Several Aspects Of Leadership Styles Management Essay

Organizational culture is the place of work environment formulated from the interface of the staff in the workplace. Organizational culture is defined by life experiences, weaknesses, strengths, education and others. Executive leaders play an enormous role in defining organizational culture through their leadership and actions. Employees also contribute to structuring an organizational culture. Effective organizational culture promotes efficient management of employees in the wider context of workplace environmental setting, changing patterns of the organization and attitudes to work. It is documented that the global economy increases business competitiveness that moves towards customer-driven markets, advances scientific knowledge, especially office automation and communication have led to constant change and requires greater organizational elasticity. This requires organizational culture that is open to change and can accommodate regular changes. The changing nature of individuals and organizations at the workplace has placed pressure on the awareness and significance of organizational culture. Increased attention on the leadership behaviors and leadership styles, underlies actions and decisions of staff and managers of an organization. Leadership styles and behaviors are essential components to any corporation. The dawn of globalization has necessitated that leaders develop models that are effective in guiding multicultural and global teams. This phenomenon of global leadership behaviors promoted innovativeness, productivity and cohesiveness among multicultural teams.

This paper discusses several aspects of leadership styles and behaviors, types of leadership styles, theories that explain leadership behaviors and effects of leadership styles on organizational culture. It also highlights on the effects of globalization on leadership behaviors and leaderships. This paper is instrumental in understanding types and approaches of leadership in organizations. It also informs leaders and managers on importance and the need to adopt a leadership style that suits the objectives, mission and vision of the organization.

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2.0 Introduction

There have been vast amount of research that has been done on leadership styles and behaviors. The investigation of leadership behaviors and styles begun in the 19th century where focus was on “Great men” (Bass, 1985). This theory examined great leaders of the past. Such studies focused on men and some women leaders who had demonstrated excellent leadership models. Examples of these leaders included Winston Churchill, Moses and Thomas Jefferson. Other studies focused on traits that provide essence to leadership styles and promote frameworks of identifying excellent leaders (Moses & Cheney, 1989). The twentieth century researchers focused on theories that highlighted on the distinction between effective and non- effective leadership styles. These theories addressed leadership behaviors, situational leaderships and the relations between followers and leaders. Others examined on the leaders, the effect they have on their followers and effect of globalization on the processes of leadership. Leadership styles and behaviors continue to attract attention of leaders in the contemporary world (Zaccaro, 2007). It should be noted that new aspects of leadership continue to emerge and opens a gap that requires further studies in the subject.

Organizational culture is collective behavior of people that are part and parcel of an organization. It is characterized by organization’s visions, values, norms, and symbols, systems, working language, habits and beliefs. It is also a pattern of collective assumptions and behaviors that are taught to organizational members as a means of perceiving the organization. According to Cartwright (1999), organizational culture is the system of managerial authority. Organizational culture determines the way groups and people interact with themselves, with clients and with shareholders. Organizational culture also focuses on manifestations villains and heroes, rituals, rites, legends and myths that define that define an organization. Organization culture is socially constituted and reflects the interpretations in interactions and that constitutes commonly accepted interpretations of situations. Organizational culture is symbolic in that it defines how organizational staff feels about the organization. A symbol stands for many things and expresses understanding of past collective experiences. The sociological perspective is that an organization is embedded in the minds of members of an organization. Organizational culture is a unifying factor as it refers to processes that unite the organization together. The concept of organizational culture strengthens the unifying strengths of objectives and creates a sense of collective responsibility.

Organizational culture is also holistic, as it represents a reality of the organization: what it feels to work there, how people relate to each other and expected behaviors. According to Ravasi and Schultz, organizational culture is a set shared mental assumptions that should guide actions and interpretation in organizations through defining suitable behaviors for different situations (Ravasi & Schultz 2006). An organization may have its own specific culture, which is diverse and sometimes conflict with other cultures because of dissimilar characteristics of management crew. The above elements of organizational culture are interlocking, as culture is deeply rooted in unconscious sources and represented in behavioral codes and superficial practices. Because organizations are social structures, the whole is present in symbolic events and parts. Using the Computer business of Bill Gates, this paper discusses the organizational culture, management models and leadership behaviors of the company. Bill Gates is internationally known because of his multinational computer business empire, which is defined as a legacy of software, innovations and personal computing systems. Based on Bill Gates’ Computer Company, it is evident that organizational culture can be effective, as it can mould behavioral tendencies of members of an organization. It is also evident that different categories of organizational culture can promote different levels of reception of attitudes towards organizational change. This means that specific types of organizational culture can facilitate acceptability of organizational change, while other does not facilitate organizational change (Gates, 1996).

