Exploring Different Types And Measuring The Effectiveness Of Leadership Styles

Types of Leadership Styles

There are various types of leadership styles. They include autocratic leadership which is mainly concentrated on the boss. The leader in this leadership method holds all the responsibility and authority in a company. Transformational leadership style is whereby a leader focuses on initiating change on oneself, groups, organizations and others (Sudha, Shahnawaz & Farhat, 2016). This leadership method mainly entails motivating others to perform well. In transactional leadership the leader focus on maintaining the status quo and there is also interchange of process where followers are rewarded for attaining good performance.

The type of leadership that a leader selects determines the overall performance of the followers. Thus, in order for a leader to motivate employees to work effectively he must understand effective leadership styles which can suit a company and impact it positively (Srivastava, 2016).  An effective leader will engage the team in decision making and promote team work which is a good strategy for achieving organizational goals.

However, if a business leader does not perform well the firm can decide to link the group performance to bonuses for the leader. Therefore, ineffective leadership methods will be eliminated in the business (Pongtuluran, 2018).

Measuring Leadership Effectiveness

Effective leadership is a major tool that an organization can use to influence good performance, with the opposite being doomed to fail. As such, it is important for an organization to examine the major contributing aspects which can lead to success in a firm. Leadership effectiveness often put into consideration the outcomes when the leader in position is able to influence the group positively to perform their duties hence impacting the organization outcome (Jung & Avolio, 1999).

Assessing leader effectiveness has been a diverse and plentiful process.  In spite of that, there are certain specific ways that can be used to measure a leader effectiveness this includes, assessing a certain leader outcomes. Assessing specific leader results and comparing them with another leader can help to know whether a leader is performing his or her duties effectively. Another way of measuring leader effectiveness is through measuring success of group objectives and group performance which is apparently the most commonly used method for assessing leadership effectiveness (Vivian & Yi, 2012). This method help to know whether a leader is impacting his subordinates positively based on their success and performance in groups. Apart from that, there is an also subordinate evaluation of specific leader effectiveness through questioning employees on how the leader attains specific goals and performs in the company (Taherdoost, 2017). Establishing employee job satisfaction is also another indicator that the company leader is effective and meets their needs in the company.  An effective leader is also able to impact good performance and influence his followers where an increase in production shows that a leader is working effectively.

Measuring Leadership Effectiveness

Transformational Leadership

Promoting employee well-being is an important activity in an organization which is highly valued by employees. In spite of that, the majorities of the organizations mainly aims at promoting just the well-being which is job satisfaction and ignore all other aspects such as physical, social and psychological well-being. Therefore, there is a connection between leadership methods and the well-being of workers. Besides, positive connection between leadership behavior like encouraging employee, appreciating employee and showing an employee consideration are also parts of promoting an employee well-being. Furthermore, encouragement, respect for employees and coaching behaviors which are leadership behaviors tend to increase an employee physical and psychological well-being. Transformational leadership style is that leadership method that is highly associated with the well-being of employees. Transformational leadership tends to use personal consideration that is characterized by caring, listening and showing empathy.  As a result, it is possible that workers will confident, balanced and happy.  Simply, transformational leadership is positively linked with the psychological well-being of an individual. Transformational leaders make an effort to motivate their employees hence giving employee a positive attitude towards their work.

Transformational leaders also make an effort to build healthy relationship with their employee through giving them maximum attention and care that they need at the workplace. As such, transformational leaders use open communication to develop a clean atmosphere in where employees can openly share their opinions.

Additionally, transformational leaders make use of intellectual stimulation which poses a challenge to the employees hence becoming innovative. Employees who become innovative, transformational leaders take a step to appreciate their good work through rewarding them (Herrmann & Felfe, 2012). Through this activity, employee will be in a position to identify their potential and work even better to feel involved in the company. As a result, the organization performance will end up improving as employees in the firm are motivated (Zineldin & Hytter, 2012).

