According to Bruce Avolio, “What we have clearly learned is that leaders who can balance transactional and transformational leadership across time, situations, and challenges are the most effective” (Avolio 2011, 49). “People have a greater sense of ownership at the highest levels in terms of identification and are willing to provide the extra effort needed to succeed” (Avolio 2011, 49). Yet, Rusty Ricketson wrote, “Those who embrace the followerfirst perspective are not dependent on titles or positions in order to gain a sense of identity and worth. They understand that good leaders are good followers” (Ricketson 2014, 197). Although Avolio supports Full Range Leadership and Ricketson support Following-Leaders there are both …show more content…
There is observed conflict between Transactional Leaders and Following-Leader, “The Following-Leader seeks to raise the level of the leader-follower relationship to one in which both leader and follower are responding based upon a common desire to honor God” (Ricketson 2014, 213). “Laissez-faire leadership (LF) is the behavior of those individuals in a group who, in the extreme, do not care what happens, avoid taking responsibility, cannot make up their minds, and are satisfied to sit and wait for others to take the necessary initiatives imposed by the tasks at hand” (Avolio 2011, 55). In Full Range Leadership and Following-Leader the LF is not an effective approach. “In terms of building the full range of leadership potential, how often you exhibit a certain set of behaviors along the range ultimately determines how effective you are over time as a leader “Avolio 2011, 56). Ricketson
Another example of Transactional leadership that can also be seen in my scenario is found in Lewin’s theory (1939). Clark (2009) explains that Lewin’s leadership
This article addresses the full range model of leadership which includes laissez-faire behavior, transactional leadership, and transformational leadership. The model conceptualizes leadership in terms of the behaviors associated with various styles and this conceptualization has been empirically supported. In this article the personality traits of managers using different leadership styles are explained in terms of, and add to, the description of these styles. Members of a management team were assessed in terms of their preferred leadership styles and two groups were identified. Some of the managers relied on both transformational behaviors and active transactional behaviors with an absence of behaviors associated with passive styles. Trends were observed when comparing the profiles of the managers in the two leadership groups. Transformational leadership was defined in terms of the interpersonal more than the visionary aspect of leadership with interpersonal styles and work and social ethics being emphasized.
In addition to completing the Strengths Based Leadership assessment, I completed Robert Kelley’s Followership Survey. According to the survey, I am an exemplary follower (Kelley, 1992). According to Kelley (1988), exemplary followers, or effective followers, mange themselves well and are courageous, honest, and credible (p. 144). These types of followers are additionally committed to the organization and to a purpose, principle or person outside themselves (Kelley, 1988, p. 144). Lastly, exemplary followers are independent thinkers who act on their own initiative, engage actively when working in a group and provide constructive input (Kelley, 1988, p. 144). Another assessment that I completed was the Authentic Leadership
The concept of followership is crucial to the leadership process today. In the past, followers were not viewed as important whatsoever. They were viewed as puppets that had no potential to make a change. In the new paradigm, followers are just as important as leaders. There are several behavioral styles of followers: alienated, conformist, pragmatists, passive, and effective.
Transactional leadership is built on reciprocity, the ways in which leaders and followers influence one another, and the idea that the relationship between leader and their followers develops from the exchange of some reward, such as performance rating’s, pay, recognition, or praise (Marturano, 2004). This style of leadership does not promote a close relationship amongst the boss
Since the beginning of recorded history, leadership has been one of, if not the most important elements in the success or failure of an endeavor. This is whether it involved a prehistoric hunting party or ruling the Roman Empire. Today, leadership is recognized as a vital factor in an organization’s quest to be productive and profitable. For an organization to be competitive and achieve optimum success in the 21st century, it is vital that they employ effective leaders that will be able to communicate their vision and goals, motivate their employees and develop trusting and loyal relationships with its stakeholders. There is no one or best way to accomplish this mission. There have been numerous leadership theories and styles which have been developed over time which can enable leaders to choose which method would be most effective for them in establishing collaborative working relationships and a respectful team environment in a group setting (Landis, Eric A; Hill, Deborah; Harvey, Maurice R, 2014).
