Leadership models

Leadership models
See also
Internal motivation Organizational diagnostics Importance of teamwork Management styles Bureaucratic leadership Corporate culture Ability to work in a team Innovativeness Hersey and Blanchard model

Leadership is a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organization goals. A leader can be defined as a person who delegates or influencing others to act to carry out specified objectives. Today‟s organizations need effective leaders who understand the complexities of the rapidly changing global environment. If the task is highly structured and the leader has a good relationship with the employees, effectiveness will be high on the part of the employees.

Leadership models allows you to understand, organize and implement the solutions used by many leaders around the world. The model allows you to see gaps or errors in management. Built models are based on the practical knowledge of many experts in this field.

Leadership is understood differently from region to region (other approaches are Europe, Asia, Africa, etc.). Based on numerous studies and comparisons, efforts have been made to create common parts of each of the models in different parts of the world.

Autocratic and democratic Leadership models

Another style of leadership are autocratic and democratic style. Due to their complexity, they contain many other aspects and models. They are the main category through which we look at different types of leadership.

The autocratic style is clear, with a centralized decision-making center, a focus on management and effective motivation. Autocratic leaders strive to ensure that the entire process is controlled by a single entity that monitors, directs and repairs what is happening in the enterprise on an ongoing basis. They do not look at the needs of others, employees. Autocratic leaders are often in the military and politics.

Democratic leaders focus on different aspects than the previous type. They typically rely on employees, their sense of belonging, understanding of the company's purpose, relationships, and trust. They try to understand the society, the environment in which they work and change what is possible. The development of employees, professional approach to many things, comfort of people makes them perceived as more friendly and not only profit-oriented.

Behavioral and Situational models

We can stand out two types of leadership theories: Behavioral and Situational, and they are based on the different intensity of support and direction. They distinguish four approaches - Low support and/or high direction, high support and/or high direction, high support and/or low direction, Low support and/or low direction.

In the behavioral Leadership we have:

• Basic Leadership styles
• The Ohio State University
• University of Michigan model
• Leadership grid
• Contemporary perspectives:
• Charismatic Leadership
• Transformational Leadership
• Transactional Leadership
• Symbolic Leadership
• Servant Leadership

Situational Leadership approach:

• Contingency Leadership model
• Leadership continuum model
• Path-goal model
• Normative Leadership model
• Situational Leadership model
• Leadership Substitutes theory

Global Leadership models

Based on the models that emerge from practice, it is possible to divide and assign different, concrete characteristics according to the approach to leadership. The division and distinction of the models were made based on how people perceive the function and position of the leader. A few suggestions can be seen:

• Charismatic/value-based leadership - reflects the ability to inspire, to motivate, and to expect high performance from others based on strongly held core values. This kind of leadership includes being visionary, inspirational, self-sacrificing, trustworthy, decisive, and performance-oriented.
• Team-oriented leadership - emphasizes team building and a common purpose among team members. This kind of leadership includes being collaborative, integrative, diplomatic, not malevolent, and administratively competent.
• Participative leadership - reflects the degree to which leaders involve others in making and implementing decisions. It includes being participative and nonautocratic.
• Human-oriented leadership - emphasizes being supportive, considerate, compassionate, and generous. This type of leadership includes modesty and sensitivity to other people.
• Autonomous leadership - refers to independent and individualistic leadership, which includes being autonomous and unique.
• Self-protective leadership - reflects behaviors that ensure the safety and security of the leader and the group. It includes leadership that is self-centered, status-conscious, conflict inducing, face-saving, and procedural

Transformational, Transactional and Charismatic Leadership

• Transformational leadership

Transformational leadership has a strong relation with job satisfaction as they take employees into consideration, concentrates on the development of them as well as their needs. Subordinates feel more confidence with the leader and manage to reduce stress and increase creativity . This kind of leadership inspire followers to transcend their self-interest for the good of the company and is concerned about improving group potency. Transformational leaders can change subordinate vision about the company and can influence individual level variables, like motivation or creativity. Employees usually trust their leaders. Bass defines transformational leadership as the set of capacities that allow the leader to recognize the need for change, design the orientation for change and execute it effectively .