Transformational Leadership the most effective, laissez-faire the least and transactional for early stages of business

Of all the leadership methods, the most effective leadership style that can successful be used in an organization is transformational leadership methods. Transformational leaders inspire and motivate others to give their best.  Transformational leaders in other words, demonstrate concerns for their followers and they also understand them fully. These leaders are able to get their employees to think on their own, they are role models and they motive and inspire their employees to give work best everything they do.

Transformational Leadership

Laissez-faire is a type of leadership method in which leaders delegate duties to their employees and permit them to make decisions on their own.  This is the type of leadership where results to low productivity in the firm as the members work on their own pace. In laissez-faire there is little or no guidance coming from the leaders, the members have complete freedom and the group members tackle issues on their own.  

Laissez-faire also the least effective as groups with no skills that are needed, without motivation and with no adherence to project guidelines are likely to perform poorly. Since there is no leader to guide the team the results may not be good hence the overall performance of the company may be affected. Besides, this leadership method also lacks accountability some of the leaders can take advantage of this method to escape personal responsibility for the failure of the groups. Therefore, it the organizational goals are not attained the leader begins to put the blame on team members for lack of completion of task.

Transactional leadership mainly defines the requirements of the job, establishes rules and formulates disciplinary actions for those who do not follow the set rules.  This method is mostly used in newly formed organizations where a leader expects maximum complies of the contract by the employee. This leadership method is applied by leaders mainly to establish the terms and policies in which the firm will take and in which all the subordinates will comply with.

Conclusion

From the study conducted on leadership styles, it is evident that transformational leadership method is the way forward towards achieving organizational goals. As stated earlier, this is a type of leadership where the physical and psychological well-being of employees is met.  Transformational leaders motivate their employees to better performance which essentially results to the overall good performance of a firm (Clarke, 2012). Transactional leadership on the other hand, is suitable for newly formed organizations which have not strongly set their goals but want to succeed. The leader in the transactional leadership is accountable for completion of task and praise employees for outstanding performance but not meeting the task expectations. However, the most ineffective method of leadership that a firm can use is laissez-faire where there is delegation of duties. Laissez-faire leadership leads to low performance and leaders blame members for poor performance. Additionally, organization leaders should avoid authoritarian method which encourages dictation and employees are not motivated to work. Therefore, firms should utilize transformational leadership.

References

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Herrmann, D., & Felfe, J. (2012). Effects of Leadership Style, Creativity Technique and Personal Initiative on Employee Creativity. British Journal of Management, 25(2), 209-227.

Jung, D. I., & Avolio, B. J. (1999). Effects of Leadership Style and Followers Cultural Orientation on Performance in Group and Individual Task Conditions. Academy of Management Journal, 42(2), 208-218.

Pongtuluran, A. K. (2018). The Effect of Leadership Style, Work Motivation and Local Culture on Organizational Citizenship Behavior and Civil Servants Performance. Journal of Management, 67(5), 9-16

Srivastava, P. C. (2016). Leadership styles in western & eastern societies and its relation with organizational performance. Pranjana:The Journal of Management Awareness, 19(1), 60.

Sudha, K. S., Shahnawaz, M. G., & Farhat, A. (2016). Leadership Styles, Leader’s Effectiveness and Well-being: Exploring Collective Efficacy as a Mediator. Vision: The Journal of Business Perspective, 20(2), 111-120.

Taherdoost, H. (2017). Leadership Effectiveness Measurement and its Effect on Organization Outcomes. Journal of Management, 67(5), 145-191.

Vivian, H., & Yi, M. (2012). A Meta-Analytic Review of Quantitative Studies on Emotional Intelligence and Leadership. Emotional Intelligence – New Perspectives and Applications. doi:10.5772/34416

Zineldin, M., & Hytter, A. (2012). Leaders negative emotions and leadership styles influencing subordinates well-being. The International Journal of Human Resource Management, 23(4), 748-758.