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 approach, their fundamental leadership principles, and how each leader used their style within their profession.
Transactional leadership is defined by different components: contingent reward, management by exception, and laissez-faire leadership. These components help define, but are not always prominent. Contingent reward describes the transaction
Those that follow a transformational leadership framework believe that leaders possess many of the aforementioned qualities, but the focus is on one’s ability to inspire and empower others (Ross, Fitzpatrick, Click, Krouse, & Clavelle, 2014). These leaders literally ‘transform’ their followers by inspiring enthusiasm and performance towards a
Laissez-Faire leaders, or delegative leaders, offer little or no guidance to group members and rely on group members to make decisions (Cherry, 2015). Laissez-Faire leadership lends itself to undefined roles and a lack of motivation from group members. Ubben, Hughes, and Norris (2016) reference transactional leadership as a managerial style of leadership where power and responsibility is in the hands of the principal leader. Transactional leadership is a relationship where the members of the group have agreed to obey and follow the course and directions of the leader (Cherry, 2015). In transactional leadership there are clearly defined roles. Transformational leadership on the other hand, focuses on making change happen through self, others, groups and organizations (Johannsen, 2014). The situational leader chooses the best course of action based upon the current situation. The situational leader uses different types of leadership styles depending on the decision that needs to be made (Cherry, 2015). Situational leaders rely on all seven styles of leadership in order to make the most informed and appropriate decisions based on circumstances. Servant leaders look at leadership as an act of service. According to Blanchard and Hodge’s (2003) definition the servant leader embraces and welcomes feedback as a source of useful information on how they can provide better service. Servant leadership begins with a vision. Servant leaders look beyond their own leadership
The contents and assignment in this course has helped me understand the various theories of leadership and how different leadership styles can have a negative or positive effect on followers and organizations. The leadership theories helped me understand the concept of leadership better because it educates me on the different leadership options that are available. Leadership and followership is not based on specific characteristics. Leaders must draw from things and approaches to find the right style. A follower’s attitude determines the way a leader leads. According to Johnson (2011) “Being a good follower means ensuring your boss is supported, but only if he is making optimum decisions”.
Leadership scholars have presented many theories in understanding leadership. However, making sense of hundreds of books and thousands of studies is a complicated task, which is why many mistakenly think that leadership is an indefinable phenomenon. Some of us presume complete authority in our own favored ways. Novel leaders often discard the entire system used by the exiting leaders. In a catastrophic situation, persistence on individual style can be helpful; yet in a democratic culture, leaders don’t own the organization and must consider the right of the followers. Personal style and preference must be avoided in
Leadership scholars have presented many theories in understanding leadership. However, making sense of hundreds of books and thousands of studies is a complicated task, which is why many mistakenly think that leadership is an indefinable phenomenon. Some of us presume complete authority in our own favored ways. Novel leaders often discard the entire system used by the exiting leaders. In a catastrophic situation, persistence on individual style can be helpful; yet in a democratic culture, leaders don’t own the organization and must consider the right of the followers. Personal style and preference must be
Transactional leadership styles are more concerned with maintaining the normal flow of operations. Transactional leadership is described as making contact with others for the
Effective followership is an essential component of effective leadership in that, without good followers, the leader’s work is difficult and cumbersome. The role of the follower is many times understated. As illustrated by Kelley (1998), “effective followers are thinkers; energetic and assertive, self-starters, independent problem solvers, and carry out their tasks with these characteristics (p. 143). Effective followers also are characterized by their ability to perform tasks with little supervision, their intelligence, and ability to think for themselves. We are all followers, even those who consider themselves leaders; so to encourage this effectiveness in others; we must be role models for those under us, so that they may also be effective at following. Chaleff (2009) observed that “all important social accomplishments require complex