Introduction
A leadership
behaviour and approach in achieving organisational targets of a leader
in is a leader’s style of providing direction, implementing plans, and motivating people. There are
many different leadership styles
that can be exhibited by leaders in the business, political or other fields.
behaviour and approach in achieving organisational targets of a leader
in is a leader’s style of providing direction, implementing plans, and motivating people. There are
many different leadership styles
that can be exhibited by leaders in the business, political or other fields.
Effective leadership behaviour and approach
is about finding ways to meet the needs of the employees and to achieve the targets
of the organization. There is no single correct leadership behaviour and
approach – the best leadership behaviour and approach is the one that meets the
challenges the organisation is facing and the needs of the people the leader is
leading. Effective leaders are often flexible and are able to change their
style of leadership to suit changing circumstances.
is about finding ways to meet the needs of the employees and to achieve the targets
of the organization. There is no single correct leadership behaviour and
approach – the best leadership behaviour and approach is the one that meets the
challenges the organisation is facing and the needs of the people the leader is
leading. Effective leaders are often flexible and are able to change their
style of leadership to suit changing circumstances.
Leadership is less about the need of the
leader, and more about the needs of the people and the organization he or she
is leading. Leadership behaviours and approaches are not something to be tried
on like so many suits, to see which fits. Rather, they should be adapted to the
particular demands of the situation, the particular requirements of the people
involved and the particular challenges facing the organization.
leader, and more about the needs of the people and the organization he or she
is leading. Leadership behaviours and approaches are not something to be tried
on like so many suits, to see which fits. Rather, they should be adapted to the
particular demands of the situation, the particular requirements of the people
involved and the particular challenges facing the organization.
Definition of leadership
Leadership
is can be defined as the ability of an individual or organization to
“lead” or guide other individuals, teams, or entire organizations .
The concept of leadership entails and individual who is usually called the
leader to establish a clear vision, share the vision with others so that they will follow willingly, provide information, knowledge and methods to realize that vision, and above all coordinate
and balance the conflicting interests of all members and stakeholders when the need arise.
is can be defined as the ability of an individual or organization to
“lead” or guide other individuals, teams, or entire organizations .
The concept of leadership entails and individual who is usually called the
leader to establish a clear vision, share the vision with others so that they will follow willingly, provide information, knowledge and methods to realize that vision, and above all coordinate
and balance the conflicting interests of all members and stakeholders when the need arise.
Different types of leadership behaviours
and approaches in achieving organisational targets
and approaches in achieving organisational targets
Authoritarian leadership behaviour and
approach
approach
The authoritarian leadership behaviour
and approach or autocratic leader keeps strict, close control over followers by
keeping close regulation of policies and procedures given to followers. To keep
main emphasis on the distinction of the authoritarian leader and their
followers, these types of leaders make sure to only create a distinct professional relationship. Direct supervision is what they believe to be key in
maintaining a successful environment and follower ship. In fear of followers
being unproductive, authoritarian leaders keep close supervision and feel this
is necessary in order for anything to be done.
and approach or autocratic leader keeps strict, close control over followers by
keeping close regulation of policies and procedures given to followers. To keep
main emphasis on the distinction of the authoritarian leader and their
followers, these types of leaders make sure to only create a distinct professional relationship. Direct supervision is what they believe to be key in
maintaining a successful environment and follower ship. In fear of followers
being unproductive, authoritarian leaders keep close supervision and feel this
is necessary in order for anything to be done.
Authoritarian
leadership behaviours and approaches often follow the vision of those that are
in control, and may not necessarily be compatible with those that are being
led. Authoritarian leaders have a focus on efficiency, as other styles, such as
a democratic style, may be seen as a hindrance on progress.
leadership behaviours and approaches often follow the vision of those that are
in control, and may not necessarily be compatible with those that are being
led. Authoritarian leaders have a focus on efficiency, as other styles, such as
a democratic style, may be seen as a hindrance on progress.
Examples of
authoritarian communicative behaviour: a police officer directing traffic, a
teacher ordering a student to do his or her assignment, and a supervisor
instructing a subordinate to clean a workstation. All of these positions
require a distinct set of characteristics that give the leader the position to
get things in order or get a point across. Traits of authoritarian leadership behaviours
include setting goals individually, engage primarily in one-way and downward
communication, controls discussion with followers, and donate interaction
authoritarian communicative behaviour: a police officer directing traffic, a
teacher ordering a student to do his or her assignment, and a supervisor
instructing a subordinate to clean a workstation. All of these positions
require a distinct set of characteristics that give the leader the position to
get things in order or get a point across. Traits of authoritarian leadership behaviours
include setting goals individually, engage primarily in one-way and downward
communication, controls discussion with followers, and donate interaction
Several studies
have confirmed a relationship between bullying, on the one hand, and an autocratic
leadership and an authoritarian way of settling conflicts or dealing with disagreements, on the other.
