Style Approach
Definition
• Leadership is comprised of two types of behaviors: task behaviors and relationship behaviors
• The aim of this approach is to clarify how leaders balance these two behaviors in order to lead
• Offers a framework for examining leadership in broad terms
• Emphases on what leaders do and how they act
• Incorporates the actions of leaders towards underlings
• The Ohio State studies researched how leaders acted when leading a group
• The Blake and Mouton Leadership grid studies how leaders help an organization through concern for production and/or concern for people and is based on a nine point scale
• Five Leadership Grid styles: authority-compliance, country club management, impoverished management, middle of the road management, and team management.
Strengths
• Broadened the scope of research to include behaviors of leaders
• Varied research validates this approach
• Stressed a leaders’ style consists of task and relationship behaviors
• This approach is empirical and provides a broad view of understanding leaders Criticisms
• Does not show a correlation between leadership styles and performance outcomes
• Unable to locate one style that works for every situation
• Implies the ideal leadership style is high task and high relationship when in reality every situation is different.
(Northouse, 2013)
Based on Blake and Mouton’s Leadership Grid, Betsy has an Authority-Compliance or 9, 1 style of leadership (Northouse, 2013). She maintains a strong position on accomplishing the task and less on her relationships with her subordinates. When she communicates, she often gives directives or instruction. Some of the other employees view her as controlling and demanding.
Marianne has a Maternalism style of lead...
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... lead others and made the decision to promote up the ranks. Now as a supervisor and manager, I lead and serve the public, my superiors, and my subordinates. I have found that by putting the needs of my subordinates first, they generally work harder for me to accomplish the goals and objectives of our organization. I have observed other leaders achieve similar results by leading the same way through servant leadership. Conversely, I have seen self-serving leaders utilize transactional leadership and ultimately fail to achieve as much because their subordinates are not motivated enough and have no desire to follow them. In my profession, I often hear the expression, This type of compliment is normally reserved for those servant leaders who listen, show empathy for their followers, and inspire them to achieve the stated mission of the organization.
Leadership is the defining factor of a successful organization today. With the large number of companies in the world, there are just as many leadership styles. Understanding the different leadership styles is vital to the development of a management team as well as the organization. Matching the leadership style with the type needed for the organization in that point in time will impact the company in a positive manor. We can see examples of that in large corporations that will experience a shift in management when the level of production falls under a certain benchmark. The Blake Mouton Managerial Grid consists of five different leadership styles. The different styles outline the behaviours, traits, attitudes and focuses of the various leadership styles. The five styles are; Country Club, Impoverished, Middle of the Road, Team Leader, Produce or Perish leader. The model outlines how emphasizing on a particular area such as production could have negative repercussions onto another such as people. The grid is based on the idea that when the concern for both production and people are high, employee engagement and production will rise as well.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Being a successful and effective leader can be difficult because it does not have exactly patterns for them to follow. On the other hand, effective leaders are also difficult to define because it heavily depends on different job descriptions, situations, tasks, etc. Furthermore, management literature shows that there’s no consensus on how to behave is the right leaders (Kevin, 2013, para. 1). Although certain leaderships can offer leaders to use, sometimes it is difficult for them to choose leadership styles to utilize. Therefore, there is a framework that might be useful for leaders to use. For instance, leaders should figure out what their strengths are and choose leadership styles that the best fit for their situation and strengths. Subsequently, provide some basic needs for their followers in order to become an efficient leader. To put it simply, not only should leaders know their
The Leadership Grid (formerly The Managerial Grid) is a style leadership model developed by Robert R. Blake and Jane Mouton in the 1960’s (Northouse, 2013). It is predicted on the assumption that leadership effectiveness is based on two factors with intersecting axes: concern for production (horizontal axis) and concern for people (vertical axis). Each of the axes is drawn
This approach is focusses on identifying the behaviors of the leaders, what they do and how they also act. After a number of researches which were conducted from Ohio State University and at University of Michigan, in both of these researches arrived at the same results both concluding that the two behaviors revolve around the tasks and relationships. Style Approach therefore, states that effective leadership is made up of two general behaviors, Task behavor and Relationships behavor which are usually portrayed as a grid with two axes crossing each other across to form four quadrants. This grid is referred to as “The Leadership Grid” or “The Managerial Grid”, with a leadership style reflected as a combination of high or low task behavor horizontally, and high or low relationship behaviour
A review of the literature will show that managers practice a variety of leadership styles. Most scholars focus on delineating between transformational, transactional, democratic, autocratic, and laissez-faire leadership. “While not abundantly clear in the literature, logic suggests that some managers may embrace a blend of leadership styles” (Vann et al., 2014, p. 32). As an example, a school principal may practice more of an autocratic leadership style in one situation and more of a democratic leadership style in another situation. Thus, “real-world leadership application employs a hybridization of the various forms of leadership” (Vann et al., 2014, p. 33). Therefore, it will be important to evaluate and analyze leaders and leadership practices using leadership style
Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson Education, Inc.
