The Leadership Styles of Two Leaders - Essay Example

Topic: Lecturer: Presentation: Table of Contents Introduction 2 Bureaucratic Leadership in X&Y Company 2 Laissez-Faire Leadership in X&Y Company 3 Hersey and Blanchard’s Situational Model 4 Styles of Leadership in the Situational Model 4 Directing 5 Coaching 6 Supporting 7 Delegating 8 Likert’s Leadership 9 Exploitive authoritative 9 Benevolent authoritative 9 Consultative 10 Participative 10 Conclusion 11 References 11 Introduction Leadership in organizations is significant in the accomplishment of organizational goals. Employees join an organization ready to offer their expertise for the purpose of participating in the organizational processes as well as to accomplish personal and career development goals. Leaders are responsible for helping their subordinates to discover their talents and utilize their potential to the fullest. The offer guidance to the employees so that organizational operations remain on the right track. They mobilize resources and spearhead the decision making process to maintain organizational competitiveness and ensure that it is capable of coping with the emerging challenges for the business. There are many leadership styles, and all have consequences on the organizational productivity. Some may lead to improved productivity while others lower the workers’ morale. This essay is a critique of the leadership styles of two leaders of X&Y Company. It also presents an assessment of the value of Hersey and Blanchard’s situational model as an explanation of their leadership behavior. It involves consideration of the Anglo context of Likert’s ideas and their generality to the professional group of Hickson and Pugh’s groups of societies. Bureaucratic Leadership in X&Y Company The production manager of X&Y company demonstrates bureaucratic leadership whereby all the organizational processes are carried out according to the laid out procedures, and every member of the organization’s staff understands his/her role in the process (Huczynski and Buchanan, 2007 p 36). None of them has a right to change any of the steps involved. Decision making process in the production department follows the conventional plan that was developed in 1999 when the organization was launched. No inventions have been adopted since that time. However, the department deals with processes involving high risks. Any action that deviates from the schedule may adversely affect the organization as a result of accidents that may result. Following particular procedures is therefore appropriate for this department. On the other hand, there is a tendency for dissatisfaction of the staff due to monotony and rigidity of leadership. The employees in this department complain of exhaustion and claim that the leader demoralizes them since they do not have a chance to raise decisions. There are no flexible practices such as off duties and shifts since the leader argues that every worker has experience and knowledge in the particular sections such as operating machinery, and dealing with the procedures that involve application of chemical components in the production process. This means that so long as the organization is in operation, the same workers remain in a particular station without transfer or leave. The organization recently lost three of the most experienced workers to a competing organization that engages in more flexible practices that are significant in the maintenance of employee satisfaction. Laissez-Faire Leadership in X&Y Company The manager of the marketing department demonstrates Laissez-Faire Leadership (Huczynski and Buchanan, 2007 p 36). He has been able to develop strong marketing teams among the personnel in the marketing department. The employees in this department work in a flexible manner especially developing their own working plan whereby they can be engaged in activities outside the organization where they organize meetings with clients without the manager’ supervision. The leader is usually focused on maintaining enthusiasm amongst them due to the understanding that the employees have to be enthusiastic for them to relate effectively with clients. The leader generates employee satisfaction through appreciating their contribution to the marketing activities of the organization. Employees appreciate being trusted with particular tasks to complete on their own. Laissez-Faire leadership has made the organization to succeed in marketing commodities making the company to appear in the list of the organizations with the highest turnover in the country. Hersey and Blanchard’s Situational Model The model focuses on leadership strategies whereby the leader becomes effective through motivating their followers to adhere to their instructions. This depends on the capability and willingness of the followers to undertake the particular tasks allocated to them (Hersey & Blanchard, 1999 p 31). The leaders in X&Y Company usually follow this model in enhancing organizational productivity. Employees joining the organization are usually competent in various fields and are motivated to work for personal and career development. However, they have to follow the organizational requirements as laid out by leaders. The model comprises of four leadership styles that focus on leadership that involves emphasizing on the organizational tasks in which the employees are required to perform. The styles also lay emphasis on the rapport existing between the leaders and the subordinates. This relationship corresponds to a particular development level of the subordinates. The development level is the extent to which the followers possess the desired competency and commitment for the accomplishment of organizational goals. Both competency and commitment can be high, low or one of them can be high and the other low. Styles of Leadership in the Situational Model The behavior of leaders in their bid to be influential to the subordinates leads to the development of a particular leadership style that is significant in the accomplishment of organizational goals (Hersey 2007 p 34). Leaders may adopt the style whereby they give instructions through out the organizational processes. Under such situations, the subordinates do not question the procedures that they are supposed to follow in regard to the daily organizational operations. This style