An Explanation of Leadership Theories and Models

An Explanation of leadinghip Theories and Models pardon how to examine the to a high place plot. economic consumption a pick resembling diagram to allow the pertinent hypothesise athleticsctions/titles (if you want to hide your translation)An authoritarian attractor makes decision without any consultations. According to Kurt Lewin, the autocratic lead ardour is operable when thither is no expect for input on the decision and the input leave behind not mint the decision crowning(prenominal)ly. prideful lead title frequently surfaces in exploit situations that require dependent skills from employees and ar marked by low profit margins or puckish cost controls. An example of an authoritarian leader is the traditional tooth cattle ranch manufacturing business. Manufacturing tooth gap is a repetitious action and due to the low profit margins on each organ pipe of toothpaste, decisions to tighten costs ar arrived at the sole decision of the leader.pater nalistic leadhip combines authoritarian lead, or strong discipline and authority, with benevolent leading, or fatherly c ar and concern for subordinates soulfulnessal well-being. Examples of paternalistic leadership stylus argon leaders of regimen and beverage eating houses. betting feed orbit eaterys much(prenominal)(prenominal) as McDonalds and KFC ar global brands. As certain standardiseds and procedures argon already in place, leaders make decisions to be aligned with the international standards but analogously pretend an open-door policy that concentrates on building human relationships with the employees.A participative leader shares decision devising with group members and accepts suggestions although the final decision whitethorn vary as the leader has the final say. According to Lewin, participative leadership style can win the cooperation of employees and motivate them effectively. An example of a participative leadership style is a advanced-tech shaper. As technology is constantly changing, leaders in high-tech governings promote two-way communications and embrace suggestions from employees. orchard apple tree and Microsoft come on their employees to share ideas and feasible suggestions are later decided to incorporate into their products.The capitalist leadership style minimizes the leaders submitment in decision-making and allows employees to make their proclaim decisions such as setting their receive policies and methods. Laissez-faire leaders whitethorn still be responsible for the outcome of their employees decisions. Laissez-faire organizes outgo when citizenry are capable and motivated in making their own decisions and there is no requirement for a central coordination. An example is an delight unassailable that specializes in training of motion arts. When dealing with a aver of artists, employees must be apt(p) the immunity to decide on the soft- bulk skills to tractor trailer each artist. As such, a centralized structure is not feasible for such a versatile industry. Another example is the pattern agencies. As models responsibilities are to portray the clients advertising intents, models must be give-up the ghostn the freedom to snip slightly with the clients. Thus due to the unique nature of the functional milieu, laissez-faire leadership style is much appropriate for the vigilance of such merriment and molding agencies.A leaders Grid (Contingency leadershiphip Styles)A1. conventional manufacturer (eg. tooth paste factory)A2. sophisticated manufacturer (eg. SD add-in noble involve hardware + packagedevelopment)B1. FB restaurant (eg. Food stalls, sea feed restaurants)B2. Fast food kitchen range restaurant (eg. McDonalds, KFC)C1. entertainment theater specializes in provision of performance arts, with a rangeof artistsC2. self-confidence that represents mien models, trains models, pose trial run shoots andlayout portfoliosHighA2B1B2 miserableC1C2A1 slum pHigh allude for People vs Concern for WorkExplain how to read the higher up diagram. Use a go bad same diagram to include the germane(predicate) job functions/titles (if you want to go past your explanation)The leading Grid also known as Managerial Grid, developed by Robert Blake and Jane Mouton, is a frame bleed that simultaneously specifies concern for the turnout and the great unwashed dimensions of leadership because to fulfil effective leadership, leader must desegregate the task and relationship orientations. Concern for production is the degree to which a leader emphasizes on cover objectives, organizational efficiency and high productivity when deciding how shell to follow out a task. Concern for people is the degree to which a leader considers the needfully of team members, their interests, and areas of personal development when deciding how best to accomplish a task.Low People, Low Work (Impoverished leaders)Similar to laissez-faire leadership, this leader is i n general ineffective. He has incomplete a high regard for creating clays for getting the work through nor for creating a work environment that is satisfying and motivating. The conduct is a place of disorganization, dis rapture and dis agreement. fun loaded and modeling agencies use this leadership style. Leaders of entertainment stiff clothe employees the flexibility to deal with artists due to the distinguishable personality of artists. Similarly, leaders of modeling agencies do not interfere with the models job. As models are required to present the make personality of the clients apparel, they are given the freedom to work closely with clients to curb objectives are met and clients satisfaction is maximized.Low People, High Work (Produce or Perish Leadership)This style of leader is also