Leadership Theories
Understanding the various theories and styles of leadership enables a person to become an effective leader. As a student, this course has influenced to change my perspective on leadership. In essence, it has helped me to identify my ideal leadership styles. This paper identifies three theories that have been influential in my leadership growth. They include the transactional theory, situational theory, and transformational theory.
Transactional theory
Transactional leadership theory involves a relationship where a leader gives employees what they need to get what he needs in return. It entails a rigid system that follows a particular order (Kark et al. 186). A transactional leader is likely to lead an organization that has a specific set of rules and regulations. A transactional leader organizes and controls followers to enable them to accomplish their respective tasks. Their power comes from their position in the team. They showcase authority and responsibility for the entire group. Followers have to obey the leader strictly. There is usually little room for employee input because communication in this leadership style is primarily downwards.
Transactional leadership typically uses a system of rewards and punishments to motivate employees. If a follower performs well, they receive a token (Kark et al. 186). However, this system is useful in short-term periods. In this case, a transactional leader does not focus so much on the future. They want to achieve the task at hand and move on to another. This type of leadership, therefore, is efficient in a crisis or emergency.
Though transactional leadership may work well in some situations, it does not promote growth in the leaders and employees. Notably, this leadership style is rigid. Leaders do not entertain the idea of change because they want to maintain a team to make it easy for followers to adhere to their authority. They primarily let the employees what is expected from them and controls them to ensure they achieve the targets. On this note, there is little room for creativity and the pursuit of innovative ways of working.
Situational theory
The situational leadership theory entails a change in styles depending on the situation. A leader needs to adopt various models as the situation may demand (Santoso et al. 102). In this case, there is no best style. A leader needs to look at the task at hand, knowledge levels of employees, and other factors in determining the most effective style to select.
Situational leadership identifies four styles. They include telling, selling, participating, and delegating (Santoso et al. 102). Under the telling style, a leader tells followers what to do and how to do it. The selling leadership style entails a conversation between the leader and employees. They sell their ideas to the followers and convince them to accept the viewpoints. In the participating style, the leader allows members to take a more active role. They can develop their ideas and make decisions independently. The delegating style involves a hands-off approach by a leader. They are less involved and let the employees take most of the responsibility. Employees are also responsible for the consequences of their actions.
Situational leadership relates to the maturity levels of followers. The level of knowledge and competence of employees determines the approach that a leader can use (Santoso et al. 102). There are four maturity levels. The lowest (M1) entails a lack of knowledge and skills among the followers. Employees also show an unwillingness to complete tasks. Under the second maturity level (M2), employees show enthusiasm to work but do not have the knowledge or skills to accomplish tasks. Followers in the third maturity level (M3) have the knowledge and skills to perform a task but are unwilling to work. Under the fourth level, M4, employees have the knowledge and skills. They are also willing to accomplish the tasks assigned to them.
Transformational theory
The transformational leadership style entails a direct interaction between a leader and followers. Leaders work with their employees to identify solutions for the group’s problems (Siangchokyoo et al. 101). They develop strategies that can help them attain their mission and organizational targets. Leaders lead by example in that their behaviors directly influence the performance and output of employees. They can inspire the workers to perform beyond their capabilities. Therefore, a group that has transformational leadership often meets its targets effectively.
Transformational leadership motivates change in an organization. Since a leader gives employees the chance to work independently in certain instances, they can explore their creativity and identify more innovative methods of accomplishing tasks (Lee and Hidayat 5). They can suggest these changes and improve their experiences at work. Further, followers’ attitudes change positively because they can interact with a leader without restrictions.
Transformational leaders usually believe that their followers can do become better and more effective. They can identify the abilities of their workers and help them achieve their full potential. Thus, they can assist them in growing professionally and individually. A follower under a transformational leader has a high chance of becoming an effective leader because of this empowerment.
To summarize this document, the selected leadership theories include transformational, transactional, and situational. Transactional style entails a system of rewards and punishments. Situational leadership involves the application of a leadership style based on the current situation. Transformational leadership entails an interaction between a leader and employees. They bring their ideas together and identify solutions to problems as a unit. A leader inspires followers to perform more effectively. Though all three styles resonate with me, the transformational style is the most suitable for sustainable leadership.