Examine Situational and Transformational Leadership Theories
Mariam Peyton is a professional Financial Analyst. She holds a Masters degree in Economics. She specialises in financial analysis and forecasting. Her expertise includes studying the financial performance of companies, markets and entire industries looking for trends, insights and information that can help you glean rich insights for use in academic and market research.
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This paper will analyze both situational and transformational leadership, two of the most influential theories of leadership in the field of management.
Situational leadership theory is a framework that helps managers and leaders adapt their style and approach to the needs and abilities of their followers. According to this theory, there is no single best way to lead, but rather a continuum of possible leadership styles that vary depending on the situation. The theory proposes four main styles of leadership: directing, coaching, supporting, and delegating. Each style corresponds to a different level of task behavior (how much guidance and direction the leader provides) and relationship behavior (how much emotional and social support the leader provides). The leader's choice of style depends on two factors: the follower's competence (how capable they are of performing the task) and commitment (how willing and motivated they are to perform the task). The leader's goal is to match their style to the follower's development level so that they can provide the optimal amount of direction and support to help them achieve their goals.
Transformational leadership is one where the leaders’ primary objective is to come up with new ideas and perspectives in order to facilitate or enable the company to commence in a new and different direction toward achieving progress and success. Here members of an organization are encouraged to make fundamental changes in the course of business for example by being committed, passionate, and loyal to their jobs. As a result of these changes, members become more ready to embrace any organizational change introduced which makes it easy for the company to achieve higher performance. Transformational leadership incorporates charismatic and visionary leaders.
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Examine Situational and Transformational Leadership Theories a Case Study
Key Learning Outcomes
By the end of the case, students should be able to:
- Understand the meaning of leadership, the several leadership approaches that are used by management in an organization, and their impact on employee welfare
- Understand the meaning of Situational and transformational leadership, their various approaches, and the similarities and differences between the two
- Learn how to apply the various leadership models to any organization
1.0 INTRODUCTION
Leadership is defined as a process of leading an organization or a group of people toward achieving a common objective. The leadership of an organization is the ability of the management to safeguard the company’s welfare by realizing its employee’s wants and the company’s targets by providing a safe working environment so that they can both achieve their goals and objectives. This paper will analyze both situational and transformational leadership, two of the most influential theories of leadership in the field of management.
Situational leadership is based on the idea that different situations require different styles of leadership. According to this theory, leaders should adapt their behaviour to the level of maturity and competence of their followers, as well as the demands of the task and the environment. There are four main styles of situational leadership: directing, coaching, supporting and delegating. Each style corresponds to a different combination of task-oriented and relationship-oriented behaviours.
Transformational leadership refers to a leadership style that transforms individuals through its strategic influence and technique that empowers and enhances employee self-worth through changing their values, norms, and attitudes, to be compatible with the vision developed by the leader which is believed to eventually enhance their overall wellbeing. As its name suggests transformational leaders aim at changing and transforming employees therefore it is concerned with trust, emotions, values, standards, and long-term goals. According to this theory, leaders should exhibit four dimensions of behaviour: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. These behaviours help leaders to create a shared vision, foster trust and respect, challenge and encourage creativity, and provide support and feedback.
It is believed that transformational leadership greatly boosts the motivation, morale, and performance of employees through a number of mechanisms such as the employee’s sense of identity, being their role model, challenging them to take greater responsibility for their work, and understanding the strengths and weaknesses so as to align them with tasks that improve their performance.
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