is task oriented and the leaders focus on the accomplishment of the tasks allocated to the subordinates rather than the process. On the other hand, leaders may choose the supportive style whereby they focus on developing a suitable relationship in the workplace that is significant in enhancing teamwork in the organization (Kesler, 2002 p 32). The leadership styles in the situational model include; directing, coaching, supporting and delegating. Directing This style of leadership is mainly adopted by leaders who work with subordinates whose competency and commitment are of a low level. Employees in such a case are usually unable to accomplish tasks or may have the capability but are unwilling to use their knowledge to perform tasks effectively. Under such circumstances, the leader may be compelled to adopt a directive style whereby he/she sets targets and directs the employees on what to do, how to do it and the time to be taken for the accomplishment of these tasks (Hersey & Blanchard, 1999 p 46). The leader usually has a low focus on the relationship between him and the subordinates as well as between the followers. This is mainly due to the fact that the followers have different competencies and therefore developing a link amongst them may not be appropriate. Performance amongst the workers is enhanced through directing them individually other than in groups. In situations whereby the subordinates fail to perform particular tasks as a result of fear of adverse consequences, directional leadership comes in handy since the leader has to make things happen for the accomplishment of organizational goals. Without such approach, tasks may be left incomplete and the organization may fail. In doing so, the leader usually disregards the maintenance of a strong relationship. Leaders who adopt this approach usually develop working frameworks that serve as a guide for the employees, and they also develop their own guidelines regarding the manner in which the tasks are to be accomplished as well as how the employees are to be managed. It requires analyzing the reasons that inhibit competence and commitment among the employees, or factors that cause fear leading to poor performance. The leader tends to generate confidence among the subordinates if the reason for low competence is the feeling that they are not capable of performing. In other words, this style may be used to help the subordinates to discover their potential (Alldredge et al. 2003 p 45). Directional leadership may also be used to enhance the adherence to procedures to prevent dangers associated with lack of competence in the process. In the production department of X&Y Company, directional leadership is used to ensure that the employees do not make mistakes that may be fatal to the success of the organization. The manager has to direct the leaders to follow the laid out procedures to ensure that the production target is accomplished without hitches in the process that may emanate from incompetent employees. Coaching Coaching is a leadership style that mainly applies to employees whose competence and motivation are slightly high. They might be unable to perform particular tasks even though they have interest in working (Huczynski and Buchanan, 2007 p 47). The leader understands that the performance of employees can be improved through additional learning. Coaching is usually focused on giving the employees additional skills to improve their competence. For example, when new employees are engaged in a company, they usually possess some skills but have little experience in the organizational operations. Coaching them is necessary to improve their knowledge regarding the organization. It helps them to apply the skills acquired in studies in real practice (Kesler, 2002 p 32). Leaders focus on building a strong relationship between them and the subordinates, which enhances understanding making him/her able to identify weaknesses that need to be suppressed through coaching. They are usually highly focused on the manner in which tasks are accomplished (Alldredge et al. 2003 p 45). This style involves introducing new working strategies, offering explanations and making facts clear to the subordinates. Under such leadership style, the leader pays attention to the subordinates to know the appropriate method of coaching that needs to be applied. In X&Y Company the marketing manager engages the employees in continuous coaching to ensure that employees are regularly updated regarding the changing nature of the market. Information from marketing research is important in determining the nature of coaching that the leader adopts. Supporting This leadership style usually applies to followers who are competent but show signs of insufficient commitment. In other words, they may have the desired skills but may not be willing to utilize their expertise to the fullest (Kouzes & Posner 2007 p 37). The leader in such a situation needs to understand the causes of a low level of commitment. In certain instances, there might be feelings of uncertainty and insecurity among the employees, which make them loose the motivation needed to accomplish tasks effectively. The supportive leadership style is mainly focused on developing a strong relationship between the leader and the employees. There is less focus on the tasks since the leader understands that the employees are capable of performing but there is a particular hindrance to effective performance (Kesler 2002 p 34). In the production department of X&Y Company, the manager’s failure to adopt supportive leadership has led to the loss of experienced workers who lack motivation in their work in spite of having the desired competence. The manager in such circumstances needs to analyze the causes of low commitment. This would enable him to make the necessary changes to generate satisfaction, which will be significant in maintaining experienced workers. After motivating the employees, it is possible for them to perform effectively without supervision. Delegating Delegating is usually applicable for the employees who are both highly committed and competent in the workplace. They can perform tasks on their own without supervision or continuously being directed. Such employees are usually satisfied with their work and derive much enthusiasm from performing their day to day duties in