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Leadership styles
Situational leadership and its impact
Compare and contrast three forms of leadership democratic autocratic and laissez faire
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) Conflict is an opposite action toward a different idea, perception, or feeling of people or groups. (b)Transactional analysis has three ego states which are parent, child, adult that affect our behavior or the way we transact through communication. Critical parent is controlled by the conversation using advising responses that are judgmental, opinionated, demanding disapproving, or disciplining telling others what to do, and sympathetic parent is protecting, permitting, consoling, and caring to be supportive. The natural child response that shows curiosity, fun, fantasy, or impulsiveness and adopted child responds with confrontational advising responses that express rebelliousness, anger, fear, anxiety, inadequacy, or procrastination. An …show more content…
(a) Autocratic, Democratic, Laissez-Faire are the three basic leadership styles. A leader who has Autocratic leadership style is primary concern is only job related and low consideration about the employee. They say to employees what to do and closely watch over performance and give little or no support for them to work out. Democratic leadership style is a high consideration about employee and low concern about job. Tell employees to do their way and oversee the performance at major stages and develop a supportive relationship with the employee. Laissez-Faire leadership style is low consideration about employee and job task. They provide little or no direction and support to perform. (b) My plan of action is getting an associate with the employee and support them what they really want better job performance as much as I can. I encourage to motivate them to work hard and help to build up their self-confidence with accomplishment. 8. (a) Situational Leadership is a model of leadership that selects from four different leadership styles that adapted their ability to be more effective for the employee’s task behavior and relationship behavior. (b)The stages of situational leadership are telling, selling, delegating, participating. Telling is the leader 's concern highly on task and don’t have any relationship
The third type of leadership style is described as situational leadership. Situational leaders assess the environment and the readiness of the employee before assigning a task (Giltinane, 2013, Grimm, 2010). Situational leaders provide direction and support based on the need at the time. Thus if an employee needs more direction than others, situational leader is able to identify the employees need and provide support accordingly. According to Giltinane (2013) situational leaders relationship with their subordinates and provide guidance and direction as needed.
Situational leadership is a theory which was designed in 1969 by Paul Hersey and Ken Blanchard. The “contingency theories of leadership” states that a leader’s effectiveness is dependent on their behaviours in relation to different situational factors. Thus, situational leadership theory, relates to how a leader 's effectiveness is depend on their ability to adjust their leadership behaviour to the required level of the “followers” capability or if the situation is modified.
The situational leadership theory states that leaders use different styles and strategies depending on the situation. There are two models that support this theory. The Fiedler’s Contingency Model of Leadership Effectiveness states that an “effective leadership occurs only when there is an ideal match between the leader’s style and the group’s work situation” (pg
Hersey, P. & Blanchard, K. (n.d.) Situational Leadership. In Wren, J.T. (Ed.). (1995). The Leader’s Companion (pp. 207-211). New York: Simon & Schuster.
Continuously, there is the affiliative style which means that a leader creates a positive harmony for his employees (Six leadership styles: selecting the right leader, 2016). In other words, that leader put people first and tasks second. The Democratic leader focuses on the decision making, also, the employees in this organisation have the skills, knowledge require. Therefore, the leader trust them in their
STYLES OF LEADERSHIP An autocratic leadership style is one where the manager sets objectives, allocates tasks, and insists on obedience. Therefore the group becomes dependent on him or her. The result of this style is the members of the group are often dissatisfied with the leader. This results in little cohesion, the need for high levels of supervision, and poor levels of motivation amongst employees. A democratic leadership style encourages participation in decision making.
Erik Erikson defined this period of psychosocial development. It occurs during ages three to six. He called this stage initiative versus guilt. During this stage, the child is faced with taking independent action and dealing with the results. They are exploring different things and taking risks. The child, during this stage, is trying to find their identity apart from their parents, or their self-concept (Feldman, 2011). They will attempt to imitate their parents. If the parents dislike what they are doing, a sense of guilt may occur in the child (Fleming, 2004). If there is positive reinforcement of the child’s behavior or questions, initiative will be the result (Elkind, 1970). They will have to experience both initiative and guilt to come to an appropriate resolution. Whichever strength arises during this stage will help shape their identity. If the strength is the opposite of the basic strength, this can lead to issues. If they succeed, the child will find a sense of purpose. However, if they fail, they will get a sense of inhibition. This greatly influences a child’s psychosocial development. The child must pass this stage to move on to the next stage. (Fleming,
A situational leader is the one who will use a different leadership style according to the need and specific situation at the moments.
Autocratic leadership theory is a part of the behavioural approach. In this leadership theory, leader makes all decisions and uses power to command and control the followers to achieve goal. According to Lewin(1939), “autocratic leaders are associated with high-performing groups, but that close supervision is necessary and feeling of hostility are often present” (p.173). It is incredibly efficient and tasks are completed quickly. Autocratic leadership can be beneficial when decisions need to be making quickly. For example, in emergency situation surgeon uses this theory because the patient’s situation is between life and death and there is no time to discuss with other members. Bass (2008) mentioned in the Leadership styles and theories article, “Autocratic leaders can be effective because they create good structure, and determine what needs to be done. They provide rewards for compliance, but punish disobedience” (Giltinane, 2013, p. 35-37).
Autocratic leaders uses an authoritarian manner and dictates what is going on without consulting athletes. It is characterised by absolute individual control over group members and very little input from them in the decision making process. If the autocratic leader is the most knowledgeable person in the group it usually leads to fast, effective decisions being made. This type of leadership best suits athletes who are in need of support and answers. This is because this leadership style prevents a person from doing their own thing and they are solely guided by what the leader does. It best suits those who highly value extrinsic motivation because with the leader having all decision making power the athlete is motivated not by themselves but
According to Northouse (2013), “Situational leadership stresses that leadership is composed of both a directive and supportive dimension, and that each has to be applied appropriately in a given situation” (p. 99). There are four different leadership styles: directing (S1), coaching approach (S2), supporting approach (S3), delegating approach (S4). The other major part of the situational leadership is the development levels of subordinates (Northouse, 2013). The levels range from D1 through D4, the lowest development to the high development. An effective leader discovers how to adapts ones leadership style to match the subordinate’s development level.
Situational theory tends to look at the situation in isolation from the leader and the followers. Just as the trait approach views personality traits in isolation, so too, the situational approach fails to give adequate attention to the total process that results in leadership. Once again, we need to emphasize the idea of leadership as an interaction influence system involving a leader, follower, and situational variables.
The contemporary era is the time with constant changes and new demands. In view of this point, we can't put unitary leadership into real work. Accordingly, the term of "contingency leadership theory" (also namely "situational leadership") is given rise to by those situational factors. This theory notes that managers can vary their styles to suit different circumstances.
The Situational Theories of leadership explain how leadership style must be tailored to the demands of the task and the qualities of subordinates.
Through an autocratic leadership approach, they will value accord decision-making because they are a collectivistic culture. A professional management style would be ideal for the American organization. The professional style is good for management participation as well as employee involvement, featured by the expressive involvement of the two parties with a mutual responsibility in attaining employee goals by achieving organizational goals. Through this style, the leaders depict an extensive and flexible approach to leadership where the leaders focus on two-way communication, honesty, trust and individual development. 4)