UNDERSTAND A RANGE OF LEADERSHIP STYLES, THEIR BENEFITS AND POTIENTIAL IMPACT ON INDIVIDUALS AND PERFORMANCE 4. Identify the most commonly used leadership style(s) within an organisation and explain the likely effect this leadership style(s) has on a team’s performance. The most effective and commonly used leadership style used within an organisation is Situational Leadership. The success of this leadership style on enhancing the performance of its employees relies on the skills and the consistent execution of its principles by the ‘situational leader’. Situational leadership is a style that utilises all four leadership styles discussed in question 3: 1.
Ben Lewis Leadership Styles Leadership, according to Ken Blanchard, is a process which requires leading a team of people and working alongside them in order to achieve specific goals. While the description is deceptively simple, the techniques used to attain the desired result can vary wildly depending on a number of factors and scenarios. These can range from the specific demands of the task, to time constraints, and personality types, of both the leader and team members. Recognising behavioural traits is important when evaluating leadership techniques because decisions and judgements are made by team members based on the personality and behaviour of the leader. There are a number of models that have been developed to analyse leadership styles and to help me explore my own, I am going to use Douglas McGregor’s “XY Theory”, Ken Blanchard’s “Situational Leadership” and John Adair’s “Action Centred Leadership.” Douglas McGregor – XY Theory X Y Autocratic Style Democratic style McGregor’s theory describes a continuum whereby “X” is at one end of a sliding scale and “Y” the other.
Situational leadership is based on several factors that involve motivations and the situation that is on hand. Every organization needs to be managed in some form of manner, and leaders of these organizations need to make sure that they have four key that can help them succeed in the responsibilities of being a good leaders, and these these keys include: 1) there ability of planning, 2) have a good understanding of organizing, 3) ability to lead by example, and 4) there ability to control a situation. Management can also be defined as the function that determines how the organization's human, financial, physical, informational, and technical resources are arranged and coordinated to perform tasks towards achievement of strategic
In addition, having both management and leadership are significantly important in any organization that wants to succeed. In today’s management role, one must implement the functions necessary to be successful. In particular, strong leadership is imperative for shaping an organization into a force that serves as a sustainable business advantage. Having a vision, the ability to articulate it, and having the necessary skills and resources to carry it out is a cornerstone of one’s organization. Furthermore, managers should establish the following within their units: valid performance standards; provide adequate information to employees; ensure acceptability; maintain open communication; see that multiple approaches are used.
1.1 DESCRIBE FACTORS THAT WILL INFLUENCE THE CHOICHE OF A LEADERSHIP STYLES OR BEHAVIOURS IN WORKPLACE SITUATIONS Leadership is defined as a dynamic process in a team whereby one individual influences the others to contribute voluntary to the achievement of team tasks in a given situation. Leadership depends not only on the knowledge, skills, and personality of the leader but also on the task to be achieved, the skills and the motivation of the team, and the environment or situation in which the leader has to operate. Leadership style is a leader's style of providing direction, implementing plans, and motivating people. The situational leadership theory (by Paul Hersey and Ken Blanchard) in 1969 proposes that leadership effectiveness depends on the leader's ability to tailor his or her behavior to the demands of the situation, namely, the subordinate's level of maturity. This theory highlights four different types of leadership behavior based on combining directive and supportive behavior: DIRECTING (high directive, low support), COACHING (high directive, high supporting), SUPPORTING (low directive, high supportive), and DELEGATING (low directive, low supportive).
All of these roles are crucial to the success and flow of any organization, and each stage of leadership plays a specific role in teamwork and moving forward as a unit. The book explained each role of leadership in depth, and broadened my horizons of everyones impact on mission success. The speaker argues that a manager's ability to lead sharpens the ability of the followers. This compliments the idea that the majority of leadership in an organization takes place in the "lead-across" stage. It begins with a good example from an individual at the top of an organization, from that point the immediate followers are able to correct and guide each other based off of recognized strengths and weaknesses, allowing the leader at the top to focus on mission success and forward movement of the
Leadership, while a varied and multifaceted concept, shares characteristics across all situations regardless of the business or the people involved. In all instances, leadership involves the ability to influence, inspire, and support others to contribute toward the effectiveness and success of their respective organizations (Miner, 2002). As leadership roles require different types of people in different forms in different organizations, studying the similarities and differences between leadership approaches may help aspiring leaders find the model that best fits personal and organizational goals. Leaders must give employees an idea of the market forces at work today and the responsibility all employees must take in shaping the future (Heifetz & Laurie, 2003). Following is a brief overview of four leadership models: Level 5 Leadership, Results-Focused Leadership, Contingency Theory, and Servant Leadership.
Complexity Leadership: A battle between the Id, Ego and Superego Complexity Leadership: A battle between the Id, Ego and Superego Traditionally, leadership has been defined as the ability to influence and facilitate individuals and collective aggregates to accomplish a goal(s) (Yukl, 2012). However, this top down approach to leadership can be misplaced and overly simplistic (Lichenstein, Uhl-Bien, Marion, Orton, & Schreiber, 2006). Traditional leadership theories and research have worked to identify behaviors that impact the performance of a team into taxonomies. These taxonomies can cover a couple of leadership traits or the full range a leader needs to effect the change that is attributed to their success or failure (Yukl, 2012). This approach to leadership appears to apply a simplistic methodology to the complexities that besiege leadership and its study.
In the end there are many things that affect organizational strategy. It is my goal to sift through these and investigate what the keys are for success. Analysis of Organizational Structure Carpenter and Sanders define strategy as “the coordinated means by which an organization pursues its goals and objectives” (Carpenter & Sanders, 2007). While Larson and Gray say that it is “fundamentally deciding how the organization will compete” (Larson & Grey, 2010). If you do a brief internet search you will find that there are numerous types of strategies defined.
Group function Theory – this theory stresses interpersonal relationships and leaderships as a group activity. The leader develops from within the group. There are different types of leadership. the autocratic style, laissez-faire style and democratic style. The autocratic style of leadership commands learners and they should obey.