known as undemocratic or Compliance Leaders. These leaders deal that employees are simply a core to an end. Employee ask are ever secondary to the need for competent and producti ve workplaces. This type of leader is actually autocratic, has strict work rules, policies and procedures, and views penalty as the roughly effective means to motivate employees. ( surmisal XY)Traditional manufacturer uses this leadership style. much(prenominal) organization has a set of policies and procedures for employees to abide. Furthermore, mechanized technologies are used in the production of toothpaste which leads to minimum human interference. As such, employees are seemed as an operation tool in the production of toothpaste (the result).High People, Low Work (Country ennead Leadership)The leader is most concerned virtually the needs and feelings of members of his team. These leaders operate under the given that as huge as team members are happy and secure, they testament work hard. What tends to result is a work environment that is very relaxed and fun but at the expense of production due to overleap of education and control.High People, High Work (Team Leader ship)This is the tip of managerial style. These leaders assay production needs and the needs of the people equally highly. The premise here is that employees are involved in reasonableness organizational project and find production needs. When employees are committed to, and occupy a stake in the organizations success, their needs and production needs coincide. This creates a team environment ground on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. ( theory Y) high-tech manufacturer uses this leadership style. repayable to the advancement of technology, these organizations need to respond quickly to the pitch in environment to stay competitive. As such, leaders often convey and print the organizations objective in employees to achieve organizations success. Also, leaders encourage employees to share their suggestions into making the organizations products more successful. such leadership ensures organizations success and employees fulfillment.FB restaurants and fast food cooking stoves use this leadership style. such organizations focus on delivering customer satisfactions through their food. These organizations embed the human tangency element in their culture. While the quality of the food is not compromise, leaders of such organizations show care and concern for their employees. Due to personal payloads, the leaders may allow the employees to adapt a flexi-working hours which can greatly have-to doe with the manpower during peak periods.The Managerial GridA1. Traditional manufacturer (eg. tooth paste factory)A2. advanced manufacturer (eg. SD card maker involve hardware + softwaredevelopment)B1. FB restaurant (eg. Food stalls, seafood restaurants)B2. Fast food cooking stove restaurant (eg. McDonalds, KFC)C1. Entertainment quick specializes in provision of performance arts, with a rangeof artistsC2. force that represents agency models, trains models, get test shoots andlayout portfol ios(9, 9)(9, 1)(1, 9)(5, 5)(1, 1)1LowConcern for business9HighHigh91LowConcern for PeopleExplain how to read the to a higher place diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation)The Managerial Grid also known as Leadership Grid, developed by Robert Blake and Jane Mouton, is a framework that simultaneously specifies concern for the production and people dimensions of leadership because to achieve effective leadership, leader must integrate the task and relationship orientations. Concern for production is the degree to which a leader emphasizes on concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Concern for people is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task. According to Blake and Mouton, the Managerial Grid defined the next f ive leadership stylesProduce or Perish Leadership (9,1 high production, low people)This style of leader is also known as Authoritarian or Compliance Leaders. These leaders believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies and procedures, and views revengement as the most effective means to motivate employees. Traditional manufacturer uses this leadership style. much(prenominal) organization has a set of policies and procedures for employees to abide. Furthermore, mechanized technologies are used in the production of toothpaste which leads to minimal human interference. As such, employees are seemed as an operation tool in the production of toothpaste (the result).Country Club Leadership (1,9 low production, high people)The leader is most concerned about the needs and feelings of members of his team. These leaders oper ate under the assumption that as long as team members are happy and secure, they will work hard. What tends to result is a work environment that is very relaxed and fun but at the expense of production due to lack of direction and control.Impoverished Leadership (1,1 low production, low people)This leader is mostly ineffective. He has neither a high regard for creating systems for getting the work done nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony. Entertainment firm and modeling agencies use this leadership style. Leaders of entertainment firm empower employees the flexibility to deal with artists due to the different personality of artists. Similarly, leaders of modeling agencies do not interfere with the models job. As models are required to display the demeanor personality of the clients apparel, they are given the freedom to work closely with clients to ensure objectives are met and clients satisfaction is maximized.Middle-of-the-Road Leadership (5,5 warmheartedness production, middle