English // Leadership Strategy
Leadership Strategy
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Leadership Strategy
In most types of organizations, business or otherwise there are leaders. People often confuse leaders with managers. This could perhaps be because of the overlapping roles that both positions share. However, it is important to state that leaders and managers are two different roles. Thus, we have a syllogism that says “all leaders are managers; but not all managers can be leaders”. In trying to establish the truth in this statement, it is necessary to distinguish leaders from managers. First, leaders are people who inspire and motivate others to take action while a manager enforces action (Northouse, 2012). Second, a leader has followers while a manager has subordinates (Rath & Conchie, 2009). Leading is about effectiveness while managing is about efficiency (Changing Minds.org, 2012). The long list of differences may run longer, but it always comes down to the truth that in the organization, both are just as equally important. This paper will focus its discussion more on leaders and the different leadership styles. The author will identify the different leadership styles and argue its effectiveness base on the psychological relevance of each style.
Defining Leadership Styles
What is leadership style? It is not enough to say that leadership style is the unique personality that leaders bring into the table. Kurt Lewin define leadership style as the unique approach and manner of giving directions, implementing plans and motivating people (Johnson & Hackman, 2003). Therefore, leadership style is defined base on how an individual gives out directions or orders, how they carried out a task and what has been employed to encourage people to take action.
Several leadership, management and psychology books outline the different types of leadership styles. Psychologist formulated theories which serve as foundation for several leadership styles. One of these theories includes the Situational Theory of Leadership.
Situational Theory of Leadership
Authors Paul Hersey and Ken Blanchard developed the Life Cycle Theory of Leadership which eventually became the Situational Theory of Leadership (Conaty & Charan, 2010). Around mid-1970’s these two popular authors conceptualize on a theory suggesting that leaders often choose the best course of action depending the situational variable. The situational theory often correlates leadership with decision-making, thus giving birth to the development of distinct leadership styles. Hersey furthered the discussion of the situational theory with the argument that there is no absolute and best style of leadership. The appropriateness of the leadership style would vary depending on the need that may arise from a given situation (Rath & Conchie, 2009) Blanchard supported this argument by saying that effective leadership is task-relevant (Johnson & Hackman, 2003). Therefore, the type of leadership style should complement the task required for completion or execution.
Type of Leadership Styles
There are several types of leadership styles identified over the course of time. Each style often overlaps because of similar defining qualities and approach. Kurt Lewin identified three specific leadership styles (i.e. authoritarian, democratic and laissez-faire). Max Weber later on introduced another leadership style in 1947 (i.e. transactional leadership style). In 1978, another author introduced another style if leadership –James MacGregor Burns (i.e. transformational leadership style). Very recently, Matej Sismanovic proposed a leadership style in the framework of compensation (i.e. inspire leadership style).
Authoritarian Leadership.
Under this type of leadership, the authority figure (i.e. the leader) solely makes the decision for the group without regards or consideration of the member’s inputs. The authoritarian leadership also keeps close monitoring of its followers believing that it is the only way to guarantee success. In which case, authoritarian leadership is often associated with control. In performing a task, the role of the leader is to give directions without explaining the purpose for the order.
Democratic Leadership.
Democratic leadership is open to inputs and discussion. All members of the team equally share their opinion on matters that requires a decision. However, towards the end the leader is to make the final decision with due consideration of the inputs and suggestions provided by the members of the team. Under this type of leadership, members are encouraged to work freely and enjoy the liberty of making personal decisions.
Laissez-Faire Leadership
This type of leadership is the last in Lewin’s list of leadership styles. This type of leadership makes the leader as a sole observer. The leader does not interfere with the team unless asked. The same way that the leader does not provide a personal feedback unless otherwise asked directly. In the process of making a decision, the members of the team have the complete freedom to decide even on important matters. The leader simply hands out orders and directions to the team. The leader may also provide materials and assistance only if the team requested.
Transactional Leadership
This type of leadership applies to management. The object of this particular leadership style is using the concepts of reward and punishment to motivate its follower to accomplish a task. Under this leadership style are two important systems: (a) the contingent reward and (b) management-by-exemption. The first system works by offering rewards in form of monetary compensation, recognition and other tangible rewards for good performance. On the other hand, the second system operates by intervening when the performance level was unmet.
Transformational Leadership
This type of leadership style allows for the leader and followers to help each other with the goal of advancing to a higher level of motivation and morale. A key concept in transformational leadership is creating significant change in the lives of people and the organization. It goes to the extent of redesigning some of the people’s perceptions and values to address their aspirations and goals.
Inspire Leadership Style
Almost similar to transactional leadership, inspire leadership varies with money as an operational variable. In the case of inspire leadership money is viewed as an equalizer. Leaders and followers are expected to receive the same amount of compensation without due consideration of the type of job and its degree of complexity. According to its author, money should be taken out of the picture because it only results to greed and gives the follower the impression that everyone should exert equal effort because everyone is getting the same pay.
Conclusion
There is no absolute or perfect leadership style. Each style varies according to the structure and the need as the required by the situation. Leadership does not impose, it merely motivates and encourage. In the case of the authoritarian leadership style, although control and authority are present, the followers are still motivated to follow out of fear, personal satisfaction, etc.
References
Changing Minds.org. (2012). Leadership vs. MAnagement. Retrieved March 8, 2013, from Changing Minds.org Blog: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
Conaty, B., & Charan, R. (2010). The Talent Masters: Why Smart Leaders Put People Before Numbers. New York: Crown Business.
Johnson, C. E., & Hackman, M. Z. (2003). Leadership, a communication perspective , 4/e. Long Groove, IL: Waveland Press.
Northouse, P. (2012). Leadership: Theory and Practice, 6/e. New York: SAGE Publications, Inc.
Rath, T., & Conchie, B. (2009). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow. New York: Gallup Press.
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