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Analysis of leadership styles essay
Analysis of leadership styles essay
Trait and situational theory of leadership
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1. Evaluate three strengths of the current primary leader’s leadership practices using a scholarly leadership theory. The situational theory of leadership is based on the characteristics of the organizational followers and determining the appropriate leadership behavior. The theory has four standard specialist styles, organizing, supporting, educating, and entrusting. The style associated changes in perspective of the task and behaviors of the followers or employees. “The situational leadership theory suggests the difference between the successful and unsuccessful of the four leadership styles is the appropriateness of the leader's behavior to the particular situation in which it is used” (Waller, D, 1989) or the ability of the leader to change based on the needs of the follower or employee. The situational theory evaluates the aficionados by ability, duty, and advancement the pioneer changes the activity style to support the follower's ability to achieve the various leveled targets. The first fundamental nature of the Health Care Administrator of Texas Health Care Imaging is that he delegates endeavors easily. …show more content…
In the situational specialist style, the chairman must perceive their most basic assignments and requirements. The trough must evaluate the follower's ability and excitement to play out a specific endeavor, limit, or objective. Once these are settled the pioneer can change the situational specialist style to enlarge finish the association targets. Jonathan has good analytical skills as demonstrated by his mastery of the very complicated medical billing procedures. His extraordinary illustrative aptitudes ensure proper billing procedures for examinations and timely payment from government and insurance payers of which assure companies revenues target are
Hoy, W. K., & Tarter, C. J. (2010). A Theory of Leadership: A Situational Approach. Retrieved January 28, 2014, from http://www.waynekhoy.com/pdfs/theory_of_leadership.pdf
Sims Jr., H. P., Faraj, S., & Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, 52, 149-158. DOI: 10.1016/j.bushor.2008.10.002
In the context of the Situational model leadership theory, there are three identifiable weaknesses in my leadership practice. These weaknesses represent shortcomings in my role as a leader and might prevent my team from fully executing the organization’s mission. The three weaknesses are:
According to Fiedler (cited in Bolden, Gosling, Marturano & Dennison, 2003)., there is no single characteristic or trait that will create a successful leadership style. Rather, he argues that situations actually shape a general leadership style of a manager. Bolden, Gosling, Marturano and Dennison (2003) have observed that within an environment with repetitive tasks, the most effective leadership style might be a directive one, while a participative leadership style might be required in a dynamic environment. Being an effective leader means to control important specific situations. Taking into account these situations, Fiedler presented three situational components that are considered essential for an effective leadership: leader-member relations, task-structure and position power.
In situational leadership theory and path-goal theory, both theories assume that leaders are flexible and can display any or all styles depending on the situation or environment. Situational leadership theory emphasizes the importance of adjusting leadership style based on the needs of the followers. Path-goal theory leaders help followers along their path and are more effective if they adapt their behaviors to the current environment. Each leadership theory describes four different styles or behaviors to use for effective leadership. The style of telling, selling, participating, and delegating are used in STL...
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 systematic and scholarly study of leadership consumed much of the twentieth century and continues to remain a vital topic of discussion today. Theories abound as to what makes one a good leader and, despite the continued efforts of many, no single operable expression of the meaning of leadership exists. In an attempt to address this issue James Kotterman wrote, “Leadership Versus Management: What’s the Difference.” The following review shall briefly summarize Kotterman’s article and follow with conclusions based on the experiences of this author.
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.
Have you ever had a leader that inspired you to develop your own leadership traits? “A leader is someone who demonstrates what’s possible” (Mark Yarnell, 2015). There are numerous leadership styles. Each of the numerous leadership styles can be beneficial if utilized in an appropriate means. I have chosen three leaders and their unique leadership styles to discuss in this paper. The unique styles that will be discussed are situational leadership, transformational leadership, and laissez-faire leadership. I will also discuss each leader’s approaches, their fundamental leadership principles, and how each leader used their style within their profession.
The Medtronic Meeting Planning Restorative Therapies Group in Fort Worth, Texas is very effective at task completion, because departmental management embrace an environment of team work and self-monitoring. Although management is present at all times and is very approachable. The Meeting Planning Senior Manager recognizes that there are several ways to completing a task and every individual has a different problem solving process. As long as tasks are completed efficiently and follow all Medtronic task related Standard Operating Procedures. Every team member is trusted to complete assigned tasks in be best most efficient way that works for the individual team member. The Meeting Planning Lead oversees the Bio-skills and Shipping and Receiving department. The Meeting Planning Team Lead depends a lot on the autonomy and self-monitoring of the shipping and receiving crew, because he himself is also responsible for surgeon interaction and bio-skills course management. The Team Lead cannot constantly monitor every individual within the shipping and receiving and bio-skills teams. Just like the Senior Manager, the team lead heavily relies on the autonomy of individuals reporting to him or her. Team members are trusted and expected to complete daily task on their own with minimal supervision. Weekly meeting are conducted to establish priorities, assign tasks and address any issues or concerns that the team may have. The freedom provided by the Senior Manager and Team lead
Hersey and Blanchard’s Situational Leadership Theory (SLT) asserts that a leader’s effectiveness is dependent upon the readiness, or ability and willingness, of the leader’s followers to complete a task. This leadership style is an amalgamation of task-oriented and relationship-oriented characteristics that are employed depending upon the situation and the followers involved. According to the SLT, as followers increase in readiness the leader’s style is to adapt accordingly (Kinicki & Kreitner, 2009).
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.
Some situations may work in one of the business may actually fail to work in others situations. Each situation demands the best leadership styles to be employed in the firm. There are various business styles which need to be applied in different business situations. The situation in a business is normally having a greater effect on a leader actions which he or she takes as opposed to the personal traits possessed. This is due to the fact that, while personalities may have an inspiring firmness over a period of time, they have slight reliability across business situations. This makes some scholars to argue that process theory of leadership is better than the trait theory of leadership. In most cases, power in the business is misused and this leads to negative impacts to the business and those