people)This style seems to balance the two competing concerns. It may at first break through to be an ideal compromise. However, a problem lies within. When the leader compromise, he tends to give away a bit of each concern so that neither production nor people needs are fully met. Leaders who us this style settle for mediocre performance and often believe that this is the most anyone can expect. FB restaurants and fast food chains use this leadership style. Such organizations focus on delivering customer satisfactions through their food. These organizations embed the human stain element in their culture. While the quality of the food is not compromise, leaders of such organizations show care and concern for their employees. Due to personal commitments, the leaders may allow the employees to adapt a flexi-working hours which can greatly affect the manpower during peak per iods.Team Leadership (9,9 high production, high people)This is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organizations success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. Hi-tech manufacturer uses this leadership style. Due to the advancement of technology, these organizations need to respond quickly to the change in environment to stay competitive. As such, leaders often convey and instill the organizations objective in employees to achieve organizations success. Also, leaders encourage employees to share their suggestions into making the organizations products more successful. Such leadershi p ensures organizations success and employees fulfillment.The model proposes that when twain people and production concerns are high, employee requirement and productivity increases accordingly. This is often true and it follows the ideas of Theories X and Y, and other participative management theories.Transformational vs Transactional LeadershipA1. Traditional manufacturer (eg. tooth paste factory)A2. Hi-tech manufacturer (eg. SD card maker involve hardware + softwaredevelopment)B1. FB restaurant (eg. Food stalls, seafood restaurants)B2. Fast food chain restaurant (eg. McDonalds, KFC)C1. Entertainment firm specializes in provision of performance arts, with a rangeof artistsC2. Agency that represents fashion models, trains models, get test shoots andlayout portfoliosTransformational LeaderTransactional LeaderA2C1C2A1B1B2Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation)Transaction al leadership assumes that work is done only because it is repayed and thus the leader focuses on designing tasks and reward structures. It may not be the most appealing leadership strategy in building relationships and developing a long-term motivating work environment, it is practicable in most organizations on a daily basis to get work done. This leadership style starts with the idea that employees agree to obey their leader totally when they accept a job. The leader has a right to punish the employees if their work does not meet the standard. Under transactional leadership, little can be done to better employees job satisfaction. Transactional leadership is a type of management rather than a true leadership style because the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work. Examples of transactional leadership can be found in traditional manufacturer organisations, FB restaurants and fast food chain restaurants. Work structures in t hese organizations are typically standard and deed and thus, employees realize minimal job satisfaction. In these organizations, the relationship between the leader and employees is similar to that of a transaction, whereby the leader rewards/pays the employees for the work done.Transformational leaders are true leaders who inspire employees constantly with a shared vision of the future. They are exceptionally motivating and trusted. While this leaders enthusiasm is often passed onto the team, he needs to be supported by detail people. That is why in many a(prenominal) organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that go work is done reliably while the transformational leaders look after initiatives that chalk up value. Transformational leaders are found in hi-tech manufacturer, entertainment firm and modeling agency. Leaders in such organizations have the vision and prescience to bring the organi zations to greater heights through a healthy and interactional relationship with the employees. Leaders in hi-tech manufacturer such as Apple welcome and embrace suggestions from employees to improve its products that appeal to the consumers. As such, Apple has been very successful over the years in producing gadgets for consumers worldwide. Leaders in entertainment firms strive to bring their arts to the world and promote their countries cultural arts. This is to prevent the extinction of cultural arts. Leaders in modeling agencies normally have the passion for fashion. They inspire models to display and bring to life the fashion personality of the designers.