Situational Leadership theory
Situational leadership is a method of management whereby the individual in charge does not follow a rigid manner of making decisions but rather is guided by the specific scenario in hand. According to Lerman and Summer (2010), there are factors that determine the manner decisions will be reached whereby the leader might assess his teams opinion and their competences in relation to the task they are handling. Additionally, the leader ought to evaluate the situation and take the most appropriate decisions based on the same.
Transactional leadership emphasizes on working towards a specific set goal within a context of achieving the best result for a task at hand. However, the transformational leadership focuses more on a long-term achievement by continuously engaging the stakeholders to enhance the performance of the firm (Dum, Lowe, and Avolio, 2013).
The leadership approach enhances continuous improvement of the firm since the goals made are long-term. Consequently, the organization is able to improve the brand name as compared to others using different approaches. As such, the organization realizes steady growth over time. Additionally, the stakeholders are engaged and motivated hence increasing their quest to improve the organization that they identify with.
A transformational leader engages different stakeholders by demonstrating the goals and the mission of the organization by putting in place the necessary strategies to realize them (Kanungo, 2001). Apparently, in order to engage in this approach, one must be possess strict ethical and moral values (Kanungo,2001). Additionally, their interactions with employees should be based on empowering other than controlling in order to achieve the desired results (Kanungo,2001). As such, they are able to impact a full individual change for the subordinate in a manner that all the employees in a firm feel like a part of the entire process.
According to Burnette, Pollack and Hoyt, (2010), Self efficacy refer to the perceptions individuals have of themselves to handle specific situations in life. As such, based on how much faith one has on their skills in leadership position may affect their ability to handle difficult situations and their decisions are determined by the same.
Personal attainment improves a person’s confidence in carrying out a similar exercise again since one already has experience of the challenges likely to be encountered (Pillai and Williams, 2004).
According to Pillai and Williams (2004) modeling improves self-efficiency through observing a person that one considers to have similar intellectual capabilities we are persuaded it is possible to achieve the same.
Transactional leadership vs Transformational leadership
Verbal persuasion whereby one is encouraged by others to undertake a certain activity, one develops courage since people believe in them (Pillai and Williams, 2004)
Pillai and Williams (2004) insist that some people may increase self-efficiency due to a belief they hold on to that they are capable of accomplishing certain goals when they set their mind to them.
Empathy in leadership is whereby the leader is able to understand specific issue followers are battling with as if they were experiencing it (Barbuto, J & Wheeler, 2006). As such, a leader is able to respond to their emotions and needs with greater intelligence than those that lack this quality.
Persuasion is the ability of the leader to influence others without using force or exerting their power over them to make them participate in a certain activity (Barbuto, J & Wheeler, 2006). According to Barbuto, J and Wheeler, (2006) persuasion results in a more positive and motivated participation than is achieved when other means are used by the leader. As such, servant leaders are keen to use this strategy to ensure that the followers are enthusiastic participants in order to maximize the results.
According to Barbuto, J and Wheeler, (2006), foresight is the ability to predict the future of an organization. Apparently, this could be based on familiar trends or the leader instincts. Consequently, the leader is able to work with the followers to plan on a strategic method of navigating to deal with the situation.
Failure to have a schedule that determines which activities to undertake at specific time may lead to wastage of a lot of time. As such, it is necessary to assign tasks a specific duration to perform them based on their importance.
Goal and standard setting refers to the company’s ability to define the specific targets they want to achieve within a given time without compromising on the quality achieved. For instance, in a production company, if the goal is to have manufactured a ton of a particular product within a week, the standard of the goods should remain consistent.
Planning of work refers to handling all the aspects of work from the description to the hazard awareness and the manner in which it should be conducted while scheduling determines the time and the person responsible to carry out the job.
Listening refers to the ability of a leader to listen to concerns of the followers while organization is the capability to come up with proper plans of the activities the organization intends to undertake.
Benefits of Transformational Leadership
Clarity of communication refers to the process of passing the intended information to the intended parties in order to realize its objective.
Getting objective information is receiving information in a manner that is free from prejudice and hence one can then respond with the right response.
Training the employees sharpens or gives employees a new skill set while mentoring is continuously guiding them such that their level of capability is improved. Delegating is assigning of the leaders duties to followers to ensure in case of the manager’s absence the organization still runs smoothly.
Evaluating performance is rating the employees skills and capabilities as well as their input in the company based on their job description.
In case of misconduct by followers, a leader ought to take measures to correct that vice. The employee in question might be warned not to repeat the mistake or disciplinary action may be taken against them guided by the company rules.
Problem identification and solution
Problem identification is the ability to assess when the company is experiencing a difficulty and the solution is being able to curb or reverse the situation.
Assessing risk refers to determining the liability level of a course of action within an organization which in turn determines the decision the company takes in regard to that scenario.
Thinking clearly and analytically refers to approaching every situation in a manner that before embarking on any decisions within a firm they are well thought out and every possible outcome analyzed.
Motivate each other
Maintain a healthy work ethics within the firm such that any employee derailing is encouraged to keep up with the pace of the others.
Don’t compete
Employees should develop healthy working relationships such that they aim to work together instead of against each other. Consequently, unhealthy competitions are eliminated since they are working towards a common goal.
I exhibit entrepreneur type of leadership (Churchill). Based on the assessment, I would rather innovate and start a project as I learn how to handle it as opposed to the other two categories.
References
Barbuto Jr, J. E.,& Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & Organizational Management, 31(3), 300-326.
Burnette,J. L., Pollack, J.M., & Hoyt, C. L. (2010). Individual differences in implicit theories of leadership ability and self-efficacy: Predicting responses to stereotype threat. Journal of Leadership studies, 3(4), 46-56.
Dumdum, U. R., Lowe, K. B., & Avolio, B. J. (2013). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction:An update and extension. In Transformational and Charismatic leadership: The road ahead 10th Anniversary edition. Emerald Group Publishing Limited 39(70).
Kanungo, R. N. (2001). Ethical values of of transactional and transformational leaders. Canadian Journal of administrative sciences 18(4), 257-265.
Lerman, A., & Summer, O. (2010)Situational Leadership Theory.Churchill, W. DEtERMiNiNG your OwN LEAdERShiP StylE.
Pillai, R., & Williams, E. A. (2004). Transformational leadership, self-efficacy, group cohesiveness, commitment, and performance. Journal of organizational change management, 17(2), 144-159.
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