Leadership Style And Behaviour

Case - 1 “A Drill Sergeant At First”

• From the style perspective, Marks had a concern both for people and tasks. When he saw that the hospital needed a strong change, he started planning out his job and wanted his painters to be good at the job. Thus, it can be said that earlier he was very task-oriented. However, after realizing that the workers were putting in their best efforts, he relaxed his style of leadership and became very less demanding. So, it can be said that he was following team management who have an immediate concern for the people and tasks (Burke & Cooper, 2006).
• He also comprises his style on the basis of the needs of the employees. On realizing that the workers are putting their best efforts in order to complete the set targets, he changes his style of leadership and becomes very less demanding. He always stayed in touch with the workers and took a small group of workers to the local sports club. Thus, it can be said that he has concern for both i.e. tasks and people.
• He is task-oriented, but at the same time, he also values people working in his organization.
• Marks will get a score of 9, 9 (team management) on Blake and Mouton's grid.

Case - 2 “Eating Lunch Standing Up”

• As per the style approach, the leadership style of Susan's is very task-oriented and strict. She always emphasizes concrete objectives and a high level of productivity. Relationships with the employees and other aspects were not given any importance by Susan (Northouse, 2012).
• The leadership style of Susan creates a pronounced reaction from her subordinates because she is very organized in work. Further, the sole purpose of Susan for being at the store is to get the job done. She makes the tasks as well as goals of each and every individual very clear, such that after going home, they realise that they have accomplished something.
• She was very task-oriented and has always shown high concern for tasks only. She never takes breaks and even eats her lunch standing up. In addition to this, she never banters with the workers and as a result, there was not much fun at work (Northouse, 2012). The employees of the company had a mixed reaction to her leadership style and thus, Susan needed to change her style of leadership.

Assessing The Leadership Style Using Style Questionnaire

After assessing my leadership style by making use of a style questionnaire it was determined that I have high concern for the people and low concern for production. I occasionally define some roles and responsibilities to individuals and I am more concerned about the people, their feelings, needs and well-being. When my leadership style is plotted on the “Blake and Mouton managerial grid”, then it falls on the country-club management grid.

Using The Result Of Style Questionnaire To Identify How I Have Acted Differently Than The Leaders In Each Case

Articulating in relation to the first case i.e. “A drill sergeant at first”, Marks has both a concern for people and production. He focused primarily on tasks and afterwards realizing the reasonable amount of quality work, he emphasized people so that they feel motivated and employ their best efforts. As per the result of the style questionnaire, I have acted somewhat differently as compared to Marks.

Implementing The Results Into Sdlp And Other Leadership Growth Plans

From the above analysis, it was explored that my leadership style is more concerned towards people and is low-oriented towards production. Because of this, production always suffers, as there is less direction and control. Thus, For the purpose of implementing the results of my work into SDLP or other leadership growth plans, I need to also focus on tasks and production. In other words, I need to lie on the “Team leadership” managerial grid, which is highly concerned both for people and production.

Conclusion

There are multitudes of ways, in which the term leadership has been conceptualized; however, still there are some components that can be determined as central to the phenomenon (Jung & Avolio, 1999). Some of these elements are leadership is a process, it encompasses influence and finally, it includes common goals and objectives. The style approach is something different from the trait approach, as it emphasizes the behaviour of the leaders (Northouse, 2012).

References

Books and journals

• Burke, R. & Cooper, C. (2006). The new world of work and organizations: Implications for human resource management. Human Resource Management Review. 16(2).pp.83-85.
• Jung, D. I. & Avolio, B. J. (1999). Effects of leadership style and follower's cultural orientation on performance in group and individual task conditions. Academy of Management Journal. 42(2). pp.208-218.
• Lees, T. F. & Mabey, C. (2007). Management and Leadership Development. SAGE.
• Northouse, G. P. (2010). Leadership: Theory and Practice. SAGE.
• Northouse, G. P. (2012). Leadership: Theory and Practice. SAGE.

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