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Strengths of a participative leader
The nature and importance of leadership
Leadership styles and their application
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Leadership: Miller et al. (2002) viewed leadership style as the pattern of interactions between leaders and subordinates. It includes controlling, directing, indeed all techniques and methods used by leaders to motivate subordinates to follow their instructions. The importance of leadership is evidenced by the substantial volume of academic and practitioner literature on the topic. Leadership, considered by many to be management’s most important role, involves influencing individuals and groups toward accomplishing goals.
Based on the review of the major theories of leadership, the researcher selected three specific leadership styles for inclusion in the current study. Two leadership styles, directive (autocratic) leadership and participative
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Directive leadership is defined as telling subordinates “what they are expected to do, how to do it, when it is to be done, and how their work fits in with the work of others” (Hughes et al., 1999, p.71). Directive leadership has been described as autocratic, task-oriented, and persuasive and manipulative (Muczyk and Reimann, 1987; Yukl, 1989; Bass, 1981). Though it can be effective in communicating a clear and concise vision of the organization’s strategic goals, directive leadership is transformational only by force.
Participative Leadership. In contrast to directive leadership, participative leadership involves consulting with subordinates and considering their opinions and suggestions (Yukl, 1989). Participative leadership is associated with consensus, consultation, delegation, and involvement (Bass, 1981). In keeping with a basic tenet of transformational leadership theory, participative leadership has the potential to enhance the dissemination of organizational and managerial values to employees. Employees who work for a participative leader tend to exhibit greater involvement, commitment, and loyalty than employees who work under a directive leader (Bass, 1981). Consequently, employees who are allowed to participate in the decision-making process are likely to be more committed to those
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Empowerment is defined as a process where employees are provided the necessary authority and autonomy that enables them to exercise control over decisions in the workplace (Conger and Kanungo, 1988). Empowering leadership is associated with increased autonomy, increased decision-making latitude, increased upward influence, and decreased monitoring (Keller and Dansereau, 1995; Spreitzer et al., 1999). Recent discussions in the academic literature describe empowerment as an aspect of change-oriented leadership (Masi and Cooke, 2000). Conger (1989), for instance, referred to leadership as “the art of empowering others”. Empowering leadership comprises many of the elements of participative leadership, such as employee involvement and autonomy. While participative leaders expect their subordinates to consult with them in the decision-making process, empowering leadership goes a step further by authorizing employees to solve problems and make decisions regarding customer needs without consulting a supervisor (Conger and Kanungo, 1988). Empowering leadership is the most transformational in nature as it requires a strong sense of shared commitment and mutual values to be
Leadership is defined as the action of guiding an individual or group of people. Effective leaders shape the behavior and thought process of the individuals around them. As a result, the success of an organization is often impacted by the leadership style and approach of its leaders. Even when engaging with multiple people, impactful leaders maintain their own style of leadership but occasionally change their approach based on the motivational needs of each individual. However, regardless of the style, leadership within an organization is designed to drive the performance of their employees and it is done through proficient communication. This guidance influences the culture of an organization, which subsequently, helps to shape its leaders.
A leader can be defined as a person who influences a group of people, organization, etc. in to achieving a set out or common goal. The aim of this paper is to identify the different approaches to leadership, but there is no single definition of leadership, as it can mean many different things to many people depending of their profession, environment and leadership style (Mielach, 2012).
Edwin T. Cornelius III defined leadership style as the broad, characteristic way in which a leader interacts with others across in various situations and occasions. (Cornelius, 2006) However, many researchers would agree that leadership style is merely traits and they can change within an organization or between different situations. Annick M. Brennen in an article stated: A study of leadership styles therefore deals mainly with the manner in which the leader carries out his/her leadership functions or roles–the use of authority and power and the approach to the decision-maki...
Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice Hall. p. 1-19. Retrieved from http://www.blackdiamond.dk/HDO/Organisation_Gary_Yukl_Leadership_in_Organizations.pdf
Leadership is a process by which an individual influences others to accomplish a mutual objective and most scholars can agree that leadership can be defined as the nature of the influencing process. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and ski...
It holds that various situations require different leadership styles to result in effective outcomes. According to this school of thought, it is the assessment of the competence, as well as the commitment of the leader’s subjects that makes the whole practice a success. As a result, a leader should access the two factors before deciding on either directive or supportive form of management.
