Kotter J (1990) What Leaders Really Do Harvard Business Review Available via Course Reserves
"Which personal style should managers adopt to ensure success? What is the most effective approach to managing the work of subordinates? These questions have been extensively researched and debated over the final century, and while the full general consensus has moved abroad from 'command and command' to management and leadership towards more than consultative and participative approaches, there is no unmarried ideal, as the best approach may vary according to circumstances and individual characteristics" (CMI 2013).
Leadership and management are like the two sides of a same coin, unlike withal linked to each other. Algahtani (2014:76) mentioned that "a manager does things right, while a leader does the right things". Managers are the people who were assigned the direction tasks, and they generally reach the desired goals "through the key functions of planning and budgeting, organizing and staffing, problem solving and controlling … while leaders set a management, align people, motivate, and inspire them." (Kotter 2001). Fundamentally, leaders produce useful changes while managers make sure that the organisation reaches their goals in the virtually efficient mode (Kotterman 2006, Bass 2008). The following table will testify the comparing of Leadership and Management.
Differences Between Leadership & Management (Surbhi 2015)
Kotter (1990) likewise stated that "Good management brought a degree of guild and consistency to key dimensions like quality and profitability of products… [while] leadership does not produce consistency and order, it produces motion." Despite being different, whatsoever arrangement defective 1 of these ii volition not have satisfactory results in the long run. In truth, managers who cannot lead are strong and bureaucratic. On the other hand, leaders who lead without managing are very messianic and cult-similar, with emphasize on change just for the sake of changing, even if it is moving toward the incorrect direction (Kotter 1990).
Fayol's functions of management (slideshare.net)
The trouble is great leaders are not necessarily groovy managers, and vice versa. Virtually of the time managers concur an organisational position that need them to pb to a certain extent, but even with poor leadership qualities, virtually employees would follow order from their managers simply considering they are conditioned to practice so. Equally tin be seen from Henri Fayol's five functions of management chart below: direction planning, organizing, commanding, leading and controlling; at least bones element of leading is needed in order for operational direction to run smoothly. At that place are a few management theories that managers can adopt in guild to plow themselves into better leaders. This post is going to discuss two of the most used leadership models in situational/contingency category, the firsts one being Kurt Lewin's Leadership style framework (1939) and the second one is the Situational Leadership Model by Blanchard & Hersey (1979).
Lewin's Leadership Style Frameworks
Lewin'south leadership style frameworks (greatleadersgrow)
| Leadership Manner | Clarification |
| Autocratic leadership style | The autocratic leader is a leader who tends to make decisions alone and acquires ability from position, rewards and coercion (Daft 2007). Leaders determine the goals, deadlines, and methods without any consultation with others. Lewin's experiments found that this leadership style caused the most level of discontent within the organisation. However, it is very suitable when high-risk, short-fourth dimension calibration decisions are to be made since it is highly job oriented and very effective when meeting deadlines or emergencies (Marquis & Houston 2009). Due north Korean Kim-Jong Un is a perfect example of this leadership mode. |
| Laissez – faire leadership manner | The leaders accept a minimal participation in decision-making, only are however considered responsible for the outcomes. They hand over the responsibleness for results directly away to the squad. This can piece of work merely when the team members are adequately motivated and capable of making their own decisions. This arroyo to leadership has a very high run a risk of turnover, seeing that it is easy for some people to lose their vision and motivation when not being actively led. A great example of this leadership style can be establish in Mahatma Gandhi, he elementary led by example and let people cull for themselves whether to follow him or not. |
| Democratic leadership manner | The leaders involve other people in their controlling process, even though they still accept the last say over the matters. Leaders would also have no problem taking criticism and suggestions. This style is generally used in a competitive, non-emergency situation considering it generally leads to more out-of-the-box problem solving, creativity, and innovation. Most of the time the team members being led with this leadership fashion experience valued with a strong sense of belonging and ownership, giving them both independence and self-confidence. However, the managers possess very little control over their subordinates when there are a wide range of opposing opinions may lead to slower determination-making process (Whitehead et al 2009). Tony Fernandes, CEO of AirAsia Group, is a great example of democratic leader. Tony is a big advocacy of employee empowerment and creativity in the workplace. |
Leadership Styles Descriptions and Examples Table (self-made)
Lewin'due south experiments concluded with Democratic Leadership Style being the best pick out of the three, where excessive Autocratic Mode can lead to revolution and Laissez-faire can lead to overall demotivation and laziness, Autonomous styles presents a more balanced pick for leaders to follow (Lewin, Llipit, & White 1939).
Hersey's Situational Leadership Model
Situational leadership theory states that constructive leadership means that leaders have the whole state of affairs into account and so craft an appropriate response to it (Grint 2011). Factors being analyse would include the maturity level of the followers (measured past their motivation and competency levels), their human relationship behaviour with the leaders, the leaders' own assessment and perception of their followers, and the blazon of situation the system is currently facing (Lerman 2010). The level of job maturity of the followers' plays the biggest function in determining the right leadership style than can exist applies in certain situation (Hersey & Blanchard 2014).
