There will adopt an autocratic leadership style.

There are several
leadership styles which include the situational leadership model by Hersey and
Blanchard, continuum leadership model by Tannenbaum and Schmidt. Others include
transactional and transformational leadership styles. Factors that would affect
the choice leadership styles are described below; 

 

Situations

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The prevailing situation may influence the style of leadership to be
adopted. An emergency situation requiring a fast decision-making process, will
adopt an autocratic leadership style. With this, subordinates accept the
leader’s decision as there is no time for disputes or asking for suggestions.
For situations that are not emergencies but require prompt delivery, a
directing leadership style may be used as the leader tells everyone what to do
and how to do it. Also, situations that are not deadline bound or urgent, other
leadership style could be used.

 

Stage of team development

Teams evolve through different stages of development and would require
different leadership styles. As the maturity of teams increase as they develop
through stages of Forming, Storming, Norming and Performing (Bruce Tuckman),
the appropriate leadership style may change through Directing, Coaching,
Supporting and Delegating accordingly.

 

Leader’s Traits and Charisma

The traits and charisma of the leader would influence his choice of
leadership. A leader that likes getting his members involved in decision making
process may prefer the democratic style unlike a leader that prefers making all
the decision, may naturally apply the autocratic style. A self-assured leader
may use the directing or delegating style while an uncertain leader may use a
supporting style.

 

Organizational Culture and Work Environment

The organizational culture and work environment
may influence the appropriate leadership style. An organization with strict
policy may require delegating style to provide clear policies, instructions and
consequences. A system that encourages changes and ideas may use a more relaxed
approach.

 

The People

The maturity of members in the team will affect the leadership style (Hersey and Blanchard). This is the skill and level of commitment of the members. An
individual or team with low maturity, lacking skill and commitment will require
guidance and directing with feedbacks allowing them to learn.

 

 

 

1.2
Explain why these leadership styles or behaviours are likely to have a positive
or negative effect on individual and group behaviour (24 marks)

 

Directive leadership: The
directive leader is very involved and closely supervises the members who are
working, as the team members have
low competence and low commitment. This style has a positive effect on members
as they feel valued, motivated and are gradually building capacity. It helps in
times of change or upset. Directing leadership may not work well with a team of
high competence, high commitment, experts and performers. Members may this as
micro-managing. Several conflicts may arise as the team may have some sort of
dynamics and blending which already works well for them and can result in poor
performance as individuals run out of direction to improve to be better.

 

Coaching leadership: This style would have a positive
effect on individuals and teams with some competence and low commitment as the
leader provides direction and support and for their personal development. It
can inspire loyalty, satisfaction and competent individuals and teams capable
of multiple roles. The negative effect is that the individuals may not have
confidence to work without aid, become dependent on the leader and may not use
their initiative. This style may seem condescending to a high-flying team.

 

Supportive leadership: This style would work well for team with necessary skills but lack motivation to achieve
them (Leigh Anthony). It may bring
about creativity and increased motivation in the team as the leader guides the
members to complete tasks and allow them to make the decisions. This would have
a negative effect on a team with low competence as they may not be able to make
decisions thereby experiencing huge difficulties in completing tasks and may
lose motivation in the long run.

 

Delegating
leadership:
This style will have a positive effect on a high-flying team with high skill
and motivation as the leader gives the members the necessary room and trust to
perform while observing. The members will feel more trusted and will build a
better working relationship and team work. The negative effect may be that such
a performing team will take advantage of the leader’s little intervention
thereby not completing tasks on time. The team may not be productive as
expected.

 

 

Autocratic leadership: The leader has all the power and
makes all the decisions. It has positive effects of allowing quick decision
making in a group and eliminating arguments on how or why things are done. It
has a negative effect where team members that they are undervalued, and their
creativity is not encouraged. It makes the individuals lose loyalty, commitment
and morale.

 

Democratic leadership: The leader encourages participation
of the team members and allows everyone to express their opinions. It has a
positive effect of making members feel involved, making them more inclined to
working and adopting changes. It brings out the best in an enthusiastic team
and creates positive team morale. The negative effect may be difficulties in
decision making due to consultation of members and differing opinions.

 

 

 

UNDERSTAND
LEADERSHIP QUALITIES AND REVIEW OWN LEADERSHIP QUALITIES AND POTENTIAL

 

2.1
Assess own leadership behaviours and potential in the context of a particular
leadership model and own organisation’s working practice and culture using
feedback from others (State your findings below) (28 marks)

 

I worked as a project engineer in the
engineering department of my company where I managed projects, various
contractors and situations. I also managed younger or older staff in my team at
some point. From my yearly appraisals, I have had exceptional performances that
I deliver well on tasks and results. My 2016 appraisal had an improvement comment
which reads “Emmanuel, you are very good on delivering projects within schedules
however, you need to grow your team”.  Also, from feedbacks during the ILM training
lectures, I learned that I am very outspoken, lead in tasks / groups naturally
and wouldn’t allow my team to go down. An accompanying negative comment was thus
“Emmanuel gets too forward to leading and making progress even as a member, which
is very good, but it might create some frictions between him and the leader”.
After completing some leadership surveys online and from the ongoing I would
assess myself as being a supportive leadership and good directing skills.

 

In many projects, I start out by giving clear
objectives and deliverables to my team. I provide some necessary technical
support for team progress and request to get their inputs. I always keep an eye
on quality, specifications and time. I function extremely well where my team
members have good competence such that I can develop / improve on their
commitment and motivation to deliver and exceed expectations, allowing them to
make decisions, thereby building confidence in them, improving creativity,
achieving rewards and sense of fulfilment. I gave feedback to members as I was
interested in their personal development which translates to team success. At
some points, I volunteered to complete tasks to show examples and in situations
of urgency.

 

I gathered from my appraisals and feedbacks
that my leadership style favoured the competent members of my team more than
the new and upcoming ones. It can be attributed to the fact that I am always
result based and leave out the development of younger members of my team while
driving the high fliers. Although, there have been few times where I coach some
interns and new staff.

 

 

2.2
Describe appropriate actions to enhance own leadership behaviour in the context
or the particular leadership model (24 marks)

 

Develop competence of team members through
coaching and guiding of team members:

Many a time, I allocate tasks to team members
based on their competence with the relatively less competent team member not
having the opportunity to try out more challenging tasks. This has kept them in
their comfort zone with little development. I shall get closer to them, give
them more challenging tasks and guide them through. In the event of mistakes, I
shall constructively give them feedback and correct them and possibly work out
a competency development plan with them to foster growth and development. I shall
take leadership courses in communication skills and read some books on this to enable
me to improve my communication with my team members, for their growth and for a
more effectual team.

 

Focus more on people fulfilment:

Prior, success is when we achieve results and
targets. However, I shall focus more on people development and their
satisfaction. Engage members and know their career plans, aspirations, personal
goals and how their personal goals could be achieved. I shall continually make
personal contacts with them as this will improve my interpersonal relationship
with them and improve their morale.

 

Allowing members freedom of leadership and
performance:

Most times I lead my giving directives, setting
objectives and setting the pace. Sometimes, I get to involved and assertive
such that my team members never get the opportunity to lead and learn from
their mistakes because I am always providing the technical and specialist
support. I shall allow team members to handle tasks by delegating tasks to them
and observing their performance. I shall provide feedbacks where necessary,
encourage them and praise them to improve their commitment and morale. I shall enrol
on a strategic leadership course to improve my leadership competence in leading
teams and building leaders.