Autonomy In Leadership

This week we learned one of the most vital thing in leadership management. That is, a leader must change his/her leadership styles depending on the situation. For example, the role theory suggests that a leader’s behavior depends on his/her perceptions of the situation. It also suggests that people usually define the roles for themselves and others based on social learning. They then form expectation about the roles and will subtly encourage others to act within the role expectations they have for them. So, in most situations, it would make sense to give followers task autonomy. By allowing an individual some control over what he/she does, he/she might be more motivated to participate and give input in the work place. However, if the job does require interdependence, it would be best to encourage team work instead. This might lead to higher creativity and better cohesiveness in the work place.

Another important aspect in creating an effective work environment is determining the amount of centralization in the company. This is imperative because increased participation will lead to better idea flow and understanding between employees and leaders. To achieve this, a company must have horizontal complexity rather than a vertical one. This is seen in companies like google and their success is prevalent as they have higher

For example, Fiedler’s Contingency Theory basically states that in order to have effective leadership there must be a strong leader-member relationship in the first place. It also states that Leaders must also present tasks clearly and should have the power to punish or reward. On the other hand, Situational Leadership states that leadership can come in the form of telling, selling, participating and