The Leadership Style Associated With Each Theorist

Herschey and Blanchard, in their Situational Leadership theory, recommend that a leader adapts their leadership style on the basis of the maturity of the group or individual in dealing with specific situations. If an individual is new to the organisation and have a low level of expertise but a high level of motivation then a directing leadership style is likely to be most suitable, whereas an employee that has a higher level of skills but variable commitment may respond to a supportive style in order to build confidence.

Leadership is an influential factor in the success and failure. If an organization is failing, look at the leader, not the economy; not the market; look at the leader. The movements and influence of a leader determines the fate of those under her or him. The importance of leadership cannot be underestimated. The importance of leadership has constantly been debated and a part argumentative discussion. There is no one approach to leadership, however leadership theories try to make sense of various approaches to leadership. James G. Clawson is considered an authority in leadership theories. His Level III leadership theory is about managing energy, first in leader, and then in those around the leader.

In this assignment I aim to outline the advantages, disadvantages and overall effectiveness of the different styles of leadership.

Transactional leadership (Tomey, 2009) focuses on management tasks and trade-offs to meet the goals by exchanging rewards for performance, and in maintaining the normal flow of operations (as cited in Marquis & Huston; Ingra, 2016). Transformational leadership is inspirational leadership that promotes employee development, attends to the needs and motives of follower, inspires through optimism, influences changes in perception, provides intellectual stimulation, and encourages follower creativity (Tomey, 2009), that goes beyond managing day-to-day operations (Ingra, 2016). Both leadership styles are needed for an organization to succeed in this modern age, due to diversity of workers and customers we have.

The outcome of this constructive conservation was a list of 1,800 items describing various facets of leader behavior. Afterward, the different items were assigned, and a questionnaire was composed consisting of 150 questions for describing leader behaviors, the so-called “Leader Behavior Description Questionnaire (LBDQ)”, (p. 76).

In today’s world, leaders are not defined by age, race or gender. They can be a high school basketball coach, the shift supervisor at the local coffee shop, or even the President of the United States of America. In as many ways that leaders can vary by appearance and responsibility, there is also a variance in the ways that they lead. This case study aims to compare three of the more popular theories of leadership. These leadership theories are situational leadership, trait theory and transformational leadership.

In workplace condition, there are numerous dynamics which may affects a manager’s leadership style. The most significant features which will affect the choice of leadership styles or leadership behavior in a workplace condition need to identify.

Different theories of leadership classify leadership in different ways. Based on the use of authority, leadership is classified into three types as autocratic, democratic and laissez faire leadership styles (Adeyemi, 2013). Having gone through my free flow journey has helped me explore my entire life as a process of learning and evolution of my own leadership. This mandatory part of my journal has given me the opportunity to reflect on my personal values as they are the primary influencer to my leadership development. Since our behaviours determines our values, this mandatory journaling is a powerful tool to identify which of the four waves of values (1st and 2nd Wave Values, 3rd and 4th Wave Values) influences my leadership practices.

There are many different styles of leadership and ways to be a good leader depending on who the leader is and what they are leading. After interviewing Kelly Von Lehmden, a family-friend, I discovered that being a good leader is about much more than having good relationships with people and being encouraging, but also putting others first, having a strong team to help you get the job done, giving credit where credit is due and having patience as you see the vision unfold.

Leadership is an ability of an individual to create sound decisions and enthuse others to present well. Real leaders are able to set and accomplish stimulating goals, to seize quick and pivotal deed even in tough situations, to outperform their contest, to seize computed threats and to persist in the face of failure. Strong contact skills, self-confidence, the skill to grasp others and a inclination to embrace change additionally describe good leaders.

This essay will focus on leadership within an organization and how it affects individual and organizational outcomes specifically using four theories including Fielder’s Contingency Model, Hersey and Blanchard situational leadership Model, Path Goal Theory by House and Dessler and finally the Participative Leadership Model by Vroom and Yetton. Leadership is said to be a dynamic interactive process, which involves the four other management functions, planning organizing, directing and controlling. Leadership is one of the most important roles of a manager; it is the process of influencing a organized group of individuals towards the achievement of a vision or set of goals. It must provide direction toward future aspirations and goal

The first week’s topic was the history of leadership theories that explained the evolution of leadership theories in different periods of time. The leadership theories have ten theories. The first theory is the great man theory; a leader must born to be, cannot change and make, such as Napoleon, Alexander the Great, Abraham Lincoln. The second theory is the trait theory; leaders should have characteristics and personalities such as honesty, self-confidence, independent, optimism, responsibility and have interpersonal skills. They can improve, change and develop those characteristics and personalities to be better in the future. The third theory is the skill theory; a person who is a leader must have three skills, which are technical skills, conceptual skills and human skills. For the technical skill, a leader should have an experience and an expert to do and to perform tasks. The conceptual skills, a leader must have an ability to think critically and analytically (cognitive thinking). The last skills are human skills, a leader must have an ability to work with others. The next theory is the style theory that concentrates on what a leader does in organizations, not on a leader position. The leader styles have three styles; an autocratic, a democratic and a laissez faire leadership styles. For the autocratic leader style, a leader has a power to dictate employees, have a centralized authority, and limited employee participation. For the democratic leader style, a leader

The contingency theory of leadership is seen to significant fail in providing proper and appropriate explanation regarding the overall reasons for the effectiveness of leadership in different types of situations or circumstances. From the contingency leadership theory it is extensively hard to evaluate how a respective individual can significantly reflect upon his or her own style of leadership. The contingency leadership theory is not considered to be a process of development of leadership. It has been observed that the contingency leadership theory fails to blend with a leader’s career growth. If the respective leader fails to change or adapt his respective style, the respective leader fails to be productive at higher organizational levels (Sadler,

Maslow’s theory is very popular among HR departments in companies across the world; however many feel that the theory has flaws aswell. It would be very rare for people at any given time to be striving for the same need. This would be a problem for the manager, how would he/she provide all the different motivators at the one time to cater to the needs of their staff.

Maslow 's theory hypothesis has not got a lot of backing as for particular idea it proposes notion it proposes. To them this model is hypothesized to be particularly viable in depicting the conduct of employees who are high in achievers in need quality since managers and leaders who are diverse to expanding their development won 't understand any physiological responsibilities. (Greenberg &Baron 2003, p195).