An authoritarian behaviour of leadership may create a climate
of fear, where there is
little or no room for dialogue and where complaining may be considered futile.
have confirmed a relationship between bullying, on the one hand, and an autocratic
leadership and an authoritarian way of settling conflicts or dealing with disagreements, on the other.
An authoritarian behaviour of leadership may create a climate
of fear, where there is
little or no room for dialogue and where complaining may be considered futile.
Paternalistic leadership
behaviour and approach
behaviour and approach
The way a paternalistic
leader works is by acting as a father figure by taking care of their
subordinates as a parent would. In this behaviour of leadership the leader
supplies complete concern for his followers or workers. In return he receives
the complete trust and loyalty of his people. Workers under this style of
leader are expected to become totally committed to what the leader believes and
will not strive off and work independently. The relationship between these
co-workers and leader are extremely solid. The workers are expected to stay
with a company for a longer period of time because of the loyalty and trust.
Not only do they treat each other like family inside the work force, but
outside too. These workers are able to go to each other with any problems they
have regarding something because they believe in what they say is going to
truly help them.
leader works is by acting as a father figure by taking care of their
subordinates as a parent would. In this behaviour of leadership the leader
supplies complete concern for his followers or workers. In return he receives
the complete trust and loyalty of his people. Workers under this style of
leader are expected to become totally committed to what the leader believes and
will not strive off and work independently. The relationship between these
co-workers and leader are extremely solid. The workers are expected to stay
with a company for a longer period of time because of the loyalty and trust.
Not only do they treat each other like family inside the work force, but
outside too. These workers are able to go to each other with any problems they
have regarding something because they believe in what they say is going to
truly help them.
One of the
downsides to a paternalistic leader is that the leader could start to play favourites
in decisions. This leader would include the workers more apt to follow and start
to exclude the ones who were less loyal. In today’s market paternalism is more
difficult to come by according to Padavic and Earnest who wrote “business
dimensional and Organizational Counseling.” They believe this because there
have become more lay-offs and stronger unionization. This affects paternalistic
leaders because the co-workers may not believe that their jobs are 100%
ensured. When this happens, workers begin to look for bigger and better job
opportunities instead of staying at one company for a longer period of time.
Because of this, the leader may be thinking that you could be leaving and not
fully believe you when you tell them something about a job opportunity. This
could put the workers and leader at risk for a bad situation.
downsides to a paternalistic leader is that the leader could start to play favourites
in decisions. This leader would include the workers more apt to follow and start
to exclude the ones who were less loyal. In today’s market paternalism is more
difficult to come by according to Padavic and Earnest who wrote “business
dimensional and Organizational Counseling.” They believe this because there
have become more lay-offs and stronger unionization. This affects paternalistic
leaders because the co-workers may not believe that their jobs are 100%
ensured. When this happens, workers begin to look for bigger and better job
opportunities instead of staying at one company for a longer period of time.
Because of this, the leader may be thinking that you could be leaving and not
fully believe you when you tell them something about a job opportunity. This
could put the workers and leader at risk for a bad situation.
According to B. M.
Bass who wrote Leadership and Performance Beyond Expectations, workers
who follow paternalistic leadership also have better organization skills. The
leader encourages organization because they allow the workers to complete tasks
so that they can stay on top of their work. The workers complete tasks this
boosts self-confidence and it makes them work harder to reach a goal and exceed
the goal to prove to their boss they are working hard. Having this style of
leadership can also help implement a reward system. This system will allow
their workers to work even better because there is something for them at the
end of the tunnel. While doing this they will also be able to accomplish more
work in a set time frame.
Bass who wrote Leadership and Performance Beyond Expectations, workers
who follow paternalistic leadership also have better organization skills. The
leader encourages organization because they allow the workers to complete tasks
so that they can stay on top of their work. The workers complete tasks this
boosts self-confidence and it makes them work harder to reach a goal and exceed
the goal to prove to their boss they are working hard. Having this style of
leadership can also help implement a reward system. This system will allow
their workers to work even better because there is something for them at the
end of the tunnel. While doing this they will also be able to accomplish more
work in a set time frame.
Democratic leadership
behaviour and approach
behaviour and approach
The democratic leadership behaviour and approach consists of the leader sharing
the decision-making abilities with group members by promoting
the interests of the group members and by practicing social
equality.
the decision-making abilities with group members by promoting
the interests of the group members and by practicing social
equality.
