The behaviors of successful leaders are learned through a lifetime of experiences, education, and training. The autocratic or domineering leader is vigorous and uses control and intimidation to acquire his or her needs. The democratic leader uses a majority rules approach and participation in setting goals to uphold collaboration. The contingency leader acclimates to the varying surroundings within the organization and determines the most effective leadership style. The behavior of the leader will differ and any specific leadership style will not prevail in certain situations.
“Transformational leaders are able to increase follower self-efficacy, giving the group a ‘can do’ spirit. Followers are more likely to pursue ambitious goals, agree on the strategic goals of the organization, and believe the goals they are pursuing are personally important” (Robbins & Judge, 2013, p. 384). By evaluating and comparing my characteristics with my admired leader, Janet Mock, “People working for charismatic leaders are motivated to exert extra effort and, because they like and respect their leader, express greater satisfaction” (Robbins & Judge, 2013, p. 381). Developing those additional leadership skills and advancing the characteristics I currently possess, will allow me the opportunity to expand my horizon. Conclusion Understanding and evaluating leadership styles and theories can allow an individual to assess his or her capabilities.
Effective leadership is dependable on a particular situation. Situational leadership is a theory developed by Paul Hersey and Ken Blanchard. The theory was introduced as “Life Cycle Theory of Leadership.” During the mid 1970’s, the “Life Cycle Theory of Leadership” was renamed “Situational Leadership” theory. Situational leadership provides a model for leaders to use in diagnosing the particular needs of people and then apply it to the appropriate leadership style. Situational leadership is leadership that involves the change in approach that a leader must take into consideration the day-to-day challenges of a work environment.
Bass said that transformational leaders motivate followers by making them more aware of the importance of task outcomes, inducing them to transcend their own self-interest for the sake of the organization or team and also activating their higher-order needs. In simple words, transformational leadership is based on how leaders influence and get their followers to make self-sacrifices and put the needs of the organisation towards the achievement of goals above their own interests. In order to influence, inspire and energize their follower, transformational leaders use their charisma, passion and a shared vision with their followers and obviously they tend to create a special and powerful bond with their followers. Transformational leadership is slightly different from the charismatic leadership. While the charismatic leaders are able to articulate a clear vision, model values consistent with that vision, communicate high performance expectations, and establish very strong relationships between themselves and their followers,
The Hersey Blanchard Situational Leadership Theory was created by Dr Paul Hersey and Ken Blanchard in their book “Management of Organizational Behaviour” (Hersey, Blanchard & Johnson 2007). They suggested that the most effective leaders change and adapt their styles to not only the situation but also to the maturity of the person or group they’re leading and the details of the task. Using this theory, in order to complete a task or job successfully, leaders place more or less emphasis on the task depending on the maturity of the person or group they’re leading. Hersey and Blanchard identified four maturity levels and aligned this with four leadership styles that would be appropriate to the person or group’s maturity level. You can see each of these maturity levels aligned to leadership styles in figure 1 of the appendix.
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).
The first step of effective leadership is to recognize the various needs and concerns of the clique and the social network on the job. In the simulation, the manager realizes that it is not so a desirable circumstances of being responsible for the teams that have clearly resisted the leadership. The manager had to resize and restructure the team for the best intentions of the team to understanding the formation and fundamental sub-structures, and their impact on supporting the group thinking towards organizational goals. The success of the leadership was reliant on the leadership style and decisions that utilize the influence of the teams’ behavior and the kind of teams that was chosen to execute those decisions. It is not always likely to sustain a fixed leadership style to deal with change interrelated
Trust is developed by clearly defining roles, expectations, and goals. This develops a familiarity between the different team members, which helps to produce a shared vision and reliance on each other and improves the team’s effectiveness (Bethea, Holland, & Reddick 2014). A highly effective team uses its shared vision and defined goals to foster a sense of group harmony. This allows for problems to be solved and goals to be achieved. With each problem solved or goal achieved, excitement grows within the team and a sense of accomplishment is felt once the process is completed (Bethea, Holland, & Reddick 2014).
Agreeing to this theory, a leader with this style of leadership is the efficient leader as the leader can concentrate along the task hand, communicate clear expectation to their followers in order to make decisions effectively (Eberlin & Tatum, 2008; Tatum et al., 2003). Consistently, as pointed out by Muhammad Naveed and Muhammad Tahir (2014), leader with this trend of leadership also tend to use rationality and very systematic in participating decision making as the leader will give attention to detail, focus on solid information as well as adopting step-by-step approach in decision making process. In the context of empirical perspective, finding of this hypothesis also got supported by the research conducted by several researchers (see Abdullah et al., 2014; Mosley, 2014; Syagga, 2012) that revealed transactional leadership style have a relationship towards decision making participation even though the target population is totally different. As a conclusion, since the finding of this hypothesis got supports from theoretical perspectives as well as empirical perspective, it’s revealed that the transactional leadership style has a relationship with decision making
I told you that you could not stay over Do you think it might have been triggered by the anxiety of the baby? I cannot conduct my research in a brothel, and this study will suffocate. That’s not the same thing as being a good man. I’m begging you to reconsider. You feel like taking you sweater off?