Leadership Style and Performance Essay

An overview of the topic of lead musical modes summarizes that the existing studies on how performance is affected by leading style is separated into crucial phases. Early studies on leadinghip (frequently categorized as trait studies on leadinghip) concentrated on identifying the mortalality traits which characterized triple-crown leading (Argyris, 1955 Mah one and only(a)y et al. , 1960). harmonize to them successful leaders ar natur on the wholey born and those they wee-wee certain native characteristics which distinguish them from non-leaders (see Stodgill, 1948).However, on that point was signifi quartert difficulty in validating these characteristics led to widespread criticism of this trait approach, signaling the topic of style and behavioral approaches to leadership (Stodgill, 1948). Style and behavioral theorists shifted the accent mark away from the characteristics of the leader to the behavior and style the leader adopted. The primry conclusion of these s tudies is that adoption of democratic or participative styles by leaders are more successful (see, for example, Bowsers and Seashore, 1966).In this sense, these early studies are foc employ on identifying the one best way of leading. withal to trait theories, the major weakness of style and behavioral theories is the ignorance of how important fictitious character situational factors play in find the effectiveness of individualistic leaders (Mullins, 1999). It is this limitation that gives rise to the situational and contingency theories of leadership (for example, Fiedler, 1967 House, 1971 Vroom and Yetton, 1974) which shift the emphasis away from the one best way to lead to context-sensitive leadership.Although each study emphasizes the importance of contrary factors, the ecumenic tenet of the situational and contingency perspectives is that leadership effectiveness is dependent on the leaders diagnosis and discernment of situational factors, followed by the adoption of th e appropriate style to deal with each circumstance. However, upstart studies on leadership cave in creaseed transactional leadership with transformational. Transactional leaders are said to be instrumental and frequently focus on swap relationship with their subordinates.In contrast, transformational leaders are argued to be prophet and enthusiastic, with an inherent ability to motivate subordinates. Although the plan summary above indicates that research into leadership has gone through periods of skepticism, recent interest has focused on the importance of the leadership role to the success of native laws. Fiedler (1996), one of the most respected researchers on leadership, has provided a recent treatise on the importance of leadership by arguing that the effectiveness of a leader is a major determinant of the success or failure of a group, organization or even an entire country.It has been argued that one way in which organizations buzz off sought to cope with the increa sing volatility and turbulence of the external surroundings is by training and developing leaders and equipping them with the skills to cope. These claims are based on the assumption of a direct link among leadership and organizational performance. This assumption requires critical review. Widely celebrated cases of a direct leadershipperformance link may be found in numerous anecdotical accounts of improvements of company performance attributed to changes in leadership (see, for example, Nicholls, 1988 Quick, 1992 Simms, 1997).However, empirical studies into the links amid leadership and performance have been lacking. unrivalled non commensurate exception is the detailed study of the impact of leadership on performance in the just about surprising context of Icelandic fishing ships. Thorlindsson (1987) suggests that variations in the performance of different fishing ships, down the stairs identical conditions, quite a little be accounted for by the leadership skills of capt ains. Over a three-year period, Thorlindsson revealed that the leadership qualities of the ship captains accounted for 35 to 49 per cent of variation in the catch of different crews.Other studies which examine the links between leadership and performance coincide with the re-emergence of the one best way to lead debate. Of particular relevance is the revival of interest into charismatic leadership, which is frequently referred to as transformational leadership ( bass and Avolio, 1993). A number of researchers theorize that transformational leadership is link up to organizational performance. Conceptually, it is argued that the tedious and inspirational skills of transformational leaders motivate pursuit to deliver superior performance.In summary, a good deal of the above evidence presented as supporting the claim of a leadershipperformance link is anecdotal and frequently over-concentrates on the transformational role of leaders in corporate successes. It would appear that fe w studies have replyed to the rumination of Porter and Mckibbin (1988) that much of the research reported as supporting this claim is either inconclusive or empirically suspect. The limited or inconclusive character of research findings in this area suggests the admit to check up on further the nature of the relationship between leadership and performance.Several different categories of leadership paradigms have been suggested by various researchers. For example, Bass (1985) stated that there are four dimensions of transformational leadership, three dimensions of transactional leadership, and a non-leadership dimension of capitalist leadership (Bass, 1985). Avery (2004) suggested categorizing leadership into four leadership paradigms, while Goleman (1995) prefers six leadership paradigms. Despite Basss (1985) model being acclaimed as making a major contribution to leadership, his possibleness has been criticized for various reasons (Yukl, 1999).One criticism is that his model overemphasizes the importance of one or two leadership paradigms (e. g. transactional and visionary), omitting the true and organic paradigms Bass asserts that visionary (transformational) leaders are nearly always more effective than transactional leaders, but others (e. g. appraise and Piccolo, 2004 Wallace, 1997) feud this. While this in itself does not invalidate the concept of visionary leadership, Bass attributes more to visionary (transformational) leadership than perhaps he should.As