This style of
leadership encompasses discussion, debate and sharing of ideas and
encouragement of people to feel good about their involvement. The boundaries of
democratic participation tend to be circumscribed by the organization or the
group needs and the instrumental value of people’s attributes (skills,
attitudes, etc.). The democratic behaviour encompasses the notion that
everyone, by virtue of their human status, should play a part in the group’s
decisions. However, the democratic behaviour of leadership still requires
guidance and control by a specific leader. The democratic behaviour demands the
leader to make decisions on who should be called upon within the group and who
is given the right to participate in, make and vote on decisions.
leadership encompasses discussion, debate and sharing of ideas and
encouragement of people to feel good about their involvement. The boundaries of
democratic participation tend to be circumscribed by the organization or the
group needs and the instrumental value of people’s attributes (skills,
attitudes, etc.). The democratic behaviour encompasses the notion that
everyone, by virtue of their human status, should play a part in the group’s
decisions. However, the democratic behaviour of leadership still requires
guidance and control by a specific leader. The democratic behaviour demands the
leader to make decisions on who should be called upon within the group and who
is given the right to participate in, make and vote on decisions.
Research has found
that this leadership behaviour is one of the most effective and creates higher
productivity, better contributions from group members and increased group
morale. Democratic leadership can lead to better ideas and more creative
solutions to problems because group members are encouraged to share their
thoughts and ideas. While democratic leadership is one of the most effective
leadership behaviour, it does have some potential downsides. In situations
where roles are unclear or time is of the essence, democratic leadership can
lead to communication failures and uncompleted projects. Democratic leadership
works best in situations where group members are skilled and eager to share
their knowledge. It is also important to have plenty of time to allow people to
contribute, develop a plan and then vote on the best course of action.
that this leadership behaviour is one of the most effective and creates higher
productivity, better contributions from group members and increased group
morale. Democratic leadership can lead to better ideas and more creative
solutions to problems because group members are encouraged to share their
thoughts and ideas. While democratic leadership is one of the most effective
leadership behaviour, it does have some potential downsides. In situations
where roles are unclear or time is of the essence, democratic leadership can
lead to communication failures and uncompleted projects. Democratic leadership
works best in situations where group members are skilled and eager to share
their knowledge. It is also important to have plenty of time to allow people to
contribute, develop a plan and then vote on the best course of action.
Laissez-faire leadership behaviour and
approach
approach
The laissez-faire leadership behaviour
and approach is where all the rights and power to make decisions is fully given
to the worker. This was first
described by Lewin, Lippitt, and White in 1938, along with the autocratic
leadership and the democratic leadership behaviour. The laissez-faire style is
sometimes described as a “hands off” leadership behaviour because the
leader delegates the tasks to their followers while providing little or no
direction to the followers. If the leader withdraws too much from their
followers it can sometimes result in a lack of productivity, cohesiveness, and
satisfaction.
and approach is where all the rights and power to make decisions is fully given
to the worker. This was first
described by Lewin, Lippitt, and White in 1938, along with the autocratic
leadership and the democratic leadership behaviour. The laissez-faire style is
sometimes described as a “hands off” leadership behaviour because the
leader delegates the tasks to their followers while providing little or no
direction to the followers. If the leader withdraws too much from their
followers it can sometimes result in a lack of productivity, cohesiveness, and
satisfaction.
Laissez-faire
leaders allow followers to have complete freedom to make decisions concerning
the completion of their work. It allows followers a high degree of autonomy and
self-rule, while at the same time offering guidance
and support when requested. The laissez-faire leader using guided freedom
provides the followers with all materials necessary to accomplish their goals,
but does not directly participate in decision making unless the followers
request their assistance.
leaders allow followers to have complete freedom to make decisions concerning
the completion of their work. It allows followers a high degree of autonomy and
self-rule, while at the same time offering guidance
and support when requested. The laissez-faire leader using guided freedom
provides the followers with all materials necessary to accomplish their goals,
but does not directly participate in decision making unless the followers
request their assistance.
This is an
effective behaviour to use when:
effective behaviour to use when:
·
Followers
are highly skilled, experienced, and educated.
Followers
are highly skilled, experienced, and educated.
·
Followers
have pride in their work and the drive to do it successfully on their own.
Followers
have pride in their work and the drive to do it successfully on their own.
·
Outside
experts, such as staff specialists or consultants are being used.
Outside
experts, such as staff specialists or consultants are being used.
·
Followers
are trustworthy and experienced.
Followers
are trustworthy and experienced.
This
style should NOT be used when:
style should NOT be used when:
·
Followers
feel insecure at the unavailability of a leader.
Followers
feel insecure at the unavailability of a leader.
·
The
leader cannot or will not provide regular feedback to their followers.
The
leader cannot or will not provide regular feedback to their followers.
Transactional leadership behaviour and
approach
approach
Transactional
leaders focus their leadership on motivating followers through a system of
rewards and punishments. There are two factors which form the basis for this
system, contingent reward and management-by-exception.
leaders focus their leadership on motivating followers through a system of
rewards and punishments. There are two factors which form the basis for this
system, contingent reward and management-by-exception.
