United States Public Administration: Different styles of leadership

See the question description. To finish this question you have to follow the paper outline exactly. 

Question #2. Compare and contrast different styles of leadership. Propose scenarios where each style might be most appropriate.

 

1. What is leadership? 

2. What are the different leadership styles? (T.T.M) 

3. Compare and Contrast: Transformational, Transactional and Moral

Leadership

4. Is there a bad leadership style? 

2 pages single space

Question #2. Compare and contrast different styles of leadership. Propose scenarios where each style might be most appropriate.

 

1. What is leadership? 

2. What are the different leadership styles? (T.T.M) 

3. Compare and Contrast: Transformational, Transactional and Moral

Leadership

4. Is there a bad leadership style? 

What is leadership?
Leadership occurs when one or more members of a group or organization motivate others to more clearly recognize their previously latent needs, desires, and potentialities and to work together toward their fulfillment..

Leadership occurs when one or more members of a group or organization motivate others to more clearly recognize their previously latent needs, desires, and potentialities and to work together toward their fulfillment. Leadership is not just a position or occupation to stand in; it is a complex process which involves the leaders, the subordinate and the situation. In order to evaluate a successful leader, the personality and expertise are not the only ones to take into consideration. The follower’s values and team cohesiveness are as important as the situation itself, for instance what the actual task of the group is and where the group is located. In the past managers and leaders were chosen to lead the other people in the organization solely by their technical professionalism and expertise in the field. Today, more and more emphasis is given to the overall interpersonal abilities and skills when choosing a manager. It is said that not only supreme technical know-how makes a successful leader. Leadership focuses on managing in a changing environment, where the economical, political and environmental factors are part of the decision-making process. Leaders have the ability to transform and act rapidly, without forgetting the ethical issues in mgmt.

Fluff:

· Leadership is not just a position or occupation to stand in; it is a complex process which involves the leaders, the subordinate and the situation.

· In order to evaluate a successful leader, the personality and expertise are not the only ones to take into consideration. The follower’s values and team cohesiveness are as important as the situation itself, for instance what the actual task of the group is and where the group is located.

· In the past managers and leaders were chosen to lead the other people in the organization solely by their technical professionalism and expertise in the field. Today, more and more emphasis is given to the overall interpersonal abilities and skills when choosing a manager. It is said that not only supreme technical know-how makes a successful leader.

· Leadership focuses on managing in a changing environment, where the economical, political and environmental factors are part of the decision-making process. Leaders have the ability to transform and act rapidly, without forgetting the ethical issues in mgmt.

What are the different leadership styles?

Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Managers can use different motivational strategies and techniques to improve employee performance or accomplish internal change.

Different styles of leadership include: Coach-style leadership, autocratic leadership,

democratic leadership, strategic, transformational leadership, transactional leadership, servant leadership, and visionary leadership. Transactional and Transformational are the two most common leadership styles.

(T.T.M)

Transformational “Adaptive”

Transactional “Task Oriented”

Moral “Duty Approach”

Define: Leaders who inspire followers to transcend their own self interests & are capable of having a profound impact on followers.

Emphasis: Org & Community Vision

Concerns: Strengthening social equity. Making wholesome change.

Define: Transaction btwn leader and subordinate.

Emphasis: Improve productivity, clarify task and initiate structure.

Concerns: Planning and execution

Define: Choosing the moral and most ethical decision to solve an issue.

Emphasis: Ethical compliance with organizational and legal mandates

Concerns: Meeting organizational and social standards

Characteristics: (I.I.A)

· Inspirational

· Innovative

· Adaptable

Characteristics: (D.T.P)

· Directive

· Task Oriented

· Practical

Characteristics: (L.E.D)

· Lead by example

· Ethical

· Duty Oriented

Example: Ghandi

Encouraged & created change in their country.

Example: Bill Gates

Micro Manager

Military

Example: Sandra Day O’ Conner

Being the swing vote on the supreme court, her vote held a lot of power. Despite that she had to abide by the constitution.

Scenario:

A company needing change from old processes.