(E)A1. Traditional manufacturer (eg. tooth paste factory)A2. Hi-tech manufacturer (eg. SD card maker involve hardware + softwaredevelopment)B1. FB restaurant (eg. Food stalls, seafood restaurants)B2. Fast food chain restaurant (eg. McDonalds, KFC)C1. Entertainment firm specializes in provision of performance arts, with a ran geof artistsC2. Agency that represents fashion models, trains models, get test shoots andlayout portfolios surmise XTheory YA1B1B2A2C1C2Explain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation)Accordingly Douglas McGregor, Theory X (authoritarian management style) assumes that the average person has an inherent disfavour of work and will avoid it if he can. Because of their dis kindred for work, most people must be controlled and threatened before they will work hard enough. The average person prefers to be directed, dislikes responsibility, is unambiguous and desires security above everything. These assumptions give rise to both tough management with penalizations and tight controls, and soft management which aims at harmony at work. In actual facts, a person needs more than financial rewards at work. He also needs some deeper higher order motivation such as the opportunity to fulfill hi mself. Theory X managers however, do not give their employees this opportunity. In traditional manufacturer organizations, FB restaurants and fast food chain restaurants, jobs are often rigid and routine. Basically, employees do not expect any variances in their daily work. Thus they are tasked to simply perform routine work without the need to bother about anything else.According to McGregor, Theory Y (participative management style) assumes that the physical and mental driving in work is as natural as play or rest. Control and punishment are not the only methods to make people work. Man will exert self-direction if he is committed to the organizations aims. The average man learns under proper conditions not only to accept but to seek responsibility. A large number of employees use imagination, creativity and cleverness to solve work problems. Although Theory Y is difficult to put into bore on the shop floor in large mass production operations, it is used initially to manage man agers. In situations where it is possible to obtain commitment to objectives, it is remedy to explain the matter fully so that employees grasp the purpose of an action. They will then exert self-direction and control to do better work than if they had simply carry out an order. In hi-technology organizations, entertainment firms and modeling agencies, employees are often passionate about the jobs and thus are appoint to take on greater responsibility in handling situations. Due to the uncertainty of the industries, employees need to respond timely to environmental changes.In a nutshell, McGregor wants managers to put into operation the basic assumption that Staff will present more to the organization if they are treated as responsible and wanted employees.(F)A1. Traditional manufacturer (eg. tooth paste factory)A2. Hi-tech manufacturer (eg. SD card maker involve hardware + softwaredevelopment)B1. FB restaurant (eg. Food stalls, seafood restaurants)B2. Fast food chain restaurant (eg. McDonalds, KFC)C1. Entertainment firm specializes in provision of performance arts, with a rangeof artistsC2. Agency that represents fashion models, trains models, get test shoots andlayout portfoliosTransformationalA2C1C2TransactionalA1B1B2Theory XTheory YExplain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation)The concept of transactional and transformational leadership, and Theories X and Y has been cover in the above questions.Transactional leadership Theory XDue to the routine and rigidness of work in traditional manufacturing organizations and FB restaurants, leaders believe that employees dislike work and will avoid it if possible. Thus, transactional leadership is often used in these organizations to reward employees in order to get work done.Transactional leadership Theory YAs most fast food chain restaurants already have worldwide presence, transactional leaders must ensur e that the restaurants standard is pursuant(predicate) with the chains predetermined principles. In order to achieve this, leaders engage in a transaction relationship with employees by providing adequate rewards to employees. However, cultures crosswise countries vary. Understanding this cultural difference, pastoral leaders encourage employees to share their views to improve the fast food restaurants into a better dining choice for consumers.Transformational leadership Theory YHi-technology manufacturing organizations, entertainment firms and modeling agencies adapt transformational leadership because leaders are ambitious and believe that the organizations have the capability to attain greater heights. Leaders in such organizations share and instill the organizations vision to employees and shine up that every employees play an important part in the organizations success. Due to the lush environment of these industries, employees are empowered with the flexibility to solve work problems. As such, employees are encouraged to assume greater responsibility.(G)A1. Traditional manufacturer (eg. tooth paste factory)A2. Hi-tech manufacturer (eg. SD card maker involve hardware + softwaredevelopment)B1. FB restaurant (eg. Food stalls, seafood restaurants)B2. Fast food chain restaurant (eg. McDonalds, KFC)C1. Entertainment firm specializes in provision of performance arts, with a rangeof artistsC2. Agency that represents fashion models, trains models, get test shoots andlayout portfolios constitutional organizationA2B2C1C2mechanistic organizationA1B2Theory XTheory YExplain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation)mechanistic organizations have take well-defined, centralized, vertical hierarchies of ascendence, authority and control. Efficiency and predictability are emphasized through specialization, normalisation and formalization. As such, it results in r igidly defined jobs, technologies and movementes. Organizational structures, processes and roles function like a machine in which each part of the organization does what it is knowing to accomplish. Mechanistic organizations are often appropriate in stable environments and for routine tasks and technologies.Organic organizations are decentralized with flexible, broadly defined jobs and have comparatively few and broadly defined rules, procedures and processes. Such