This paper addresses the vexed issue of organizational leadership with emphasized on the irrational model and the self-concept based theory. Adopting methodological triangulation, our data collection method included the questionnaire and interview. The result of analysis shows that leadership bedeviled with irrationality and self-aggrandizement is cancerous to organizational growth and development. The study therefore recommends that team work and clan culture of communication in tandem with organizational goals and values, should be the ultimate anchor point of organization leaders.
Key words: leadership, irrational model, self-concept, egocentric behavior.
INTRODUCTION AND CONCEPTUAL ISSUES There is a general belief that good leadership is a major requirement for achieving organization success. Leadership can mar or make organization (Beugre and Offordile, 2001). Reversibly, bad leadership in form of massive abuse of power, irrational behaviors in terms of self-based interest, diversion and misappropriation/misapplication of resources has a doomy effect on any organization and this has characterized the behavior of many Nigerian leaders at various organizations (Blunt, 1983). The definition of leadership may differ from one person, or situation, to the
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One of the major empirical contributions from the behavioral school was the identification of two broad classes of leader behavior , task oriented and person oriented behaviors that were identified by repeated factor analysis conducted by the Ohio State group, interview by the Michican group and observation of emergent leaders in laboratories by the Harvard group also identified a third dimension, individual motive (the self-center) which was somehow ignored in subsequent leadership literature. This dimension may have been neglected because of the individual motive seeking ground in some universities at that