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¶ … leadership is a concept of leadership based on the proposition that the right leadership style for optimal productivity and efficiency in working groups may be different in different situations and circumstances (Russell-Whalling, 2008). The best choice of leadership style often depends on various specific criteria pertaining to the skills and comfort zones of leaders, the maturity level of their subordinates, and the relative degree of commitment and competence of the individuals in the work group. In that regard, situational leadership can be thought of in terms of a conceptual matrix (Russell-Whalling, 2008) according to which all of the factors and circumstances must be considered to derive the most productive possible working relationships between a given leader and his or her subordinates.
Elements of Situational Leadership and Considerations of Appropriate Application
With respect to the individual skills, abilities, and comfort zones of leaders, individual leaders typically differ substantially in their reliance on...
In principle, situational leadership requires a consideration of the leadership skills and personal style of the leader so that it can be incorporated into the leadership style implemented. The characteristics of the subordinates should also be incorporated into any situational leadership relationship. That is because the type of leadership that is appropriate to different work groups depends largely and directly on their relative level of maturity (Daft, 2005). Furthermore, there are generally considered to be four levels of maturity in this context: (1) groups composed of individuals who possess neither the skills nor the ability (or desire) to master the necessary skills required of their jobs; (2) groups composed of individuals who lack some degree of necessary skills and abilities but who are motivated to make a meaningful effort in that direction; (3) groups composed of individuals who possess the necessary skills to perform…
References
Daft, R. (2005) Management. 7th Edition. Mason: Thomson South Western.
Russell-Whalling, E. (2008). 50 Management Ideas You Really Need To Know. London:
Quercus
Leadership is a process that helps in directing and mobilizing people. It has for the past 100 years been a subject of many studies. These studies have come up with theories of the nature and exercise of leadership. Some of these theories include trait theories of leadership, theories of emergent leadership, leadership style theories, psychodynamic theories, and the path goal theories among others. The second section of this paper focuses
However, this finding is dependent on the culture from which the leader comes from. This assessment is best applied, as was the case in Liu's study, among Japanese leaders being assessed by their Chinese employees; the same finding cannot be applied when Chinese employees were asked to assess their Chinese leaders'/managers' effectiveness in terms of leadership. Correspondingly, Chinese leaders are considered effective if they maintain a "frequent, mutually beneficial
The passive style is described as management by exception where employees do not receive notice for their positive contributions to the organization, but instead are paid attention by their manager only when an error or problem arises. Punishment or disciplinary action is often the medium used in this approach. Active transactional leadership uses contingent rewards. With this approach, employees are praised for their performance and may be eligible for
This is significant, because the author cites studies that indicate how organizations that have a high degree of transformational leadership skills throughout each layer of their companies are much more adept at transforming all forms of knowledge into an ongoing competitive advantage and competitive strength. By making the commitment to an ongoing leadership development program, the author contends that a knowledge-based organization emerges that is capable of interpreting and
Transformational leaders have the innate ability to motivate their team members by the vision of what they are trying to accomplish together (Hur, van den Berg, Wilderom, 591). Leaders at this level also show through personal effort why sacrificing for a goal is worth it (Pryor, Oyler, Humphreys, Toombs, 18). Contrasting my own leadership style, I have learned that being able to provide subordinates with an opportunity to take
It has been suggested further that the transformational leadership is a special type of transactional leadership because both leaderships are goal oriented. The difference comes from the way methods used to motivate people and the goal sets (Hater & Bass, 1988). Thus, one model is based on the leader's power to inspire followers and the other is based on the leader's creativity regarding the reward system. The goals are