5 C's Model Of Leadership

LEADERSHIP
Ogbeidi (2012) found that leadership is referred as “ability to lead, direct and organize a group”. The study of leadership has developed scientifically through changing paradigms during its history where several models and theories have tried to explain the concept of leadership. Kuchler (2008) acknowledges that although subject of leadership is diverse and somewhat scattered but it tends to be one of the most widely discussed topics by the researchers all over the world. We found myriad definitions of leadership after studying detailed literature on it. The concept of leadership is described by different researchers with different perspectives.
According to Jong and Hartog (2007) described leadership as a process to influence

(2003) believed that there are five C’s of leadership and these five Cs can play a vital role in developing most effective, efficient and proficient leaders. These five Cs are: character, commitment, connectedness, compassion and confidence. Oshagbemi and Ocholi (2006) grouped managers on the bases of their leadership styles and day to day behavior. Categorization is done into three groups: practical leaders, unity leaders and uncaring leaders. The results concluded that every leader is relatively affective but it can be expected that practical and unity leaders could do even better than uncaring leaders. Leadership can make contribution of employee’s behavior towards innovation and it has a significant impact on it. DeJong and Hartog (2007) explored the fact that leaders’ behavior could strongly affect employees’ innovation behavior. They stated that managers’ can motivate employees to think differently, make innovations, generate new ideas, by their day to day activities and behaviors toward employees’ and encourage them to apply those ideas

Mosadeghard (2003) had pointed out different styles of leadership. These styles are: autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership. Aioanei (2006) explained that in autocratic leadership style, organization is highly centralized. Leaders are more concerned with the tasks to be performed rather than developing relations. In this type of leadership employees are less involved and most of the decisions are made by the management. Vugt et al. (2004) stated that in autocratic leadership style, employees are not involved in decision making, it is only leaders who decide what to do and how to do. While in democratic leadership, leaders allow employees to involve in decision-making process. Their involvement can be participative or consultative. In lassies-faire style of leadership, Leaders don’t exercise their control over employees and employees have freedom that they can do what they want without any hurdle. Outstanding leadership is defined as a leadership that demands having a right man in the right place (Mumford, 2008). He pointed out that there are three types of outstanding leadership: charismatic leadership, ideological leadership and pragmatic leadership. Charismatic leaders put emphasis on goal attainment and perceive