a. Identifying the leadership styles b. Identify the areas of improvement and develop your leadership skills c. Put the grid in context

5. ANALYSIS: Although there are two stands on this question the main thing which is to be considered is that how these leaders motivate their employees. And in order to motivate the employees a person should have some leadership qualities within them, whether it be acquired by birth or by training and development. The definition of leadership quoted by Henry Harris states Leadership, as a collective function. Collective with regard to that, it is the integrated synergized expression of the group's efforts: it is not the sum of individual dominance and contributions; it is their relationship. (Henry Harris, The Group Approach to Leadership Testing) In contrast to what Blake and Mouton had stated, John Adiar have said that Nobody can teach leadership. It is something you have to learn on your own, from your own experience. A leader can be a politician, businessman an entrepreneur or a religious leader or even your friend who posses certain qualities, which we say is their leadership qualities. The successful development of leadership has always been linked to three variables. They are the following:
y

Individual characteristics
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y y

The quality of leadership program and its nature Support from supervisors (Baldwin T & Ford, K 1988, Transfer of training)

A part from this a good leader should have the following as characters well (John Adiar):
y y y y y y y y

Ability to motivate or inspire others Self confidence Enthusiasm Fairness Integrity Toughness Optimistic or positive attitude Willingness to take risk

The leadership styles are as follows: (Murray Joshannsen, Leadership Style Overview) 1.) Situational leadership: According to Paul Hersey and Ken Blanchard, Situational Leadership is not something you do to people but its something you do with people. The underlying principle behind this theory is that there is no single best style of leadership (Paul Hersey), it is almost like giving all what they desire or what they need. 2.) Transactional Leadership: In this leadership the person works within the rules i.e. he follows according to the things mentioned in the book. It is usually seen in big organisations. This style of leadership is usually associated with visionary and charismatic leadership. Charismatic leadership is usually inborn and cannot be teached, whereas Visionary leaders tells about the future followers.

3.) Facilitative Leadership: In this a person uses indirect communication methods. It is mainly used by persons who runs a meeting. This is mainly about inspiring people to look beyond their interest. In this style of leadership the leader should have good communication skill, soft skills etc. It is described as a broad strategy which is defined by Conley & Goldman(1994) as: "the behaviours that enhance the collective ability... to adapt, solve problems, and improve performance." 4.) Autocratic leadership: These are the type of leaders who take the decision in their company without consulting their juniors or team members. This style can be justified only when the decisions are to be taken very quickly. (http://www.mindtools.com/pages/article/newLDR_84.htm)

5.) Democratic Leadership: This style of leadership is also called Participative leadership and this style gives priority to team works. In this style, in contrast to autocratic leadership the leader will listen to his employees or his juniors but at the same time the final decision regarding the matter will be taken by the leader only. (Article Source: http://EzineArticles.com/4882508 ) CONCLUSION: The question of whether born leaders are better or the trained leaders have being going around for many years. The main reason why no one can support one statement with solid evidence is that there is truth in both the stands. Every leadership styles or models are based on the assumption that the leaders can motivate others. In todays world there is stiff competition in every field of business, so it is the duty of leaders to ensure that their firms or companies have not only the ability to survive, but also to develop and improve their position and achieve their target as well. And in order to produce that result a person should have all the proper qualities of leader and not just one or two inborn qualities. And among the qualities of leader one of the main quality of is to motivate employees, and there is chance that sometimes these qualities may be absent in a person who have the so called Inborn Leadership Quality, but on the other hand the person or the leader who is properly trained is expected to face such problem as he already have coaching to do such works.

REFERENCES

1. Alexander-Stamatios G. Antoniou, Cary L. Cooper,1991 2. Armstrong, Michael 2006. A Handbook of Human Resource Management Practice (10thEd.). London: Kogan Page. ISBN 0-7494-4631-5. OCLC 62282248 3. Baldwin, T. & Ford, K. 1988, Transfer Of Training: A Review And Directions For Future Research', Personnel Psychology, Spring, Vol. 41 Issue 1, p63-105 4. Conley & Goldman 1994 Article Source: http://EzineArticles.com/4882508 5. Derek Torrington, Laura Hall, Stephen Taylor 1997 Human Resource Management, 6th edition, p.323 6. http://www.mindtools.com/pages/article/newLDR_73.htm 7. http://www.mindtools.com/pages/article/newLDR_84.htm 8. John adiar training extras series in 1997 9. Leadership a publication of college of defence management 10. Paul Hersey, Situational Leadership: Some Aspects of Its Influence on Organisational Development. 11. Murray Joshannsen Leadership Styles Overview http://www.legacee.com/Info/Leadership/LeadershipStyles.html