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Answer 1 Assignment Leadership
Main features of the three Assignment Leadership styles are mentioned below:
Charismatic
Charismatic leadership theories focus on the behaviors which allow such leaders to have exceptional influence over their followers (Yukl, 1999). It emanates from the followers’ belief that the leader has special skills or talent (Weber, as cited in Barbuto 2005, p. 28). Charismatic Leadership Styles engages followers’ self-concepts in the interest of the organizational mission spelt out by the leader (Shamir, House & Arthur 1993). However, Klein & House (1995) contend that charisma resides in the relationship of a follower and a leader. It requires a charisma-conducive environment where followers are open to charisma.
Transformational
Transformational leadership qualities involves behaviors which transform and inspire followers to perform better than expectations and focus on the organizational good, rather than individual interest (Avolio, Walumbwa & Weber 2009, p. 423). It is executed through individualized consideration, intellectual stimulation, idealized influence, inspirational motivation (Hernandez et al. 2011), and charisma (Bass 1990). This style appeals to higher order needs, and, cumulatively, results in a purposeful, committed, and innovative outlook towards management and results (Moynihan, Pandey & Wright 2011).
Transactional
Transactional leadership focuses on exchange of rewards which are based on performance (Avolio, Walumbwa & Weber 2009). It is based on economic principles. The leader recognizes followers’ needs, and monitors whether the follower is playing his role or not (Hernandez et al. 2011). Transactional leadership is difficult to practice when the leader does not have control over rewards and punishments. Contingent reward, management by exception (active and passive), and laissez-faire are the characteristics of transactional leadership (Bass 1990).
One key difference between the three types
Transactional leadership skills appeals to lower order needs as it is only based on economic principles. Charismatic leadership is more focused on emotional appeal, the relationship between leader and follower, and identification of the followers with the leader. Transformational leadership is more focused on inspiration and intellectual stimulation of the followers (Bass 1990; Klein & House 1995; Yukl 1999; Barbuto 2005).
Answer 2
Yukl (1999, p. 290) highlights the omission of important behaviors for transformational leadership in existing literature. He argues that at the dyadic level of analysis, theories should include inspiring, developing and empowering behaviors. Inspiring refers to making the work more meaningful, developing relates to increasing the skills and confidence of the followers, and empowerment (power sharing) is achieved by allowing the followers to voice their views and providing them with discretion. At the group level, behaviours which facilitate agreement about objectives and strategies, and mutual trust and cooperation, and those which help to build group identification and collective efficacy should be included. At a broader, organizational level, the analysis should include transformational behaviors of articulating organizational vision and strategy to the followers, guiding and facilitating change, and supporting learning.
Answer 3
Yukl (1999, p. 289) highlights the ambiguity in theories about transactional leadership. The author points out that while transactional leadership is defined as a process of leader-follower exchange, the theory only includes various types of leader behaviors without an underlying theme or commonality. Theory does not establish a strong link between the exchange process and the transactional behaviours. Furthermore, contingent reward behaviors such as praise and recognition are relatively personal, and have elements of transformational leadership as well. Also, the reason for including passive management in transactional leadership is not clear because passive management does not involve any exchange. The scale items do not clarify how the performance problems are dealt with by the leader, and contingent punishment, which may have an exchange process, is not measured clearly. Regarding active management by exception, the scale items for monitoring are related to intrusive and controlling behaviours, and there is no elaboration of how the mistakes are corrected by the transactional leader. The reason for including active management by exception is also not explicit, and monitoring behaviors include elements of transformational leadership as well.
PERSONAL UNDERSTANDING OF LEADERSHIP
Answer 4
From studying the literature on leadership theories, it is evident that there is no one theory which covers all the aspects. Complexity of human personality and behaviours makes it more difficult to summarize leadership behaviours in overtly simplistic terms. The dynamics of group interactions and behaviours make the matter even more complicated. Theories on charismatic and transformational leadership are not mutually exclusive, and it is difficult to imagine leaders who do not practice transactional behaviours. I believe that traits of the leader, openness of the follower to be led, the relationships between a leader and a follower, and the overall organizational situation and environment are important determinants which determine the style practiced by the leader. All these elements combine to form a system within which leadership exists and develops.
Leaders, therefore, need to adapt to different styles of leadership based on the situation, culture and the organizational environment. However, since individual traits do play an important role, each leader can be expected to have one dominant style at all times. Deliberate variations may alter leadership behaviour only up to a certain extent. I also believe that the style of a leader may change with his level of experience and maturity. Political, cultural and economic environment may also lead to some changes in behaviours. For example, in a labour surplus market, the transactional or authoritative leadership style may be more prevalent and accepted. In other fields, such styles may not be welcome, and charismatic and transformational behaviours may yield the desired outcomes for the leader and the organization. Leadership style in government organizations may be more mellowed compared to the private sector. As argued by Chemers (2000), it is important to establish authority by appearing competent and trustworthy, and image management adds to charisma. Further, a leader needs to understand the subordinates, and guide and motivate them with his skills and abilities to work towards achievement of organizational goals. To summarize, I believe that leaders need to be transactional (albeit to a limited extent), charismatic and transformational at the same time. Transformational leadership, with inherent elements of charisma, is likely to be more impactful and can result in a stronger long-term relationship with the followers.
TABLE OF ANALYSIS OF INTERVIEW INFORMATION
Answer 5
The interview transcripts are included in appendix A.
Answer 6a
Table of analysis of the interview is presented below. This is primarily based on the leadership style characteristics mentioned in Bass (1990), Klein & House (1995), Yukl (1999) and Barbuto (2005).
Interviewee A
|
Keyword / phrase |
Leadership styles
|
|
The leader he likes is… |
|
|
Optimistic |
Transformational, Charismatic |
|
Confident |
Transformational |
|
Shows hands-on how the problem can be solved, |
Charismatic (steps in during crisis) |
|
Supports out-of-the-box solutions |
Transformational (intellectual stimulation, encourages creativity) |
|
|
|
|
The leader he does not like … |
|
|
Focuses on incentives |
Transactional style |
|
Has – negative attitude….focuses on finding faults |
Opposite of transformational and charismatic style |
|
Does not stick to his opinion and changes very quickly. |
Lack of persistency – Opposite of charismatic style. Not decisive – opposite of trait theory |
|
In meetings…Promises ….. appear unbelievable |
Public impressions are not good – Unlike what is required for charismatic leadership |
|
|
|
|
A good leader …. |
|
|
depends on personality…. and his qualities |
Charismatic leadership and traits theory |
|
Cannot command respect if his personality is not strong. |
Charismatic leadership and traits theory |
|
Has ‘inspirational powers’ |
Transformational leadership |
Interviewee B
|
Keyword / phrase |
Leadership styles
|
|
The leader he likes is… |
|
|
self-made man |
Inspirational – Transformational |
|
Has confidence in his abilities. |
Transformational |
|
he has knowledge |
Expert power – Charismatic |
|
and understanding |
Traits – cognitive ability |
|
finds solutions and guide employees |
Intellectual stimulation – Transformational |
|
|
|
|
The leader he does not like is… |
|
|
self-centered |
Generally considered a negative trait |
|
..shirks work, lies to his boss in front of me. |
Dishonesty – Opposite of Trait theory |
|
known for dishonesty in conduct |
Dishonesty – Opposite of Trait theory |
|
I do not like him at all. |
Not likeable – Opposite of Trait theory |
|
|
|
|
A good leader …. |
|
|
in-born, but … can be developed with training. |
In-born to certain extent – Trait theory |
|
….lead by example |
Transformational |
