EFFECT OF LEADERSHIP TRAINING ON ACHIEVEMENT ORIENTATION OF COLLEGE STUDENTS

1. INTRODUCTION

                                                   

Achievement orientation is defined as an internalized tendency to strive for standard of excellence. It attempts to account for the determinants of the direction, magnitude and persistence of behavior.  Achievement Orientation is a concern for working well or for surpassing a standard of excellence. The standard may be one’s own past performance (striving for improvement); an objective measure (results orientation); outperforming others (competitiveness); challenging goals one has set; or trying something new that will improve organizational results (innovation). Achievement Orientation also involves effectively managing internal and external resources to achieve the goals.

Leadership is stated as ‘’the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task’’. (en.wikipedia.org/wiki/Leadership). In other words leadership occurs when one man can motivate others to do things willingly without any fear or threat’’

Competencies are skills and personal characteristics that contribute superior performance. Competencies are skills and behaviors that outstanding performers demonstrate with better results than do the average performers. Competencies include observable behavior. They also include behavior, thought processes, skills, traits that are not directly observable.

Competencies usually fall into two categories, behavioral or technical.

1. Behavioral Competencies

Behavioural competencies are usually an expression of the softer skills involved in effective performance.

2. Technical Competencies

Technical competencies are usually concerned with effective use of IT systems and computers, or any technical skills which are necessary for a job role.

Competencies are individual characteristics required for a role, which must be demonstrated to provide evidence of superior or effective performance in a job. Competencies are defined in terms of the behaviors exhibited by a person with those characteristics.  A person in a position normally requires proficiency or competence in several competencies before they can be regarded as effective in their role.

Leadership as a competency can be defined as the process of managing, coaching and influencing others to help them achieve desired outcomes. Leadership is further defined as being able to: see the big picture, identify individual and team motivators, listen objectively and empathetically, stay organized and manage projects, identify strengths of the team and delegate accordingly, monitor progress towards pre-defined goals and objectives, be humble and give credit, model behavioral excellence, have a clear articulated vision inline with the company's strategic plans and be results driven

(http://trainingpd.suite101.com/article.cfm/leadershiptrainingp1).

1.1 STATEMENT OF THE PROBLEM

This study will be conducted to examine the effect of leadership training on achievement orientation of college students.

1.2 OBJECTIVES OF THE STUDY

This study aims at:

1. To study the effect of leadership training on achievement orientation of college students.

2. To examine the effect of leadership training on the achievement orientation w.r.t. gender difference.

3. To examine the effect of leadership training on the achievement orientation of students pursuing different subjects of study.

1.2. HYPOTHESIS OF THE STUDY

1.2.1 There is no significant difference between the achievement orientation scores of experimental and controlled group on post test.

1.2.2 There is no significant difference between the achievement orientation scores of male and female students.

1.2.3 There is no significant difference in the achievement orientation scores of students of different courses of study.

1.3 DELIMITATION

This study is delimited to students of intermediate level, studying in D-Com,       FSc- (Pre-Engineering), FSc (Pre-medical) and FCS, studying at of Bright Vision Model College Haripur.

1.4 SIGNIFANCE OF THE STUDY

This study may be helpful and useful for curriculum planners, policy makers, principals, teachers, parents, students and educators.

REVIEW OF LITERATURE

Franz & Sarcina (p.54) defined leaders as “Leaders are people who take responsibility in building common sense for common action”.

According to ATG Educational( p.87) ,  ‘’Leadership is the process or ability to motivate and mobilize others to unite and to work toward achieving common goals’’. 

According to Freds Smith (p.40) “Leadership is getting people to work for you when they are not obligated”.

John Adair (p.6) has discussed the following core leadership qualities.

■ Enthusiasm. Can you think of any leader who lacks enthusiasm? It is very hard to do so, isn’t it?

■ Integrity. This is the quality that makes people trust you. And trust is essential in all human relationships – professional or private. ‘Integrity’ means both personal wholeness and adherence to values outside yourself – especially goodness and truth.

■ Toughness. Leaders are often demanding people, uncomfortable to have around because their standards are high. They are resilient and tenacious. Leaders aim to be respected, but not necessarily popular.