Are leaders born or created? We hold leaders at the pinnacle of society. They are often times those who hold strong ideals and are adequate at making decisions. Additionally, they seem to possess distinct leadership characteristics that boast vast influence, and indirectly convey just how their individual methods differ. This paper will evaluate leader behavior and every concept that develops and refines leadership.
This study will be of massive significance to leadership sphere in most settings. It will help in choosing the most relevant features to adopt as leaders in organizational settings. To policy makers, this study will be of significance in making policies in leadership that will be of relevance as pertains to reaching of organizational goals. It will also act as a trigger factor in the subject of effect of leadership towards attainment of goals.
Leadership style is important. It indicates a method that is taken by a certain leader. It can be considered as being directive or even being commanding or even having a collaborative or participative elegance. However, we must know that some leaders tend to be motionless and use a style through different situations that can or will occur in the near future. It is important for the leaders to know what their main style and preferences are (Warner, 2012, para.2). It makes evaluation easier due to the effectiveness of the different styles with a great amount of circumstances that can enhance outcome and positivity. There are many qualities that increase leadership. The many qualities that can easily increase leadership are demonstrated
(Blake & Mouton, 2002). The leadership grid combined the “concerns of production” and the “concerns for people” (Leadership, 2008) into five alternate behavior theories: improvised management, country club management, task management, middle of the road management, and team management. Improvised management behavior is when a leader emphasizes no concern about people or production. A leader with country club management behavior emphasizes concern for people but little to no concern for production, while task management behavior leaders stress on production and not people. The middle of the road management behavior produces a leader who tries to balance concern for production and people; whereas, a leader exhibiting Team management behavior is able to exhibit high concern for both production and people (Leadership Theories and Studies,
There are many leadership styles, and none appears to work for every situation, though some seem effective in a broader range of leadership interactions. The questions asked in both the Queendom and Mind Tools surveys generally address each of the leadership styles, Situational, Functional, Relational, Transactional, and Transformational; though to varying degrees. The most interesting aspect of these surveys is, while they are different in length and question complexity, both surveys had very similar results.
The elementary reinforcement of the situational leadership theory is that there can be no "top" style of leadership. Effective leadership is always task-oriented. This is achieved onl...
There are various leadership styles that affect how managers and subordinates communicate and produce in the workplace. Having an effective leadership style can make communicating and producing in the workplace much easier for both the managers and employees. The ability to lead others is not easy, which makes having an effective leadership style a necessity for any manager. Leadership styles provide direction, motivation, and communication for employees. Therefore, leaders must choose a leadership style that best suits their own personal attributes, the subordinates, and the job itself. Some key ingredients of good leadership include, honesty, integrity, respect, and competency. Furthermore, employees have personal needs, which must be addressed
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.