3.0 Aims and Objectives

Examine leadership styles as an exemplary aspect of organizational culture

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Assess the contingency theories of leadership and situational characteristics which determine the nature of leaderships in organizations.

Examine the effects of globalization on processes of leadership.

4.0 Literature Review

Organizational culture consists of artifacts (expressive symbols and practices), beliefs and values and assumptions that organizational members share in regards to appropriate behavior (Gordon and DiTomaso, 1992; Davis, 1981). Although there are various definitions of organizational culture, it has been viewed as historically determined, socially constructed and holistic in nature. Organizational culture includes behaviors and believes that exists in different levels and manifests itself through a wide range of organizational features (Hofstede et al., 1990). This means that organizational culture consists of shared beliefs, values, norms, practices and assumptions and behaviors in a company or organization (Davis, 1984; Kotter and Heskett, 1992).

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In order to understand organizational culture of a business, several typologies must be considered. Of the recently developed typology was developed in Goffee and Jones. Goffee and Jones categorized organizational culture in two dimensions: solidarity and sociability. Solidarity generates single-minded commitment to the organization’s goals and mission, fast response to change in the workplace environment and ability to accept poor performance. In organizational culture, duties and responsibilities of members are understood and defined as working for the general excellence and every member held to high standards. People in high-solidarity companies often trust their employers and treat them fairly, based on their performance and merit, with resulting dedication and royalty to the firm. On the other hand, sociability is defined as friendliness in relations between members of an organization. Sociability is independent on the performance of the company. It should be noted that through friendships in the workplace, ideas, interests, attitudes and values are shared. Organizations that upholds high solidarity and high sociability have their employees driven by common objectives and are united by social bonds. Fragmented organizations or companies appear to be totally dysfunctional. The low solidarity and low sociability of such organizational cultures are ungovernable.

Several past studies have focused on organizational culture focused on its relationship with performance (Denison, 1990; Denison and Mishra, 1995; Gordon, 1985; Kotter and Heskett, 1992). Some also have focused on the relationship between cultural change and organizational culture. Moreover, other studies have focused on the relationship between organizational strategies and organization culture (Choe, 1993) and the relationship between industry features and organizational culture (Christensen and Gordon, 1999; Gordon, 1991; Hofstede et al., 1990). Organizational culture has been recognized to have a significant role in assuring efforts in organizational change (Lorenzo, 1998). From the above studies, it is expected that there beliefs, values and assumptions shape and guide the people’s attitudes towards organizational culture and change. This means that organizational culture is part of organization’s internal environment (organizational climate), which embeds a set of beliefs, values and assumptions that organizational members use and share to guise their functions (Kilmann et al., 1985). Organizational culture has some direct influence on attitudes towards organizational change (Ahmed, 1998; Lorenzo, 1998). According to Ahmed, innovation is the hallmark of change and the ownership of positive cultural; features provide the company with necessary ingredients to create or innovate. It should also be noted that organizational culture can enhance or inhibit the tendency to innovate (Ahmed, 1998). Organizational culture allows companies to address changing problems of adaptation to internal and external environments, personnel, resources and company’s policies that support adaption. Thus, it is expected that specific organizational culture can facilitate the change process while others might not. One of the key concerns that managers should do is to determine the type of organizational culture that promotes organizational change. Some scholars have argued that the process should follow bottom-up approach, rather than top-bottom methodology (Lupton, 1971).

Leadership is an essential aspect of organizational culture. Leadership is has dynamic effects in terms of organizational and individual interaction. According to Lee and Chuang and excellent leader works towards achieving organizational objectives. Studies have shown that effective leadership behaviors and studies can lead to improvement of organizational performance. Thus, it is vital to understand the consequence of leadership styles as it is the motivating force for improving organizational performance (Bass & Avolio, 1993) .Effective leadership styles are sources of competitive advantage and organizational growth. For example, transactional leadership styles are instrumental in achieving objectives through reward systems and ensuring the there are needed resources for task completion. On the other hand, a visionary leadership style ensures that leaders create a vision and mission statement and instigate commitment towards these statements. .

5.3.1 Traditional Styles

5.3.1.1 Autocratic Leadership

An autocrat leader is a highly authoritarian person. He imposes his power and will upon his followers or subordinates. Based on the hierarchy of needs, an autocrat believes that his followers fit on the low ranks. According to Douglas McGregor, autocratic leadership styles are based on some assumptions about the followers (McGregor 1960).

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People do not like working and can avoid it when necessary.

People have little aspirations and then to avoid responsibility.