■ Fairness. Effective leaders treat individuals differently but equally. They do not have favourites. They are impartial in giving rewards and penalties for performance.

■ Warmth. Cold fish do not make good leaders. Leadership involves your heart as well as your mind. Loving what you are doing and caring for people are equally essential.

■ Humility. This is an odd quality, but characteristic of the very best leaders. The opposite to humility is arrogance. Who wants to work for an arrogant manager? The signs of a good leader are a willingness to listen and a lack of an overweening ego.

■ Confidence. Confidence is essential. People will sense whether or not you have it. So developing self-confidence is always the preliminary to becoming a leader. But don’t let it become overconfidence, the first station on the track leading to arrogance.

However, Kuczmarsaki (p.18) has discussed

The leader of the future will have to embrace six unique qualities. That are unknown to most leaders today. Once the apple is “squared”—cut on the four sides as well as the top and the bottom—a six-sided apple will result. These can be seen as the six unique qualities that define the new core of leadership. Our six new leadership qualities are: humility, compassion, transparency, inclusiveness, collaboration, and values-based decisiveness.

According to Messick (p.17) leadership and follower ship are social roles that emerge from everyday ordinary psychological activities.

Competencies are identified behaviors, knowledge, skills, and abilities that directly and positively impact the success of employees and organizations. Competencies can be objectively measured, enhanced, and improved through coaching and learning opportunities. The competencies may help lay out a road map to superior performance, but they do not ensure it. Only personal commitment to excellence, motivation, and actual consistent performance determines your performance level.

The five core competencies are discussed one by one.

1. Leading change

Vision

Definition: Takes a long-term view and acts as a catalyst for organizational change.  Builds a shared vision with others.  Influences others to translate vision into action.

External Awareness

Definition: Identifies and keeps up-to-date on key national and international policies and economic, political, and social trends that affect the organization.  Understands near-term and long-rang plans and determines how to best be positioned to achieve a competitive business advantage in a global economy.

2. Creativity and Innovation

Definition: Develops new insights into situations and applies innovative solutions to make organizational improvements; creates a work environment that encourages creative thinking and innovation.  Designs and implements new or cutting-edge programs and processes.

 Strategic Thinking

Definition: Formulates effective strategies consistent with the business and competitive strategy of the organization in a global economy. Examines policy issues and strategic planning with a long term perspective. Determines objectives and sets priorities. Anticipates potential threats or opportunities.

 Leading People

Conflict Management

Definition:  Identifies and takes steps to prevent potential situations that could result in unpleasant confrontations.  Manages and resolves conflicts and disagreements in a positive and constructive manner to minimize negative impact.

Team Building

Definition:  Inspires, motivates, and guides others toward goal accomplishments.  Consistently develops and sustains cooperative working relationships.  Encourages and facilitates cooperation within the organization and with customer groups.  Fosters commitment, team spirit, pride, and trust.  Develops leadership in others through coaching, mentoring, rewarding, and guiding employees.

3. Coalitions & Communication

Oral Communication

Definition:  Makes clear and convincing oral presentations to individuals or groups.  Listens effectively and clarifies information as needed.  Facilitates an open exchange of ideas and fosters an atmosphere of open communication.

Written Communication

Definition:  Expresses facts and ideas in writing in a clear, convincing and organized manner.

Influencing / Negotiating

Definition:  Persuades others. Builds consensus through give and take.  Gains cooperation from others to obtain information and accomplish goals.  Facilitates "win-win" situations.

Results Driven

Accountability

Definition:  Assures that effective controls are developed and maintained to ensure the integrity of the organization.  Holds self and others accountable for rules and responsibilities.  Can be relied upon to ensure that projects within areas of specific responsibility are completed in a timely manner and within budget.  Monitors and evaluates plans, focuses on results and measures attainment of outcomes.

Problem Solving

Definition:  Identifies and analyzes problems.  Distinguishes between relevant and irrelevant information to make logical decisions.  Provides solutions to individual and organizational problems.

4. Business Acumen

Financial Management

Definition:  Demonstrates broad understanding of principles of financial management and marketing expertise necessary to ensure appropriate funding levels.  Prepares, justifies, and/or administers the budget for the program area.  Uses cost-benefit thinking to set priorities.  Monitors expenditures in support of programs and policies. Identifies cost-effective approaches.  Manages procurement and contracting.