the work place. They are able to meet the target on their own and therefore there is usually no need for the leader to maintain focus on their tasks or developing strong relationships (Kouzes & Posner 2007 p 48). However, it is usually important for the leader to ensure that he is aware of the progress and to ascertain that the organizational objectives are met. His main duty is to compare the process with the plan to ensure that it is adhered to. More over, the subordinates can remain motivated through recognition and being rewarded for exemplary performance. In X&Y Company, the marketing manager adopts the delegating leadership style. After conducting market research and developing a strategic plan, the leader informs the marketing representatives and delegates tasks to them. He understands that they are capable of working on their own and only report problems encountered in course of their day do day activities. They report at the end of the week regarding their accomplishments. Rewards are offered according to these accomplishments which translate in to the company’s high turnover. These motivate the employees who feel appreciated and always target higher output for them to be rewarded. This leadership style is important in maintaining a self driven workforce. Likert’s Leadership Likert also established four leadership styles that are also significant in the accomplishment of organizational goals. His main focus was the decision making process in leadership, and the level at which leaders involve subordinates in the decision. These include; exploitive and benevolent authoritative styles, consultative and participative styles (Kouzes & Posner 2007 p 58). Exploitive authoritative This is a style that employees usually dislike due to the pressure exerted on them by the leader. It involves laying out procedures that have to be exclusively adhered to without flexibility. The leader is usually less concerned regarding the desires of the employees. The main focus is their output in the organizational activities. Sometimes it may involve the use of unpleasant terms such as threats to ensure that the employees accomplish the desired tasks on time. Decision making is usually at the top and the employee desires are usually given little or no consideration (Kouzes & Posner 2007 p 51). This is similar to the style of directing in the situational model and is the one applied by the manager in the production department of X&Y Company. Benevolent authoritative This is a more acceptable approach to leadership since it is focused on maintaining high commitment through generating enthusiasm and interest by offering rewards for effective performance. Moreover, the desires of employees are given consideration and therefore there is a high possibility of generating satisfaction among them. However, decision making is top down but there are usually various aspects of delegating tasks (Alldredge et al. 2003 p 45). This leadership style is somehow similar to supportive leadership in the situational model of leadership and is practiced in the marketing department of X&Y Company. Consultative This style involves the down-up decision making process. The employees are involved in the decision making process. They raise issues regarding the manner in which they would like to undertake their tasks for the leaders to give their consent (Huczynski and Buchanan, 2007 p 51). This strategy is important in generating employee satisfaction in the workplace. It is somehow similar to delegation leadership style in the situational model. However, X&Y company leaders have not adopted this style. Participative This is the style whereby the leader participates in performing some of the tasks that have been allocated to employees. They are engaged in decision making, which makes it possible for the junior staff to own the organizational goals. This style leads employee satisfaction and increased productivity in all levels of the organization Professional Core of Hickson and Pugh’s Groups of Societies Organizations require the professional group so that they can advance in their endeavors to accomplish organizational goals (Hickson & Pugh 1996 p 52). The leadership style that is effective in maintaining a productive workforce is important in enhancing competitiveness in the organization. In general, coaching, delegating and supportive styles in situational leadership are important in maintaining productivity in the workforce. On the other hand, benevolent authoritative, consultative and participative styles in the Likert’s leadership styles are important for the professional core that maintains organizational competitiveness. Conclusion The leadership style adopted by leaders in an organization significantly affects the productivity of workers. The production manager of X&Y Company uses bureaucratic leadership while the marketing manager uses the Laissez-Faire leadership style. The marketing manager has been more successful in maintaining employee satisfaction and high productivity among employees than the production manager. Hersey and Blanchard’s situational model comprises four styles of leadership which include; directing, coaching, supporting and delegating. Each of them significantly affects the performance of employees. Likert also established four leadership styles that include; exploitive and benevolent authoritative styles, consultative and participative styles. These are important for the professional core that is important for productivity. References Alldredge, M., Johnson, C., Stoltzfuz, J., & Vicere, A. (2003). Leadership development at 3M: Ne wprocess, new techniques, new growth. Human Resource Planning, 26(3), 45. Hersey, P., Blanchard, K.H, and Johnson, D.E., (2007). Management of Organizational Behavior: Leading Human Resources, Prentice Hall. Hersey, P. and Blanchard, K. H, (1999). Leadership and the One Minute Manager, William Morrow Hickson D. J. & Pugh D. S. (1996). Management Worldwide: The Impact of Societal Culture on Organizations around the Globe, Penguin Group. Huczynski, A.A. and Buchanan, D.A. (2007). Organizational Behaviour, Pearson Education. Kesler, G. C. (2002). Why the leaders never gets deeper: Ten insights about executive talent development. Human Resource Planning, 25(1), 32-34. Kouzes, J. M. & Posner B. Z. (2007). The leadership challenge, Wiley Read More