Above all use of coercion, threats and control to get people to work is necessary.

This means that autocrat leader have the power to centralize authority and should supervise his subordinates so as to ensure that work is done. Autocratic leadership styles are also called authoritarian leadership as the leaders take control over decision making and members put little input in any plans, procedures and decisions of the organization. Simply, autocratic leaders make decisions based on their own judgments and ideologies. It involves absolute authoritarian, control over a group. Autocratic leadership styles are beneficial in some situations like when decisions should be made quickly without consulting the whole group. This is based on the fact that some projects require strong leadership so as to complete tasks efficiently and quickly. In addition, this leadership model allows a group of people to work without worrying of any decision-making processes. While autocratic leadership styles maybe beneficial, there are situations where this leadership can be problematic.

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Organizations that employ autocratic leadership styles are dictatorial and bossy that cause resentment among members. Because autocratic leaders make organizational decisions without any consultations to the group members; hence, people are unable to contribute their ideas. Researchers have proposed that autocratic leadership lack creative solutions to problems, which can affect the group’s performance. Despite the fact that autocratic leadership styles have potential pitfalls, leaders can employ elements of this leadership style wisely. For instance, autocratic leadership styles are effective especially where the leader has the most knowledge in the group. A benevolent autocratic leader uses reward system to influence his followers rather than coercion. He is focused with the well being of his followers and allows participation in planning of the organizational activities.

According to Mc Greggor, there are things that can make an autocratic leader successful. These are:

Respect for subordinates: a leader can be fair and allow the group members to contribute to some ideas to them. The subordinates should also keep their resentment low and express some respect to their leaders.

Explaining the rules: members of an organization should follow the correct procedures, and policies that are set by the management.

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Being consistent: an autocratic leader should be objective and consistent in applying organizational policies and procedures.

Educating before enforcing: an autocratic leader can also focus on educating his group members on his or expectations so that members can understand what it is expected from them.

Listening: it is common for people to want their opinion to be appreciated. It is necessary that autocratic leaders listen to the team’s ideas and contributions.

5.3.1.2 Democratic Leadership

Democratic leadership is a form of leadership that promotes sharing of organizational responsibility, delegation and consultation. The styles focus on the leader’s ability to seek for regular consultations and contributions from their subordinates. A leader also task their subordinates and gives them full control over duties and organizational activities. Additionally, the leaders engage in the feedback mechanisms especially with regard to the overall work environment and activities. Democratic leadership style is inculcated in organizational culture where employees are given the fair share of duties and responsibility and are allowed to challenge their abilities. The process of feedback and consultation mechanism results in better decision making. Thus, organizations that employs democratic leadership styles fall into fewer mistakes. This style also promotes the flow of ideas and positive work environment, which is a catalyst for creative thinking. This benefits creative industries as creative thinking is essential in solving problems (McGregor, 1960).

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According to Douglas McGregor, a democratic leader believes that:

Work is a natural aspect of human life and human beings like working when conditions are favorable.

People who are committed to organizational goals exercise self control and self direction.

Committed people attain their personal and organizational goals easily.

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Democratic leaders emphasize on creativity as a means of solving problems; thus, the individual abilities of individuals are partially utilized in such systems. These leaders employ influence, allow independence and participate in decision making. They also believe motivation is essential in building the relationship between leaders and subordinates. This is done through focusing on social interaction and self-actualization needs of the workforce.

Democratic or participative leadership styles are flexible and allows for remarkable levels of adjustment to organizational changes. This form of leadership can bring the best from professional and experienced group, as it capitalize on talents and skills and allows sharing of ideas. This is based on the fact that a complex decision requires different areas of expertise, which can be presented by the diverse work force. It should also be noted that the democratic leadership styles have some drawbacks as the consultation process can take a lot of tome which can be slow; thus, opportunities can be missed.

5.3.1.3 Bureaucratic Leadership Styles

The bureaucratic leadership style focus on ensuring that rules and procedures of an organization are accurately and consistently followed. In turn, leaders expect their followers to be formal personalities in the workplace. Managers gain instant power and authority as policies require that employees accord them with privileges. According to Douglas McGregor these leaders suffer from “position power” as tittles and roles are the absolute mechanism for controlling others. In addition, this style allows employees to be rewarded based on the ability to follow the correct procedures and policies. It should be known that bureaucratic leadership models take a long time to develop; thus, they are common in old and large- scale organizations (McGregor 1960). In bureaucratic systems, there is evident increased employee safety, as the management put in place safety and health precautions. Quality work is ensured ad tasks are completed in a meticulous and professional manner. An environment where employees are motivated to adhere to procedures and this can improve productivity. In bureaucratic organizations, there is self-fulfillment as employees advance to become successful are hindered, and the system is constraining. Position power obsession can also cause problems in bureaucratic organizations. This may lead to slow growth of the organization because employees depend on one person to think for them. A common feature in bureaucratic systems is the complicated communication channels. Managers who do not want to be consulted create a procedure that limits communication with them. A communication barrier hinders success of an organization.