Avery (2004) suggested, both transactional and visionary leadership are valid forms of leadership, but visionary leadership may be applicable more broadly, including in situations where there are insufficient re pedigrees for the motorbus to rely on supplying external reciprocates (jurist and Piccolo, 2004), or where the situation is complex and ambiguous, and relies strongly on follower knowledge and commitment. Avery suggests that there are other situations in which transactional leadersh ip is the appropriate form of leadership, such as when followers are unwilling or unable to commit to the leaders vision.In contrast with Basss (1985) model, Averys (2004) paradigms provide a broad basis allowing for different forms of leadership that have evolved at different times and in different places. The paradigms are efficacious for showing that there is no single best way of thinking ab turn out leadership, rather that different kinds of leadership reflect loving and historical roots. Averys paradigms allow leadership to depend on the context, respond to organizational ineluctably and preferences, and make many interdependent factors that can be manipulated (Bryman, 1992 Shamir and Howell, 1999 Yukl, 1999).Avery (2004) proposes 13 indices to differentiate between her four paradigms authorized, transactional, visionary, and organic. The golf-club indices include in this review are decision making, range of staffs power, power distance between leader and the staff, key player of the organization, source of staffs commitment, staffs responsibility, situation of wariness and leadership in the organization, situation of diversity in the organization and situation of pick up in the organization. These nine criteria are considered more relevant for differentiating the four leadership paradigms than the other four criteria.Each paradigm is discussed in turn, including the distinguishing characteristics using the above nine criteria. Classical leadership is probably the oldest paradigm with its origins in antiquity, and is lighten used in contemporary organizations (Avery, 2004). This paradigm reflected the prevailing view in the business literature until the 1970s when the humane relations movement led to more of a focus on followers and their environment. According to Avery (2004), classical leadership refers to dominance by a pre-eminent person or an elite group of people.This leadership can either be coercive or benevolent or a mixture of both. This happens because the elite individual or group commands or maneuvers other members to act towards a goal, which may or may not be explicitly stated. The other members of the society or organization typically adhere to the directives of the elite leader, do not openly question their directives, and execute orders largely out of fear of the consequences of not doing so, or out of respect for the leader, or both (Avery, 2004). Classical leadership has some limitations.The first occurs where the leader cannot command and rig every action, in particular as situations become more complex and beyond the capacity of one person or when additional commitment from followers is needed to get a job done, such as in reacting to changing circumstances or when ideas about leadership change and followers no agelong accept domination, or follower commitment starts to wane for other reasons. Another limitation is that this paradigm frequently relies on the idea of a great person, implying that only a select few are good enough to exercise initiative, and this belief can encourage followers to deskill themselves nd idealize the leaders. followers then seek and hold little power, leave the leader accountable for organizational outcomes, and make relatively little contribution to the organization (Avery, 2004). According to the nine distinguishing indicators, chthonic the classical leadership paradigm leaders normally use an autocratic style for making decisions, involving followers in the decision making surgery never or very little they do not empower followers. Followers have closely no power in the organization and as classical leaders tend to be extremely directive, followers can be un arch(prenominal).The source of followers commitment comes from their fear of or respect for the leaders the technical system becomes more regulating the operations in the organization become more rule and predictable and the organization is exceedingly controlled by the leaders (A very, 2004). A transaction or exchange branch is the basis of the commonly employed transactional leadership paradigm (Evans and Dermer, 1974 House and Mitchell, 1974). The transactional leader recognizes subordinates needs and desires, and then clarifies how those needs and desires will be met in exchange for subordinates work.By clarifying what is required of subordinates and the consequences of their behaviors, transactional leaders are able to build confidence in subordinates to exert the necessary effort to achieve expected levels of performance. According to Judge and Piccolo (2004), three dimensions of transactional leadership are contingent reward, anxiety by exception-active, and management by exception-passive. Contingent reward is the degree to which the leader sets up constructive transactions or exchanges with followers.The leader clarifies expectations and establishes the rewards for meeting these expectations. In general, management by exception is the degree to whi ch the leader takes corrective action on the basis of results of leader-follower transactions (Judge and Piccolo, 2004). As noted by Howell and Avolio (1993), the difference between management by exception-active and management by exception-passive lies in the time of the leaders intervention. Active leaders monitor follower behavior, anticipate problems, and take corrective actions out front the behavior creates serious difficulties.Passive leaders wait until the behavior has created problems before taking action (Howell and Avolio, 1993 Judge and Piccolo, 2004). According to Avery (2004, p. 34), low the transactional leadership paradigm, leaders adopt a consultative style for making decisions. They aim in different degrees of consultation with individual followers, but the leaders remain the final decision-makers. Leaders do not very often empower followers, and followers have very low power in the organization apart from being able to withdraw from or contribute more of their labor.Compared