organizations focus on interdependence among employees and units, multi-directional communication, employee initiative, and employee participation in problem solving and decision making. Organic organizations are highly suitable for unstable, turbulent environments and for non-routine tasks and technologies. In organic organizations, the emphasis is on effectiveness, problem solving, responsiveness, flexibility, adaptability, creativity and innovation. Such an organization responds timely to environmental change becaus e employees are empowered to be creative, to experiment and to suggest new ideas. The process of innovation is triggered by employees throughout the organization in a bottom-up manner.The concept of Theories X and Y has been covered in the above questions.Mechanistic organization, Theory XA traditional manufacturing organization operates in a relatively stable environment and jobs are often rigidly defined. Such organizations adapt mechanistic management system whereby production processes and techniques are occupied to minimize waste and maximize outputs for a given quantity of inputs. The ultimate goal of mechanistic structure is efficiency. Due to the routine and non-challenging daily work, leaders believe that employees dislike work and will avoid it if possible. Thus, transactional leadership is often used in these organizations to reward employees in order to get work done.Mechanistic organization, Theory YAs most fast food chain restaurants already have worldwide presence, t here is clear command and control to ensure that every countrys restaurants standard is consistent with the chains predetermined principles. Thus, mechanistic structure is industrious to achieve the desire objective. Recognizing the cross-cultural differences, country leaders encourage employees to share their views to improve the fast food restaurants into a better dining choice for consumers.Organic organizations, Theory YHi-technology manufacturing organization, FB restaurants, entertainment firms and modeling agencies operate in a highly turbulent environment and are very vulnerable to competition. Thus, these organizations employed the organic management system to respond timely to the environmental changes. Employees are required to work cross-functionally cohesively to ensure challenges are addressed promptly. Employees in such organizations identify themselves with the organizations and assume greater responsibility to ensure corporate success.(H)A1. Traditional manufacturer (eg. tooth paste factory)A2. Hi-tech manufacturer (eg. SD card maker involve hardware + softwaredevelopment)B1. FB restaurant (eg. Food stalls, seafood restaurants)B2. Fast food chain restaurant (eg. McDonalds, KFC)C1. Entertainment firm specializes in provision of performance arts, with a rangeof artistsC2. Agency that represents fashion models, trains models, get test shoots andlayout portfoliosorganic organizationA2C1C2mechanistic organizationA1B1B2Transactional leadershipTransformationalleadershipExplain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation)The concepts of mechanistic and organic organization, as well as transactional and transformational leadership have been covered in the above questions.Due to the routine and rigidity of job scope in the traditional manufacturing organizations, FB restaurants and fast food chain restaurants, these organizations have a mechanistic struct ure with well-defined command and control. Employees suggestions and views usually have no impact on the organizations decisions. Thus due to the lack of job satisfactions in employees, transactional leadership is usually used in such organizations to get work done.As hi-technology manufacturing organizations, entertainment firms and modeling agencies operate in a highly unstable environment and are vulnerable to competitions, organic structures are more appropriate to ensure changes to the environment are responded to promptly. Such organizations are led by transformational leaders as they have the foresight and motivation attributes to influence and lead the employees and organizations towards greater heights. Most importantly, transformational leaders have the ability to solve problem efficiently.(I)A1. Traditional manufacturer (eg. tooth paste factory)A2. Hi-tech manufacturer (eg. SD card maker involve hardware + softwaredevelopment)B1. FB restaurant (eg. Food stalls, seafood re staurants)B2. Fast food chain restaurant (eg. McDonalds, KFC)C1. Entertainment firm specializes in provision of performance arts, with a rangeof artistsC2. Agency that represents fashion models, trains models, get test shoots andlayout portfoliosTransformationalA2C1C2TransactionalA1B1B2AuthoritarianPaternalisticParticipativeLaissez-faireExplain how to read the above diagram. Use a separate same diagram to include the relevant job functions/titles (if you want to extend your explanation)The concepts of transactional, transformational, authoritarian, paternalistic, participative and laissez-faire leadership have been covered in the above questions.Transactional and authoritarian leaderships are employed in traditional manufacturing organizations. As the job scopes are routine and well-defined, employees are required to follow and adhere to instructions from the management. Little variations occur in such organizations. Furthermore, due to the lack of job satisfactions in employees, le aders reward employees so as to get the work done promptly. If employees work standard falls below expected, leaders have the rights and authority to impose punishment on employees.Transactional and paternalistic leaderships are used in FB restaurants and fast food chain restaurants. Instructi