A Transformational leader would elevate the interests of their employees, they would generate awareness and acceptance of the goal for the group. (Bass, B. M. ,1991) An example of transformational leadership in a hypothetical situation would be if there was a monthly goal set for each individual on the team and the leader finished his goals first then went on to help the rest of the team, taking extra time to see every employee as an individual. Another situation would be if a team member had a death in the family and the leader would provide emotional support for the employee as well as rallying the rest of the team to console the team member. Napoleon declared that an army of rabbits commanded by a lion could do better than an army of lions commanded by a rabbit (Bass, B. M. ,1991). The world is full of transformational leaders but we need more. Transformational leadership can be learned, and it can and should be the subject of management training and development (Bass, B. M. ,1991). Next, we will look at Servant
Halal and Brown (1981) write that participative management may not only increase productivity and decrease operating costs associated with low morale, it may enhance flexibility through lowering the decision making process to the operational level. This is because the operational level is where the actual work is completed. The manager or supervisor does not always have the best picture of how a process is completed, and they can get lost in the details. The operational level knows the details, thus to work together collaboratively is key. According to Mooney (n.d.) the participative leader empowers others. This is someone who is willing to share the spotlight by giving their employees the opportunity to make major decisions. They are also there to support these workers when they make mistakes and need help in solving problems. This leader invests much of their own success by placing it in the hands of those they
Leadership can take many different forms, depending on the person and the situation in which it is needed. Collaborative leadership is a leadership style in which a leader brings together a large group of people, with a variety of backgrounds, to make a productive decision and act upon it. According to Chrislip and Larson (1994):
Effective use of leadership styles and models can foster organizational success by increasing motivation, enhancing cooperation, and giving sense of direction to the staff and executives. Building awareness of the various leadership models and styles can help leaders develop their approach to enable them become more effective leader. In this article, six video clips will be examined for the leaderships styles used and their effectiveness for the specific situation.
Leadership has been defined in different ways, a definitaion of leadership that would be most commonly accepted would be “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization…”(House et al., 1999, p. 184 as cited in Yukl, 2013, p. 19). After a comprehensive review of different leadership literature, Stogdill (1974, p. 259, as cited in Yukl, 2013, p. 18) concluded that “There are almost as many definitions of leadership as there are persons who have attempted to define the concept." Leadership can be viewed from two different angles one is shared influence process and other as a specialized role. Researcher who view leadership as a specialized role consider attributes as a factor in selecting a designated leader. On the contrast, theorist who emphasises on influence process considers “Leadership” as a social process or a pattern of relationship.
Leadership has been defined as mobilizing the workforce towards training organizational goals (Yukl, 1998). The style of the leader is considered to be important in achieving organizational goals and therefore it is important to know your own leadership style as the leadership style will impact on the performance among subordinates (Berson et al., 2001). However this does not mean the leadership style alone will be responsible for all the performance of workers and attainment of goals.
Major Key strengths of participative leadership style are job satisfaction and productivity. When employees are given the opportunity to be involved in the decision-making process in an organization; it increases their morale and gives them the sense of inclusion. The employees will likely develop a sense of commitment to the organization, as well as increase their job performances resulting in overall organizational productivity. When employees notice their employers are involving them in the company’s decision making process, their job satisfaction level will be increased benefiting the company in the end.
Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that transformational leadership emphasizes the value of subordinates, encourages them to perform extra effort, and assures their comprehension on organization’s goals and objectives. Besides, idealised influence, inspirational motivation, intellectual stimulatio...
theory can be juxtaposed with the Transformational Leadership Model to reiterate the foundational behaviors associated with effectual leadership. According to a study on the Transformational Leadership Model, four distinct behavior categories are attributed to leadership. These four basic characteristics that create the conceptual framework are the Vision Builder, Standard Bearer, Integrator, and Developer. A Vision-Builder is similar to the previously mentioned Communication component. This leader builds a vision and communicates it clearly by establishing specific, achievable goals and shaping how they will be accomplished. A Standard Bearer can be compared to the Advisory role, where a leader adopts a code of ethics and maintains moral standards. This role inspires others and creates an environment where individuals hold this leaders opinions and recommendations in high-regard. The Integrator is related to the Opportunity component, where leaders can identify opportunities and combine resources to achieve organizational goals through aligning the individuals that they are responsible for to be the most productive. Lastly, the Developer is similar to the Talent component. This leadership behavior fosters individual and collective growth through training others and maximizing talents to facilitate a high performance environment. (Bottomley, K., Burgess, S., & Fox III, M.,