Based on these factors, the leaders should exist able to make up one's mind whether to emphasis more on the job at hand or on the relationship between them and the followers. Due to this leadership style being very state of affairs-specific, it varies depending on the person and state of affairs. Followers with low maturity level volition work all-time with loftier job structure and low consideration from the leader, and vice versa. The post-obit tabular array and graph show the relationship betwixt the maturity levels and leadership styles.
Situational Leadership Way Model (situational.com)
The diagram shows the development growth of a team's maturity level from immaturity (R1) to maturity (R4) during which direction and leadership style evolved appropriately from unproblematic telling them what chore to practise (S1), through the more involved stages of explaining how to do information technology (S2) and simple participating (S3), to the last stage of delegating work (S4), at which time ideally the team tin mostly self-manage itself (Hersey & Blanchard 1979).
The nigh valuable trait a situational leader must have is the abilities for critical thinking and to adjust his leadership style according to what is currently happening and changing. General George Patton is known for his leadership of the U.Southward. Third Army in June 1944, where they went in France and Germany following the Allied invasion of Normandy. He is well known for his situational approach to leadership, his own philosophy to win wars is to focus on analyzing the situation first before planning any class of action. His abilities to lead from the front end and alter his plan to fit unexpected situation led them to win the war (generalpatton.com 2018).
Geberal George Patton (generalpatton.com)
This presence of different theories on leadership show ii things; that leadership is an always-changing do, and that there is no one right manner to lead. As Yukl (2008) stated, "The effective leader engages in a mix of chore and relation behaviors". Supported by Rolfe (2011) in where it is stated, "Among the unlike styles of managerial leadership, there is no 1 style that is more advantageous that the other". Therefore, I agree with the statement in a higher place by CMI (2013). In my personal stance, I would adopt to be led by someone with situational leadership style. Different levels of maturity within team members would make it stressful to work nether i stock-still leadership style without any flexibility to change under different situation.
838 words.
References:
Algahtani, D. (2014) 'Are Leadership and Management Different?'Periodical of Management Policies and Practices, ii(3).
Bass B.1000 (2008) The Bass Hand book of leadership: theory, research and managerial applications. quaternary edition. Free press New York.
Daft. R.50 (2007) The leadership experience. 4th edition. Thomson
Grint, 1000. (2011) 'A history of leadership.' The SAGE handbook of leadership (pp. three-xiv). Thousand Oaks, CA: Sage.
Hersey, P. and Blanchard, M. (2014) 'Situational Leadership' [online] available from <https://com-peds-pulmonary.sites.medinfo.ufl.edu/files/2014/01/Hanke-Situational-Leadership.pdf>> [26 February 2018]
Hersey, P., & Blanchard, K. H. (1979) 'Life cycle theory of leadership.' Training & Development Journal [online] available from <http://ezproxy.library.capella.edu/login?url=http://search.ebscohost.com.library.capella.ed u/login.aspx?direct=true&db=aph&AN=9067469&site=ehost-live&scope=site> [25 February 2018]
Kotter, J. P. (2001) 'What leaders really do?', Harvard Business concern Review, Vol. 79 Result 11, p.85- 96
Kotter, J.P. (1990) A Force For Change: How Leadership Differs from Direction [online] bachelor from <https://books.google.com.my/books?hl=en&lr=&id=CN3XeWDVyWkC&oi=fnd&pg=PR7&dq=kotter+leadership+vs+management&ots=2AfWeTXEwx&sig=R7DukRkyASbdHnm07LZYWrjm7eo#v=onepage&q&f=faux> [28 February 2018]
Kotterman, J. (2006) 'Leadership vs Management: What's the difference?' Periodical of Quality and Participation, Vol. 29, Consequence 2, PP 13-17
Lewin, 1000., LIippit, R. and White, R.K. (1939) 'Patterns of aggressive behavior in experimentally created social climates.' Journal of Social Psychology, 10, 271-301
Marquis, B.L and Houston. C.J. (2009). Leadership roles and direction functions in nursing. Theory and application. 6th edition. Wolters Kluwer, Health/Lippincott Williams, Philadelphia PA.
Mullins, L. (2013) Management And Organisational Behaviour. Harlow, England: Prentice Hall/Fiscal Times
Rolfe, P. (2011) 'Transformational leadership theory: what every leader needs to know.'Nurse Leader, ix(2), 54-57.
Surbhi, Due south. (2015) Deviation Betwixt Leadership and Management [online]. Available from:<https://keydifferences.com/deviation-betwixt-leadership-and-management.html>[ii March 2018]
Whitehead, D. K. and Weiss, Due south. A. and Tappe,n R. Chiliad. (2009). Essentials of nursing leadership and management.5th edition. F. A Davis company, Philadelphia PA.
Yukl, G. (1989) 'Managerial Leadership: a review of theory and research'.Periodical of Direction, Vol. 15 Issue 2, p. 251-290
Yukl, 1000. (2008) 'How leaders influence organizational effectiveness'.The Leadership Quarterly, 19(6), 708-722.
Source: https://culcliafebrinal.wordpress.com/2018/03/13/blog-3-most-effective-leadership-management-styles-approaches/
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