Management: Different Leadership Theories

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Recommended: Correlation between transformational leadership and transactional

Management: Case Study

Introduction

DGL International, a manufacturer of refinery equipment, has enlisted the service of manager John Terril to turn around the severely under performing division of technical services within the company. John Terril is told to ‘fix it’. This Case study will be looking at the Leadership style used by Terril using Tannenbaum and Schmidt’s continuum of leadership behaviors and the Hersey- Blanchard, Situational Leadership theory (SLT). The intricacy of both theories will be exhibited and discussed; emphasis will be placed on the four types of leadership styles in Hersey and Blanchard’s Situational Leadership Theory (SLT), focusing on the coupling of task orientation and employee relationship orientation and the application of such styles. Discussed also are the types of power used by Terril over his employees and the power that results due to Terril’s actions. Transactional and transformational leadership styles will be analyzed in conjunction with Terril’s actions. My own personal approach to DGL’s internationals problem, if I were to take the place of manager, using the previously mentioned theories of leadership, will be addressed also.

Q1)

What Leadership style did John Terril use?

Tannenbaum and Schmidt’s continuum of leadership behaviors (Robins et al, 2011) outlines the relationship between the use of authority by a manager and the freedom of employees; Autocratic, participative (Consultative and democratic) and laissez-faire are the depicted categories. Autocratic leadership is defined by Robbins et al as ‘manager makes decisions and announces it’ giving no chance of input from employees. Participative is central on the continuum and has two sub categories; consultative and democratic. ...

... middle of paper ...

...decision and sell it to my employees, almost coercing them into thinking my idea is the best thing for them.

Works Cited

Kahai S, Jestire R and Huang R. 2013, Effects of transformational and transactional leadership on cognitive effort and outcomes during collaborative learning within a virtual world, British Journal of Educational Technology. Vol. 44, No.6, p969 - 985.

Raven B, French J. 1958, Legitimate power, coercive power and observability in social influence. American Sociological Association. Vol. 28, No. 2, p83.

Salem D, et al. 2000, The Role of Referent and Expert Power in Mutual Help, American Journal of Community Psychology, Vol. 28 No. 3, Pg 303-324.

Robbins, et al. 2011, Management: The Essentials, 7th ed, Australia: Pearson Australia, Pg 298.

Robbins, et al. 2011, Management: The Essentials, 7th ed, Australia: Pearson Australia, Pg 131.

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