5.3.1.4 Laissez-Faire Leadership Style

The laissez-faire leadership is called “hands-off style”. The leader does not provide any direction to the employees. The employees are at freedom to exercise their rights and disseminate their duties. All the power and authority is vested in the employees who determine their objectives, make decisions and provide solutions to any problems that face them. This leadership model is effective in highly skilled, trustworthy and educated. It is also efficient when an organization is employing outside experts like staff specialists or consultants. This leadership model is not effective as employees may feel insecure when the manager is unavailable.

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5.3.2 Modern Styles of Leadership

There are six leadership styles that can be considered “modern”: charismatic, transformational, visionary, transactional, participative and servant leadership.

5.3.2.1 Transformational Leadership Style

A transformational leadership style employs enthusiasms and passion and constitutes an uplifting experience to a group of members. This model commences with the creation of a mission and vision that should excite a group, and convert them. The vision can be developed by the leader after a series of deliberations. Selling the vision follows as this allows members of a group to renew their commitment to the organization. Transformational leaders show attitude and actions that should be emulated by the followers. Their remarkable efforts in motivating their followers through listening and enthusing are a clear indication that these leaders are committed to changing the organizational structures. In addition, these leaders are people-oriented and believe in success through sustained commitment. Transformational leadership style seeks to transform the organization. Transformational leaders are charismatic and enthusiastic as they believe in themselves. They are also passionate people as exhibited in the way they do their work (Bass 1990).

Transformational leadership style was first introduced by descriptive study done by James MacGregor Burns. According to Burns, transforming leadership is a procedure that requires that followers and leaders motivate each other in their daily activities. This will bring changes in the people and in the organization, as this leadership model redesigns the values, beliefs, ideologies, expectations and aspirations of a group of people. Transforming leaders work towards benefiting the team, organization and the community at large (Burns 1978). Later in 1985, Bernard Bass expanded the transformational leadership model by incorporating psychological mechanisms that inspire transformational leadership (Bass, 1985). According to Bass, the impact of employee performance and motivation determine the success of a transformational leader. This means that the followers of such leaders exhibit some high levels of admiration, trust, loyalty and reverence because their leaders have exemplary transformational leaders who work hard to produce better results (Bass & Riggio, 2006). A transformational leader provides followers with identity through inspiring them to work hard and improve on their skills. This leader motivates and transforms followers through idealized influence and intellectual stimulation. Moreover, a transformational leader designs challenging projects that can change work environment to accommodate creative thinking and risk undertakings.

5.3.2.2 Charismatic Leadership Styles

A charismatic leadership style employs organizational objectives that are devoted to

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employee satisfaction. These leaders win people’s trust and respect through self-sacrifice and take personal risks. A charismatic leader transforms the entire organization, while concentrating on individual at one moment. Charismatic leaders focus on scrutinizing the work environment so as to analyze an individual’s moods and concerns. A charismatic leadership style employs several methodologies to manage organizational image and develop employees’ skills and knowledge. This model is commonly used by politicians who want an enormous number of followers. A charismatic leader improves his or her appeal through interacting with his or her followers. In addition, a charismatic leader builds the group, and focus on making the group distinct and clear. They then build on building the image of the group, specifically the mind set of the followers. Besides building on the employee’s image, a charismatic leader is attached to the group and they all become one entity. According to Conger and Kanungo, there are five main attributes of a charismatic leader: vision and articulation, sensitive to member’s needs, sensitive to the environment, risk taking and perform unconventional behavior (Conger and Kanungo 1998). On the other hand, Musser notes that a charismatic leader inculcate commitment to organizational objectives and devotion to themselves. A charismatic leader and transformational leader have some similarities as a transformational leader may also be charismatic. The difference is that transformational leader focus on changing the organization and the workforce while a charismatic leader may intend to maintain the status quo. Despite the appealing charm, a charismatic leader may be concerned with their own welfares and interest. Their self-confidence can lead to narcissism and their need for admiration can cause followers to question their credibility. The values of a charismatic leader are highly essential as they can alter an organization.