Scenario:

New leaders to a corrupt & under performing organization. A very hands on leader that provides structure to each dept assigned.

Scenario:

Working at the VA office you are bound by organizational compliance.

·
Transformational Leadership
:“Adaptive leadership”

Define: Leaders who inspire followers to transcend their own self interest and who are capable of having a profound effect on followers.

Emphasis– Shared organizational or community vision

Concerns– making wholesome change. Strengthen social equity

· Example: Gandhi, encouraged the people of India to believe in themselves in order to cause the great change in their country. He was open to new ideas and opinions from his followers. Led by example.

Scenario:

· You are the newly appointed director of an organization. You need to come in and make changes to modernize the processes and improve access and the implementation of public services. You sense that there is a certain level of resistance to change, particularly among the longest employed. You will need to employ a transformational style of leadership in order to gain the trust of your employees. This will involve inspiring them by describing your vision and inviting them to be a part of that change with you. Incorporating the feedback of employees as much as possible is necessary for them to feel a sense of ownership in the new vision for the organization.

·

Transactional Leadership

:

Define: Focuses on the transactions between the leaders and its subordinates

Emphasis: Improve productivity, clarify tasks, and initiate structure

Concerns: Planning and execution

Example: Bill Gates

· Scenario: You are the new CEO of a federal agency long plagued by corruption and under-performance. As the new leader, you have to be very involved with the processes at every level. You take time to visit with each department, assisting them to review their policy and output goals, making suggestions as needed until you are satisfied with their new plans. When faced with resistance or divergent opinions, you take steps to realign employees to your vision.

·
Moral Management

:“Duty Approach”

Define: Choosing the moral and most ethical decisions to solve an issue.

Emphasis: Ethical compliance with organizational or legal mandates

· Laws

· Codes

· Policies

Concerns: for organizational and social standards

Example: Nelson Mandela

· Scenario: You are the program manager for the local VA branch. You are there to help people to the best of your abilities, but must apply the policies equally in order to ensure fairness. You must know and understand all organizational policies and guide your constituents through the process. At times, veterans will come in and be missing certain paperwork or have filled something out incorrectly. Although you are understanding, your adherence to the established policies is crucial for ethical decision making and therefore must ask them to return with the required information.

Compare and Contrast: Transformational, Transactional and Moral leadership

General similarities in every leadership style, as you need to motivate your employees and set goals. Leadership style is contingent.

Transformational Leadership 

Transformational leadership, on the other hand, occurs when leaders and followers engage with one another in such a way that they raise one another to higher levels of morality and motivation.

The transformational leader, rather than focusing on how the current needs of subordinates might be met, concentrates on arousing or altering their needs. Such a transformation can be achieved in one or more of three ways: 

(1) by raising our level of awareness, our level of consciousness about the importance and value of designated outcomes, and ways of reaching them; (2) by getting us to transcend our own self-interest for the sake of the team, organization, or larger polity; [and] (3) by altering our need levels . . . or expanding our portfolio of needs or wants. (Bass, 1985, p. 20)

Transformational leadership is concerned with improving the performance of followers and developing followers to their fullest potential (Avolio, 1999; Bass & Avolio, 1990a). People who exhibit transformational leadership often have a strong set of internal values and ideals, and they are effective at motivating followers to act in ways that support the greater good rather than their own self-interests (Kuhnert, 1994). Individuals’ intentions to lead in a transformational manner appear related to effective transformational leadership behaviors (Gilbert, Horsman, & Kelloway, 2016).

1. Roots in studies of political and governmental leadership

2. Leadership is an aspect of power, but a separate process (Burns).

b. Serves both the leader’s interests and those of the followers.

b. Values, motivations, and interests of both leaders and followers must be represented.

b. Two types of leadership

Transactional Leadership

Transactional leadership refers to the bulk of leadership models, which focus on the exchanges that occur between leaders and their followers. Politicians who win votes by promising “no new taxes” are demonstrating transactional leadership. Similarly, managers who offer promotions to employees who surpass their goals are exhibiting transactional leadership. 

