The Hurt Locker Leadership

Another OB theory that is examined in The Hurt Locker is lead. This theory is delineate as the magnate of an exclusive to influence, motivate, and alter others to contri yete towards the utileness and success of organizations of which they argon members. There are four powers on leadinghip these attitudes include indication, Behavioral, Contingency and Transformational. The property or competency perspective of attracters proposed that leaders are more liable(predicate) to buzz off certain privateity, social, physical, or intellect traits than non leaders.Trait perspective emphasis on leading competencies, which are learned rooms much(prenominal) as skill, abilities, and values. Successful leaders get down competencies that include * Drive and energy (includes achievement, motivation, ambition, tenacity, and initiative) * leaders motivation (the desire to lead that not to seek power as an end in itself) * H virtuesty and right * Self-confidence (associated with emotional stability) * Cognitive ability * Knowledge of the business.Another component of Trait perspective is lead agility, which is the ability to illuminate wise and effective decisions amid complex ever-changing conditions. The next leaders perspective is behavioral. This perspective proposes that effective leader behave in a certain desirable way. This behavior open fire be perceived as assess-oriented, nation oriented, neither, or both. A task-oriented title of leaders spells out duties and specific tasks, tells hoi polloi what to do and how to do it, en accrediteds employees follow rules, and encourages employees to progress peak cognitive operation.This style is similarly referred to as production-oriented and autocratic. On the other hand a people oriented or popular style of leadership shows trust and respect, engages in two-way communication, listens, encourages, give recognition, and provides socio-emotional support to retainers. The ternary style is c o n the whole Laissez-faire or uninvolved leadership style, this is an employee-centered style in which the manager permits his or her employees to function within prescribed limits. A balanced leadership style is when the manager exhibits both task and people druthers.The third leadership perspective is Contingency this is a perspective that proposes that effective leadership depends upon the degree of fit mingled with the leaders style and versatile factors in the particular situation. By nature, adventure theories are if-then theories If the situation. , Then.. Depending upon the situation an appropriate leadership behavior allow be used. There are triplet leadership theories that take a possibility perspective. get-go is Path-Goal Contingency theory. This theory proposes that leader effectiveness is based on an presentiment theory of motivation.This theory advises that the basic post of the leader is to clear the followers path to the goal. Research suggests that leader s can and should change their style to fit follower and usageplace characteristics (contingencies). Leaders should use one of four behavior styles to help chase clarify the paths that lead them to work and personal goals. 4 behavior styles are directive, supportive, participative and achievement-oriented. b pertain of an eye is Fiedlers Contingency Theory, this theory suggests that broad(prenominal) task and high people orientation is not best in all situations.Effective leadership depends on the go between the leaders style and the degree of control he or she has in the situation. When control is high, situation is considered to be favorable and vice versa. Favorableness depends on three key factors or contingencies. blank space power the authority associated with the leaders glob position in the organization. Leader-member relations the quality of interpersonal relationships between a leader and the group members. Task expression the degree of clarity, or ambiguity, in the work activities assigned to the group.The last theory is Leadership Substitutes Theory. This theory suggests that in some situations leaders can reduce the amount of leadership they exercise because it becomes un demand due to alive substitutes or neutralizers. Things that can substitute for leadership include high skills of employees, team cohesiveness, formal controls. The fourth and last perspective is transformational. The theories mentioned so far have been, transactional leadership theories a process of social exchange between chase and leaders that involves a physique of reward based transactions.The transactional leader clarifies performance expectations, goals, and a path that will link achievement of the goals to rewards. Transformational leadership is leadership that inspires pursual to share a vision, empowers them to achieve the vision, and provides the resources necessary for developing their personal potential. Transformational leaders work as role models, suppo rt optimism, and bait committedness as well as focus on the followers inescapably for growth. Characteristics and Behaviors of Transformational Leaders Characteristics Behaviors Charisma (idealized influence) followers have complete faith in him/her Articulates vision, perpetration Inspirational motivation inspires loyalty in the organization Models the vision Individualized precondition gives personal attention to all members Builds commitment to mission Intellectual stimulation enables followers to think round old problems in new ways Demonstrates personal integrity Evident of leadership is consistently shown end-to-end The Hurt Locker from Staff Sergeant, matt Thompson and First Class Sergeant, William throng.At the opening of the word-painting savorless Thompson lead the U. S Army Explosive Ordnance governing body (EOD) in the Iraqi-American war. The trait perspective of leadership demonstrated by monotonous Thompson includes Leadership motivation, honesty and in tegrity, and knowledge of the business. Matt bet to know what he is doing hence he is leading the team. He steps up when required during the first scene of the movie Sergeant JT Sanborn, responsible for controlling the out-of-door control vehicle is unable to lam his duties so Matt steps in and help out.Matt illustrates people oriented behavior because he tries to communicate with his partners. Matt Thompson is not confident enough and he doesnt have that motivation and ambition, he tries to play it safe. During that scene Sanborn informs Matt that he is within the blast radius and Matt says thanks for reminding me in a satirical way which shows lack of confidence. Matt also lacks in leadership agility, as he was not able to make a wise and effective decision during a complex situation which cost him his life.First Class Sergeant, William James is Matt Thompsons replacement. He is an extremely talented individual who shows outstanding leadership skills. After clashing Sanborn h e gets emotional and tells him that he isnt trying to replace Matt but just wants to do his best. This shows initiative and leadership motivation. James is very knowledgeable about his business which helps him to be self-confident. James has a balanced leadership style as he exhibits both task and people oriented behavior.James tells people what to do and how to do it, he ensures employees follow rules, and encourages employees to impact peak performance. As a Specialist, Owen Eldridge looks up to James. James recognizes this and tries his best to make sure Eldridge reaches his peak performance by notification him what to do and how to do it. During one of the scenes the fastball of a sniper rifle is jammed and James asks Eldridge to fix it. Unable to do so Eldridge asks James for help. James endangers himself to show Eldridge that he must spit on the smoke to remove to blood because the blood is cause the jam.