5.3.2.3 Transactional Leadership

Transactional leadership style works on the assumption that punishment and reward system as a means of motivating the employees. Transactional leaders conduct contracts with their followers that have explicit requirement and set policies of discipline and rewards. The employees are given salaries and benefits, and they should take full responsibility for the duties allocated to them. They are punished or rewarded based on the level of success or failure in the job. A transactional leader employs “management by exception” model whereby time is devoted to specific situations where outputs differ significantly from arranged results. An exception to expectation requires rewards for exceeding the contractual expectation and corrective measures is applied for performance below average. Thus, transactional leadership style is contingent to reward or punishment. Despite its drawbacks, transactional leadership style is a popular leadership methodology amongst many managers. The main demerit of this model is that it is based on the assumption of a “rational individual”, a person who is motivated by ordinary reward and money; thus, their behaviors are highly predictable.

5.3.2.4 Participative Leadership

Participative leadership style is entails a management system that allows members of a group to participate in decision-making and understanding organizational issues. The members of the group are committed to actions that are relevant in decision making processes. In such systems, members are less competitive and collaborative when they are working as a team. A participative leader involves people like followers, superiors, stakeholders and peers in decision-making. It is essential to state that this participative activity is prevalent within immediate teams. These leaders can also influence their followers based on the manager’s beliefs, preferences and the whole spectrum (McGregor, 1960).

5.3.2.5 Servant Leadership Styles

The servant leadership style necessitates that a leader is responsible for his or her followers. This means that leaders have a responsibility towards the organization. A servant leader serves others and helps them improve themselves. The people who are served by these leaders grow and become wise and can become servants themselves (Greenleaf, 1970).

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There are various attributes that define a servant leadership styles.

Transformation; this leads to personal and organizational growth.

Personal growth; this is the best way to serve others.

Conducive environment that motivates and empowers the task force

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Service is one of the fundamental objectives of a servant leader.

Trusting relationship, which is a basic footprint for service and collaboration.

Creating commitment is a means of promoting collaborative activity.

Community building creates an environment which people can trust each other.

Greenleaf highlights that true leadership styles are based on the motivation to help others. Servant leadership is a moral leadership model that put emphasis on the welfare of the followers. Individuals in this set are usually anticipated to make sacrifices for the good of all just as a servant leader would (Greenleaf 1970). In addition, servant leadership styles focus on less privileged people in the society. This means that servant leaders serve the whole society.

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Servant leadership model is a natural leadership technique in the public sector. In the private sector, the model requires a more cautious interpretation in the private sector because the needs of customers and shareholders and the market competition requirements. A challenge to this model is that servant leadership is based on assumptions that a leader and a servant want to change.

5.3.2.6 Visionary Leadership Styles

The visionary leadership model involves a system where leaders translate their dreams, achieve their objectives and inspire others. Visionary leaders anticipate change in the organization. In contrast with traditional leadership styles of dominating people, a visionary leader creates a shared version of vision. They focus on opportunities and adopt different approaches in problem solving. In addition, visionary leaders balance the emotional, spiritual, mental and physical perspectives of leadership. In addition, visionary leaders share information and give others the power of knowledge. A visionary leadership style ensures that employees are empowered as they own vision of their leader. This is because a visionary leader implants the seeds of organizational vision in the followers. A powerful vision is cohesive and ensures that individuals are committed to the organization. The success of visionary leadership style is based on how powerful the vision of an organization is and the ability of individuals to pursue the vision. Visionary leaders work to achieve organizational objectives with joy, creativity and motivation.

Visionary leadership styles are beneficial as they promote integration of task and people oriented styles of leadership. Thus, people will perform their duties as they are happy and inspired by organizational vision. In some situations, the entire organization employs some cohesiveness and solidarity as they all share a common vision. A visionary leader makes his followers perform beyond their expectations. People in such organizations will be happy because they are capable of bringing out the best out of their followers. A visionary leader creates reward and punishment control mechanisms that can be internally or externally arranged. Visionary leadership styles surpass individual personality ideologies and differences that cause many organizational conflicts. The leaders have a sense of communion, as they are all bound by similar dreams, beliefs and visions. Each member contributes his or her ideas; thus, this creates a fruitful working environment. In addition, a visionary leadership style empowers members of a group to be strong and face their challenges courageously. The morale of the group is always high and everybody works towards improving themselves and uplifting the organization.

5.2 Leadership and Approaches

Leadership is the act of influencing people through providing purpose and direction while taking into consideration the mission and objectives of the organization. Leadership is instrumental in avoiding conflicts and arguments as leaders ensure there is law and order in the workplace. There exist a close relationship between organizational culture, leadership behavior and job satisfaction. Culture is socially learned and transmitted from one member to another and from generation to generation. This means in an organ

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