with classical leadership, under transactional leadership the source of followers commitment comes from the rewards, agreements, and expectations negotiated with the leader rather than from their fear of, or respect for, the classical leader. The technical system becomes more regulating, the operations in the organization become more routine and predictable, and the organization is mostly highly controlled by the leaders. Avery (2004) argues that under transactional leadership, the followers knowledge base can be somewhat higher than under classical leadership.Compared with classical leaders, transactional leaders require staff somewhat more skilled on specific tasks. In the last three decades, visionary (transformational, charismatic) leadership has received increasing prudence (Bass, 1985, 1998 Burns, 1978 Conger and Kanungo, 1987 House, 1977). It added a new dimension to organizational studies, namely the visionary aspect of leadership and the aflame involvement of employees within an organization. The basic notion is that a visionary leader can create an consequence that he or she has high competence and a vision to achieve success.Subordinates are expected to respond with enthusiasm and commitment to the leadership objectives, and may be recruited because they share the vision. Bass (1985, 1998) developed a theory of visionary or transformational leadership whereby the leader inspires and activates subordinates to perform beyond normal expectations. According to Avery (2004), visionary leadership has limitations, even with the current literatures overwhelmingly positive view of it. Nadler and Tuschman (1990) pointed out that the unrealistic expectations followers often place on visionary leaders can create disappointment if things do not work out.Followers can become dependent on visionary leaders, believing that the leader has everything under control. Also, innovation can be inhibited if people become reluctant to disagree with a visi onary leader. Avery (2004, p. 39) distinguishes the visionary leadership paradigm from the other three paradigms as follows. First, leaders employ a collaborative style for making decisions. They share problems with their followers and seek consensus before the leaders make the final decision. breezy leaders empower their followers, giving followers a much higher level of power in the organization than classical and transactional leadership.This is essential because the leader needs the followers input and commitment to realize his or her goals. Followers of visionary leadership need sufficient power to work autonomously towards a overlap vision. The source of followers commitment comes from the influence of the leaders charisma and/or the shared vision, the technical system becomes still more complex, operations become more uncertain and unpredictable, and the organization is jointly controlled by the leaders and their followers.Regarding the followers knowledge base, visionary l eadership requires skilled and knowledgeable workers who are attracted to, and share the leaders vision, and can contribute to realizing the vision. The fourth paradigm, organic leadership, is relatively new to organizational studies. Recently introduced by Drath (2001) and expanded by Avery (2004), organic leadership is likely to blur the formal distinction between leaders and followers.This paradigm relies on reciprocal actions, where team members work together in whatever roles of authority and power they may have, not based on position power (Hirschhorn, 1997 Raelin, 2003 Rothschild and Whitt, 1986). Employees become interacting partners in determining what makes sense, how to adapt to change, and what is a useful direction. Rather than relying on one leader, organic organizations are likely to have many leaders. Multiple leaders are valuable because as people cope with heterogeneous and dynamic environments, the knowledge and issues become withal complicated for only a few lea ders to understand (Avery, 2004).Organic leadership allows for people with different degrees of expertise on current issues to emerge and be accepted by the group as leaders. In addition, under organic leadership, there may be no formal leaders and the interaction of all organizational members can act as a form of leadership, held together by a shared vision, values, and a supporting culture. Under this paradigm where an organization has no formal leadership structure, an integrator role may emerge to actively link together the many parts of the organization (Avery, 2004).The emphasis is on emerging leadership rather than on people being appointed to leadership positions. However, Kanter (1989) argued that the downside of organic leadership that advocates autonomy, freedom, discretion and authorization may result in loss of control and greatly increased uncertainty. It is important to recognize that organic leadership is about generating a form of self-control and self-organization, where people have a clear sense of purpose and autonomy within a particular context (Meindl, 1998).This idealized organic leadership paradigm requires differentiating from classical, transactional, and visionary leadership concepts by not relying on formal leaders. Furthermore, the enterprise has to pull in the capacity of its members to solve problems and make decisions in the interests of the organization. This idea clearly relies upon self-leading organizational members (Avery, 2004). According to Averys (2004, p. 39) distinguishing characteristics, under organic leadership an organization adopts a mutual agreement style for making decisions.Decisions need not be unanimous but can be based on consensus. The members have a high degree of power as a result of this shared leadership. Accountability and responsibility are shared as well. The source of followers commitment is based on the values and visions shared by all the members in the organization a strong, shared culture a tec hnical system that is highly complex operations in the organic organization become more self-organizing and unpredictable formal control is provided by peer pressure and group dynamics, and a shared culture, vision, and values.Members are self-managing. Organic leadership seems particularly appropriate for professional and knowledge workers in dynamic, chaotic situations. This leadership paradigm relies on attracting and retaining highly expert and knowledgeable staff with self-controlling capabilities.