While exchanges or transactions between leader and member are a natural component of employment contracts, research suggests that employees do not necessarily perceive transactional leaders as those most capable of creating trusting, mutually beneficial leader–member relationships (Notgrass, 2014).

The first is transactional leadership, which involves an exchange of valued things (e.g., economic, political, psychological) between initiators and respondents. For example, a political leader might agree to support a particular policy in exchange for votes in the next election, or a student might write a superb paper in exchange for an A grade. In the case of transactional leadership, the two parties come together in a relationship that advances the interests of both, but there is no deep or enduring link between them. In fact, transactional leadership more often involves using self-interest to achieve larger goals

**transactional leadership, which involves an exchange of valued things (e.g., economic, political, psychological) between initiators and respondents. For example, a political leader might agree to support a particular policy in exchange for votes in the next election, or a student might write a superb paper in exchange for an A grade. In the case of transactional leadership, the two parties come together in a relationship that advances the interests of both, but there is no deep or enduring link between them. Transformational leadership, on the other hand, occurs when leaders and followers engage with one another in such a way that they raise one another to higher levels of morality and motivation. Although the leaders and followers initially might come together out of the pursuit of their own interests or because the leader recognized some special potential in the followers, as the relationship evolves, their interests become fused into mutual support for common Purposes.

Transactional leadership – involves an exchange of valued things (e.g., economic, political, psychological) between initiators and respondents.

Transformational leadership – leaders and followers engage with one another in such a way that they raise one another to higher levels of morality and motivation. In some cases, evolves into moral leadership that raises moral aspiration and conduct of the leader and followers. 

Is there a bad leadership style?

Leadership is contingent. Applying the leadership style accordingly.

No leadership style is inherently wrong or bad, but they must be applied correctly depending on the situation. An effective leader will approach each situation individually and assess which leadership style will be more effective.

Leadership Style:

https://www.youtube.com/watch?v=Wqhv6wc8i-4&feature=youtu.be

Leadership in the Digital Age:

https://www.youtube.com/watch?v=lT2n9k1TVbM

Path-Goal: employee satisfied if their work leads to that which is valued

Managing volunteers vs employees. Motivating factors for volunteers vs employees. Can’t push volunteers as hard. Can’t be frustrated with them. They are free, good for budget. Volunteers helping with a cause, public service.

Transactional leadership

i. Define – and exchange of valued things (economic, political) between initiators and respondents. Two parties come together in relationship that advances the interests of both, but there is not enduring link.

i. Style – monitor, plan operations, delegate, problem solve, develop staff, motivate. Depends on self-motivated people who work well in structure. Telling

i. Scenario – military and police organizations use this style. Tell employees what to do.  Thrive on following rules and doing things correctly. Employees do their job and are rewarded based on productivity. 

i. Scenario – a political leader might agree to support a particular policy in exchange for votes in the next election

i. Scenario – a student might write a great paper in exchange for an A grade 

i. Involves an exchange of valued things

i. Lack of deep and enduring link

i. Extrinsic motivations

Transformational leadership

i. Define – when leaders and followers engage with one another to raise one another to higher levels of morality and motivation. May initially come together out of pursuit of own interest, or leader saw potential in follower, but relationship evolves, interests become common purpose, elevate the relationship. Both become mobilized, inspired, and uplifted. Leads to moral leadership.

i. Style – strategic planning, vision articulation, networking, managing organizational change, empower through delegation, manage innovation, develop staff, motivate, team build. Works to motivate and inspire workers; influence rather than direct.  Selling

i. Scenario – a new manager is hired. Instead of making several immediate changes, they gather data and input from employees before implementing new changes. The manager goes over these changes, and develops a strategic plan with portions that will be implemented over the next several months, and longer term, over the next few years.  The new manager inspired the employees with a shared vision and specific objectives to work toward.

i. Scenario – 

i. Leader and follower raise one another to a higher level or morality and motivation

i. Mutual support for a common purpose

i. Intrinsic motivations

i. Strategies – idealized influence, inspirational motivation, intellectual stimulation, individualized consideration.