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Determining Your Perfect Position, Research Paper Example

Pages: 5

Words: 1270

Research Paper

Management / Leadership Styles

There are two basic management styles and these may be described as follows:

Laissez Faire

This style of management leadership is where the Manager simply sets or assigns the job and allows the employee to get on with it.  Although the Manager takes little direct involvement the objective is to recognize the individual’s skills and perform a role of mentor or coach.  In this model the staff are encouraged to take on responsibility for the job providing added motivation.  This style of leadership best suits professional people.  For example a Program Manager leading a team of qualified Project Managers.  The style is not applicable to junior staff that may feel abandoned and potentially lose their way.

Democratic

The democratic manager is a delegator of responsibility allowing staff the authority to complete assigned tasks.  Staff may use their own methods but tasks need to be completed on time, within scope and accepted quality levels.  Staff are more involved in the decision making process and this is a motivator because of inclusivity.  Note that delegation of responsibility does not free the Manager from accountability; the Manager is accountable for the end result.  There is a danger that staff do not carry their weight and rely upon others to carry them.

Defining My Leadership Style

I have been described as more of a transformation leader in my style and approach in management. That of a collaborative style with an extrovert personality.

Transformational Leader

Is identified by the characteristics of a person with vision, a strong sense of purpose and very goal oriented.  He believes that people will follow those who inspire them.  Hence goal attainment is by inspiring your subordinates motivating them by enthusiasm and energy.  Working for these types of leaders can be a great experience as they derive a great deal of passion about their work and genuinely want you to succeed.  Such leaders start with a clear identification of a vision. This leader believes people can achieve great success when they are inspired and passionate about a vision.  Leaders of this type are quick to exploit the vision by sharing it with their team. Such leaders are often seen to be using mind mapping or brainstorming sessions with their subordinates.  The believe in inclusivity and the power of team dynamics. This leader try’s to remember employees birthdays and special events and prefers that employees see the leader as a coach or mentor figure.  They believe in structured approaches to Problem Solving and Decision Making and often follow a Kepner Tregoe Management style.  The leader takes a pride in his approach to problem solving.  “Transformational Leaders are always visible and will stand up to be counted rather than hide behind their troops. They show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing. “(Changing Minds.org)

Other Leadership Styles

Level 5 Leadership Style

Level 5 is the Executive who builds enduring greatness through a paradoxical blend of personal humility and professional will. Nearly all of the good-to-great companies contained level 5 leaders in the critical transition phase.  Great leaders have been describes as quiet, thoughtful, self-effacing and reserved with a philosophical outlook e.g. Lincoln, Socrates as opposed  to warlike leaders such as Caesar, Patton who lack personal humility in favour of god like qualities.  Executive A shied away from attention and often gave credit to others for successes in the organization.

Level 5 Leaders are not charismatic charmers of people but instead are determined inspirational leaders. They take control and lead by example building a culture of discipline and focused on the success of the Company.  They do not create a coercive or tyrannical regime but a meritorious organization built upon performance and recognition.  These people are self-determined and willing to go to extraordinary measures in order to fulfil their objectives.

Transactional Leaders

Such leaders believe that people are motivated by reward and punishment.  They believe in a strict sense of organisation and a clear chain of command, further when people accept a job they pass all authority over to the Manager.  Hence the prime objective of the worker is to do precisely what the Manager tells them.  Executive B believes the subordinate to be at fault when things go wrong. The transactional leader will create clear organization structures and reward will follow for task accomplishment.

Limitations and boundaries are clearly understood and often formal disciplinary procedures are in place.  This type of Executive believes in a clear chain of command and rewarding performance. The Transactional leader often uses the style of “Management by Exception” i.e. if an assigned duty is working well, then it does not require attention and may be left alone.  He also rewards employees for their successes. Intervention only where something is going wrong or potentially looks like going wrong.  This style is very contract oriented between the boss and the subordinate.  The Executive establishes clear goals by clarifying roles and task requirements.

Situational Leadership Style

In this leadership style the leader will modify their style in accordance with the specific situation that presents itself. For example if it is perceived as a crisis situation they will adopt a swift and responsive action statement to address that situation. In another instance where a skilled person is doing a particular job they will require less supervision and not much direction in that job. Fig 1 illustrates a situational leadership grid where you can differentiate between that of supporting and directing roles. (DuBrin, 2008).

Participative Leadership

This is a leadership style that shares the decision making process. This is more of a group dynamics approach that rests heavily upon consensus decision making. This type of style is preferred by many organizations but it does not work well in all situations. For example: military combat situations that require a leadership style associated with command and control. (DuBrin, 2008).

Jobs Fitting My Leadership Style

The following job titles would best meet my leadership style:

  • Jobs of a creative or artistic nature
  • Jobs that require freedom of expression
  • Jobs that work well in a team environment
    • Artistic or graphic designer
    • Media jobs
    • Communication jobs
    • Project Management
    • Human Resources Manager

Conclusions

Personal Reflection

My personal leadership style follows the model illustrated on the left. It contains four main elements:

  1. Participating
  2. Delegating
  3. Directive
  4. Coaching

I attempt to gain active participation in the assignments being performed. This includes delegating responsibility to subordinates in performance of their duties.  I direct these activities, assuming overall accountability but delegating responsibility. During this entire process I act as a coach and mentor to my staff facilitating a successful outcome.  This model works well in a military setting where you are very focused on mission accomplishment and the achievement of specific goals and objectives. Continuing professional development is a personal goal looking towards consolidation of both theoretical and practical leadership training.  It is important to find your own personal choice of leadership style “today’s military officers are exposed to a wide range of leadership styles” (Stormiing Media, 2010).  This style is reflected in that of Admiral Chester Nimitz “he has been described as a team player, relying on each and everyone of his staff to get their respective jobs done. His priority was always to the task on hand and to his men. Nimitz felt personally responsible for each and every one of his men when they carried out his orders that might jeopardise their lives.” (Singapore Government, 2010).

Works Cited

Changing Minds.org. (2009). Changing Minds.org. Retrieved 12 20, 2009, from http://changingminds.org/disciplines/leadership/styles/transactional_leadership.htm

DuBrin, A. J. (2008). Essentials of Management. Mason OH: Cengage Learning.

Singapore Government. (2010). Sigapore Ministry of Defence. Retrieved 11 15, 2010, from Singapore Government: Personality Profile: Chester William Nimitz

Stormiing Media. (2010). Nimitz and Goleman: Study of a Civilian Leadership Model. Retrieved 11 15, 2010, from Stormiing Media: http://www.stormingmedia.us/16/1661/A166105.html

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