Leadership Styles

Leadership is one of the main drivers of an organization. The type of it in a company determines how the management and the subordinate relate. In the long run, leadership styles also influence the productivity of a firm. In order to understand leadership, it is important to evaluate the differences and comparisons between various types of it. Different kinds of literature shed light on the importance of varied types of leadership. Moreover, management theories also reveal the best type of them suited for an organization. Leadership relies on factors such as intellectual stimulation, emotional consideration, and such (Antonakis & Robert, 2013). Therefore, a leader should identify the factors that match with his organizational goals to drive them forward. This paper compares and contrasts transactional-transformational contingency task-oriented leadership and relationship oriented leadership styles in organizations.

For starters, by understanding the difference between transactional and transformational leadership is important in getting the whole concept of transformational one. Transactional management is when a leader relies on the exchange between the employees and the employers. Often, the leaders wait for the results for them to reward the workers. As such, the employees are rewarded according to their level of production. This type of leadership is set to encourage the employees to put more effort in their work. In a transactional leadership setting, the relationship relies on rewards and productivity (Avolio & Yammarino, 2013). In this leadership, the manager often trades rewards for productivity through pursuing a cost-benefit exchange.

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On the other hand, transformational leaders are those who steer the organizational goals by motivating employees. In this leadership style, the managers do not require anything from the employees. Mostly, motivating comes first before anything else. Leaders derive their satisfaction from seeing the employees happy and motivated to play their roles. A closer look into transformational leadership, the managers are keen on taking the followers to the next level and inspire them to transcend their visions and goals. As such, a transformational leader recognizes the interests of the followers and work towards making them better persons.

Relationship oriented leadership is whereby managers look to tap into encouraging effective teamwork and collaboration. In this setting, the leaders are personal with their staff and try to make them as comfortable as possible. Managers go out of their way to understand the needs of each employee and striving to ensure that they are comfortable. Leaders in the relationship-based environment have a genuine interest with their staff. The main idea is to focus on the emotional needs of the workers in order to have a positive workforce. As such, the employees may be inclined to be more effective in their tasks. Most employers prefer relationship-based leadership because it is easy to unite the followers and make strong teams.

Comparison

Like in transactional leadership, both transformational and relationship-based management focus on the company’s growth. All the above relationships focus on the exchange between the employees and the leaders. Both transformational and transactional leaderships focus on work products or outcomes. On the other hand, transformational management focuses on work or product outcomes. When you look into relationship-based leadership and transformational one, the managers are keen with developing the attitude of the followers and making them stay focused on personal growth. Relationship-based leadership and transformational one are similar in that the followers get rewards for their good work.

Application

Relationship-based leadership is workable when a company is starting out. This way, the manager is in a position to relate with most if not all the employees. However, a company with many workers makes it hard for leaders to engage with every individual on a personal level. In addition, relationship-based leadership can also apply in a big company with several departments whereby the managers can interact with the employees one-on-one. On the other hand, transactional leadership works best for big companies where it is easy to steer the company’s goals without necessarily engaging with the employees (Day, 2014). This kind of leadership exists in companies such as Samsung, Apple, McDonald, and such. A transformational type of leadership works best for a company that seeks to expand or rebrand. As such, the employees need to be motivated in order for them to embrace change.

In conclusion, it is important for an organization to pay attention to their leadership style. Every management method is unique depending on the size and the orientation of the company. As a leader, it is best to recognize a style that is workable in a bid to ensure that the firm’s goals succeed. In this paper, we have recognized that the best type of leadership is relationship-based one. The followers are able to connect with their leaders hence, they feel appreciated. Appreciated employees strive to do their best in the workplace. Transformational leadership is necessary when the company is seeking to transform, rebrand or expand. Therefore, it is necessary to help the employees embrace change. Transactional leadership is necessary when a company has to beat tight deadlines. Therefore, the employees are required to work extra hard to achieve deadline goals.

 

References

Antonakis, John, & Robert J. House. (2013).The full-range leadership theory: The way forward.

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition. Emerald Group Publishing Limited,

Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Introduction to, and overview of, transformational and charismatic leadership. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. xxvii-xxxiii). Emerald Group Publishing Limited.

Day, David V., et al. (2014). Advances in leader and leadership development: A review of 25 years of research and theory.The Leadership Quarterly 25.1: 63-82.

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