5. Human Resources

Definition:  Assesses current and future staffing needs based on organizational goals and budget realities.  Using merit principles, ensures staff are appropriately selected, developed, utilized, appraised, and rewarded; takes corrective action.

Achievement orientation, in simple words, means looking for new and better ways of doing things that will improve performance setting your own high standards of quality work and working to improve your skills improving the performance efficiency of department or organization striving to continuously stay one step ahead of competition, if applicable setting and reaching difficult but possible goals and leading the team to exceed targets.

Achievement orientation is individual’s tendency of how he approaches, interprets, and responds to achievement activities. Deck (1986, 1989) identified two distinct achievement goal orientations: (a) learning orientation, which focuses on the development of competence and task mastery, and (b) performance orientation, which focuses on the demonstration of one’s ability relative to others.

RESEARCH  METHODOLOGY

This study will be experimental in nature.  Two groups i.e. experimental and controlled group of mixed abilities will be chosen.

POPULATION

All students studying at intermediate level (studying in D-Com, Sc- (Pre-Engineering), FSc (Pre-medical) and FCS) in district Haripur will constitute the population of this study.

SAMPLE

 A Sample of 150 students will be drawn from the population comprised of both gender, studying at Bright Vision Model College Haripur.

RESEARCH INSTRUMENT

For collecting data in this study, a research instrument will be designed to assess the achievement orientation level of the participants.  The tool will be prepared after extensive study of literature under the guidance of experts. In order to ensure the reliability and validity of the instrument, the expert opinion of the research advisor and experienced teacher from NEAS will be sought. Pilot testing will also be done on selected subjects of population other than the sample. Pilot testing will ensure the validity of the instrument.

EXPERIMENT

Pre test will be conducted to assess the achievement orientation level of the students to form two groups i.e. experimental and controlled group. Both the groups will be equated on the basis of pre test.  Experimental group will be imparted leadership training while the controlled group will be provided no such leadership training. Effect of this training on students’ achievement orientation level will be assessed by using same achievement orientation tool that would be used as pre test. This tool will in other words determine the effect of intervention/ treatment on participants' leadership knowledge, skills, and attitudes.

DATA COLLECTION

Before the commencement of treatment and at the end of treatment, the data collected through pre test and post test will serve as data for study.

DATA ANALYSIS

Scores obtained in pre test and post test will be arranged into data tables and analyzed using mean, standard deviation, t test and ANOVA as statistical tools.  The findings obtained through analyzed data will provide base for drawing conclusions and making recommendations.

4. REFERENCES

Adair, J. (2007). Develop your Leadership Skills. Kogan Page Limited

ATG Educational (2008), Human Resources Management

en.wikipedia.org/wiki/Leadership

Franz & Sarcina (2009), Building Leadership in Project and Network Management, Springer Dordrecht Heidelberg London New York.

David M. M. & Roderick, M. C. (2005). The Psychology of Leadership.  Lawrence Erlbaum Associates, Inc.

Dweck, C. S. (1986). Mental processes affecting learning. American Psychologist, 41, 1040-1048.

Dweck, C. S. (1989). Motivation. In A. Lesgold & R. Glaser (Eds.), Foundations for a psychology of education. (pp. 87-136). Hillsdale, NJ: Erlbaum.

Heckhausen, H., & Kuhl, J. (1985). From wishes to action: The dead ends and short cuts on the long way to action. In M. Frese and J. Sabini (Eds.), Goal directed behavior: The concept of action in psychology (pp. 134-160). Hillsdale, NJ: Erlbaum.

Kuczmarsaki, S. S. & Kuczmarsaki, D. T. (2007) Apples are square, Kaplan publishing.

 Leslie, P. & Adrienne, A. (2007). The 100 Greatest Leadership Principles of All Time. Warner Business Books, Hachette Book Group USA, 237 Park Avenue New York, NY 10169

Leadership definition

Theories

Style

Roles

Qualities

Model

Frame work of developing leadership capacity

Achievement orientation

Components

Significance

Tool

Mehrabian Achievement Orientation Scale and a modified Crandall Intellectual Achievement Responsibility Scale.