Three Leadership Styles in the Different Situation Models – Term Paper Example
Organizational Behavior & Leadership Table of Contents Leadership styles of three leaders 3 Justifications 4 Leadership of Executive A 4 Leadership of Leader B 4
Leadership of Leader C 4
Effect of Leadership 5
Leader B 5
Leader C 5
Leadership styles of three leaders
The behavior of the leader plays an important role for developing a realistic and complex leadership model. The situation models depict that leader’s behavior might vary from one situation to another. The goal of this theory is to identify those situational factors and specify how the leaders behave in such situations. Leadership is the process of developing innovative ideas and visions, following those visions and ideas, and motivating others to follow those ideas. Leadership is a quality and leader is the person who possesses the key attributes of leadership. There are many types of leadership in the organization. The nature of leadership also reflects the nature and behavior of the leader. The different types of leadership styles are: a) Charismatic leader, b) Autocratic leader, c) Democratic leader, d) Bureaucratic leader, e) Servant Leader, f) Transformational Leader, g) People-oriented Leader, and h) Environment Leader (Griffin & Moorhead, 2011, p. 33).
In this study we are going to analyze the leadership characteristics of the three top level management employees of a commercial printing company. The company carries on printing and production activities. The company faced huge losses, which was about $2 million, and the share prices of the company have also fallen. In this scenario Executive A became the CEO of the company. He was very ambitious and solely focused on the success of the company. Executive A does not take the credit of the huge success that he has earned for the company. He takes the responsibility of the mistakes and the poor results in the company. He is always proud of developing strong leaders in the company. It can be said that Executive A is a charismatic leader. He infused energy into the employees and motivated them to work harder for the organization. He is a committed towards his organization and forms strategies for the long run (Hellriegel & Slocum, 2007, p. 210).
Leadership of Executive A
Executive A was humble and he never took the credit of the success, but also considered his teammates for the success of his company. He had the habit of taking the blames on his own shoulders. This quality of Executive A makes him a Level 5 leader. Level 5 leaders do not have the habit of seeking success for the glory. They shy away when they are praised, but they take important and risky decisions fearlessly. A level 5 leader is considered to be a great leader that has all the leadership qualities with a blend of humility.
Leadership of Leader B
Leader B also considers that when a subordinate commits mistake, it is solely his responsibility and he should be punished for such deed. Leader B is a task-oriented leader. He specifies the tasks and goals that have to be achieved. In this form of leadership style, close supervision and control can be seen. He also has transactional leadership qualities because he utilizes his power to reward or punish employees for their performance or task. A transaction leader leads his team and has the power to evaluate, train and rectify his subordinates. He rewards effectively for good performances but also does not tolerate bad performance.
Leadership of Leader C
Leader C follows the goals and objectives of Executive A. He welcomes employee feedback and inspires them to achieve great success. He sets high goals for the subordinates so that they aspire to achieve them. He wants to be a mentor for his employees rather their boss. He listens to his team members and takes their feedback to bring about positive changes in the organization. So Leader C has transformational leadership qualities. He has the ability to motivate employees and drive them towards the success of the company and also their individual achievement. He has the qualities to bring about changes.
Effect of Leadership
Leader B has task-oriented and transactional leadership qualities. He works on pre-determined goals and objectives. He has got the power and utilizes it to the fullest to assess employee performance and reward the best employees of the company. During the time of Executive A, the company prospered, but he had the habit of sharing his credits with others and never blamed employees or his subordinates for poor performance. He took it on himself, but the case is different with Leader B. He punishes the poor performers. So the employees find it difficult to adjust in the initial phase but soon they would become used to strict performance-oriented policy of the company.
Leader C is concerned about developing a better working environment for his subordinates. He welcomes their feedback and advice. Leader C also has environment leadership qualities because they nurture the organizational environment to make the environment a better place for the employees. The employees would develop a feeling of affection and respect for Leader C. He would be able receive employee support and their loyalty too. The work atmosphere would be creative and innovative in terms of idea generation and implementation.
Griffin, R. W., & Moorhead, G. (2011). Organizational behavior: Managing people and organizations (10th ed.). Connecticut: Cengage Learning.
Hellriegel, D., & Slocum, J. W. (2007). Organizational behavior (11th ed.). Connecticut: Cengage Learning.