·
Contingent reward provides rewards, materialistic or
psychological, for effort and recognizes good performance.
Contingent reward provides rewards, materialistic or
psychological, for effort and recognizes good performance.
·
Management-by-exception allows the leader to maintain the status
quo. The leader intervenes when subordinates do not meet acceptable performance
levels and initiates corrective action to improve performance. Management by
exception helps reduce the workload of managers being that they are only
called-in when workers deviate from course.
Management-by-exception allows the leader to maintain the status
quo. The leader intervenes when subordinates do not meet acceptable performance
levels and initiates corrective action to improve performance. Management by
exception helps reduce the workload of managers being that they are only
called-in when workers deviate from course.
This type of
leader identifies the needs of their followers and gives rewards to satisfy
those needs in exchange of certain level of performance. Transactional leaders
focus on increasing the efficiency of established routines and procedures. They
are more concerned with following existing rules than with making changes to
the organization.
leader identifies the needs of their followers and gives rewards to satisfy
those needs in exchange of certain level of performance. Transactional leaders
focus on increasing the efficiency of established routines and procedures. They
are more concerned with following existing rules than with making changes to
the organization.
A transactional
leader establishes and standardizes practices that will help the organization
reach:
leader establishes and standardizes practices that will help the organization
reach:
·
Maturity
Maturity
·
Goal-setting
Goal-setting
·
Efficiency
of operation
Efficiency
of operation
·
Increasing
productivity.
Increasing
productivity.
A
transactional leader is:
transactional leader is:
1.
Negatively
affected when the emotional level is high.
Negatively
affected when the emotional level is high.
2.
Positively
affected when the emotional level is low.
Positively
affected when the emotional level is low.
Transactional
leadership presents a form of strategic leadership that is important for the
organizations development. Transactional leadership is essential for team
innovativeness.
leadership presents a form of strategic leadership that is important for the
organizations development. Transactional leadership is essential for team
innovativeness.
Transformational leadership
behaviour and approach
behaviour and approach
A transformational
leader is a type of person in which the leader is not limited by his or her
followers’ perception. The main objective is to work to change or transform
his or her followers’ needs and
redirect their thinking.
Leaders that follow the transformation behaviour of leading, challenge and inspire their followers with a sense of purpose and excitement.
They also create a vision of what they aspire to be, and communicate this idea
to others (their followers). According to Schultz and Schultz, there are three
identified characteristics of a transformational leader:
leader is a type of person in which the leader is not limited by his or her
followers’ perception. The main objective is to work to change or transform
his or her followers’ needs and
redirect their thinking.
Leaders that follow the transformation behaviour of leading, challenge and inspire their followers with a sense of purpose and excitement.
They also create a vision of what they aspire to be, and communicate this idea
to others (their followers). According to Schultz and Schultz, there are three
identified characteristics of a transformational leader:
·
Charismatic
leadership has a broad knowledge of field, has a self-promoting personality,
high/great energy level, and willing to take risk and use irregular strategies
in order to stimulate their followers to think independently
Charismatic
leadership has a broad knowledge of field, has a self-promoting personality,
high/great energy level, and willing to take risk and use irregular strategies
in order to stimulate their followers to think independently
·
Individualized
consideration
Individualized
consideration
·
Intellectual
stimulation
Intellectual
stimulation
Qualities
of good leadership behaviours in achieving organisational target
of good leadership behaviours in achieving organisational target
Good leadership behaviours and approaches to
achieve organizational objectives include:
achieve organizational objectives include:
- Honesty: Display
of sincerity, integrity, and candour in all actions. Deceptive behaviour will not
inspire trust. - Competence—
Base actions on reason and moral principles. Do not make decisions based
on childlike emotional desires or feelings. - Forward-looking
— Set goals and have a vision of the future. The vision must be owned
throughout the organization. Effective leaders envision what they want and
how to get it. Leaders should habitually pick priorities stemming from
their basic values. - Inspiring
— Display confidence at all times. By showing endurance in mental, physical,
and spiritual stamina, leaders should inspire others to reach out for new
heights. Take charge when necessary. - Intelligent — Leaders
should read, study, and seek challenging assignments. - Fair-minded
— Leaders should show fair treatment to all people. Prejudice is the enemy
of justice. Display empathy by being sensitive to the feelings, values,
interests, and well-being of others. - Broad-minded —
Seek out diversity. - Courageous —
Have the perseverance to accomplish a goal, regardless of the seemingly
insurmountable obstacles. Display a confident calmness when under stress. - Straightforward
— Use sound judgment to make a good decisions at the right time. - Imaginative —
Make timely and appropriate changes in thinking, plans, and methods. Show
creativity by thinking of new and better goals, ideas, and solutions to
problems.
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