Leadership Styles Career Management
Style Vs. Strategy Style – way a leader uses power, makes decisions, and interacts
Strategy– consciously chosen pattern of behavior to gain cooperation of followers
Philosophies of leadership incorporate both.
Hierarchical
Power is based on the position you hold
Power is coercive
Assumes there is one best way of doing things
No flexibility
Insensitive to individual circumstances
Efficient
Logical decision making
Decisions based on rules not feelings (fair and impartial)
Deal with poor employees through coercive power
Works well when followers don’t want to make decisions
Servant coined by Robert K. Greenleaf Servant-first to make sure that other people’s highest priority needs are being served individual is a servant first, making the conscious decision to lead in order to better serve others, not to increase their own power The objective is to enhance the growth of individuals in the organization and increase teamwork and personal involvement Principles of servant leadership to nurture and develop employees focus on meeting the needs of those they lead
Ethical Ethical leadership is knowing your core values and having the courage to live them in all parts of your life in service of the common good Questions – Will you be the same person at work? At home? In the community? Will you have the courage to live out your values when there is pressure to compromise or rationalize? How do your values contribute to the common good? maintains a certain standard of principles when conducting business and dealing with the public take into consideration not only the profits of the shareholder but also the needs of the people in the organization and the public system of thought based on setting rules for what to do, not on what not to do
Situational Hersey-Blanchard Situational Leadership Adapting your leadership styles to the task and people at hand. That effective leadership varies, not only with the person or group that is being influence, but it will also depend on the task, job or function that needs to be accomplished. is task-relevant and that the most successful leaders are those that adapt their leadership style Allows you to analyze the needs of the situation you're dealing with, and then adopt the most appropriate leadership style. two key considerations are directive behaviors and supportive behaviors By adopting the right style to suit the follower's development level, work gets done, relationships are built up, and most importantly, the follower's development level will rise, to everyone's benefit.
Transactional by Weber & Bass based on reward and punishment of performance The relationship between leader and employee becomes "transactional" -- I will give you this if you give me that, where the leader controls the rewards, or contingencies. Assumes: People are motivated by reward and punishment. Social systems work best with a clear chain of command. • The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company (and by implication the subordinate's manager) gets authority over the subordinate. once the contract is in place, takes a 'telling' style. Based on the hypothesis that followers are motivated through a system of rewards and punishment. The transactional leader's view of the leader / follower relationship is one of quid pro quo - or this for that. If the follower does something good, they will be rewarded. If the follower does something wrong, they will be punished.
Transformational by Bass & Burns Assumes: People will follow a person who inspires them A person with vision and passion can achieve great things The way to get things done is by injecting enthusiasm and energy These individuals continually change themselves; they stay flexible and adaptable; and continually improve those around them They put passion and energy into everything. They care about you and want you to succeed. starts with the development of a vision, a view of the future that will excite and convert potential followers. Constantly sell the vision. In this leadership, the leader enhances the motivation, morale and performance of his follower group. Individualized consideration Intellectual stimulation Inspirational motivation Idealized Influence
Charismatic Weber & Muser
Assumes: Charm and grace are all that is needed to create followers Self-belief is a fundamental need of leaders People follow others that they personally admire
ability to communicate on a very powerful emotional level, and probably include some personality traits.
They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world.
great deal of attention in scanning and reading their environment, and are good at picking up the moods and concerns of both individuals and larger audiences.
They then will hone their actions and words to suit the situation.
They will show great confidence in their followers.
They are very persuasive and make very effective use of body language as well as verbal language.
There have been many charismatic leaders who lack other leadership characteristics and skills (e.g. integrity) and lead their followers into situations that turn out horribly -- think political leaders such as Stalin, Hitler, and even business leaders (Enron).
A major problem regarding succession. What happens when a leader who relies on charisma leaves?