• Transactional leadership

Transactional leadership is based on meeting objectives and expected performance, rewarding if objectives are achieved. Transactional leaders guide their subordinates to address established goals and subordinates are rewarded through their efforts and results. Employees are motivated through exchange of rewards, corrective actions or rule enforcement. The relationship between the leader and the employee relies on a contract. There are some theories that describe transactional leadership like Ohio States studies, Fiedler's model or path-goal theory.

• Charismatic leadership

The charismatic leader has the ability to generate enthusiasm in workers, stands out for his ability to seduce and admire. They gain follower through personality rather than through power or authority. Charismatic leader reflects the ability to inspire and expect high performance from others based on strongly held core values. This kind of leadership includes being visionary, inspirational, self-sacrificing, trustworthy, decisive and performance oriented.

This leader can give very good results to the company, as well as changes and results in the company because he is able to make the workers give their best.

They are visionary and inspiring, tend to make good use of non-verbal communication and stimulate workers. The group gathers around the leader for his great ability to communicate and charisma. There is relationship between charismatic leadership and subordinate satisfaction or performance, workers are receptive with them and they usually influence reducing stress. They are able to change even the needs, values, objectives or aspirations of the workers. A big problem is that their mistakes are easily forgiven, and their achievements are mitigated.

Authentic Leadership

Authentic leadership is a concept introduced by Bill George. George describes authentic leadership as a style of leadership that is consistent with the personality of leaders and core values, and that is honest, ethical, selfless, and practical .

A true leader is more interested in training employees than in money or personal power and is guided by compassion and heart in everything they do. Authentic leaders are dedicated to continuous personal growth and committed to building lasting relationships and strong organizations. A true leader is not afraid to admit his mistakes and works to overcome deficiencies.

An authentic leader develops his own style of leadership, but this style of leadership should not be too rigid. An authentic leadership style is one that can adapt to new circumstances and situations. It must also be able to delegate when necessary and not be afraid to change the way you do things to adapt to different situations .

Examples of Leadership models

• Autocratic Leadership Model: Autocratic leadership is a style of leadership where the leader makes all the decisions and does not consult the group or team. This type of leadership is seen in authoritarian and totalitarian regimes, and can be an effective leadership style in times of crisis.
• Laissez-faire Leadership Model: Laissez-faire leadership is a style of leadership that allows employees to have greater autonomy in decision making. It is based on the belief that employees should be free to make their own decisions, as long as they remain within certain guidelines.
• Transformational Leadership Model: Transformational leadership is a style of leadership focused on helping employees reach their full potential. This type of leadership focuses on inspiring, motivating, and empowering employees to take ownership of their work and reach their goals.
• Servant Leadership Model: Servant leadership is a style of leadership focused on serving others. This type of leadership is based on the belief that by serving others, the leader can create a better working environment and help employees reach their full potential.
• Democratic Leadership Model: Democratic leadership is a style of leadership that encourages employees to be involved in decision making. This type of leadership focuses on empowering employees to make decisions and take ownership of their work.

Advantages of Leadership models

A one-sentence introduction to the advantages of leadership models: The following list explores the various advantages of utilizing a leadership model.

• Leadership models can provide a framework for developing specific skills, such as communication, problem solving and decision making. This helps to ensure that leaders are able to effectively lead their teams and organizations.
• Leadership models can help to create shared understanding between leaders and employees, leading to a stronger team dynamic and improved morale.
• Leadership models can provide a structured approach for goal setting and performance management, helping to ensure that individuals and teams are able to meet their objectives.
• Leadership models can also provide a platform for developing and implementing new strategies, as well as for encouraging and rewarding desired behavior.
• Finally, leadership models can be used to identify and develop potential leaders within the organization, helping to ensure that the organization has the right people in the right roles at the right time.

Limitations of Leadership models

• Leadership models are useful tools for understanding the dynamics of leading and motivating others; however, they have some limitations.
• Firstly, leadership models can be too simplistic and fail to capture the complexity of real-world situations. As a result, they can provide an oversimplified, one-size-fits-all approach to leadership.
• Secondly, leadership models can be too rigid, failing to account for individual differences in terms of personalities, skills, and experiences.
• Thirdly, they can be too focused on the leader, overlooking the importance of followers in the leadership process.
• Finally, leadership models often ignore environmental factors such as organizational culture, politics, and power.

Overall, leadership models are useful tools for understanding the dynamics of leading and motivating others, but they have their limitations. Leaders must be aware of these limitations to ensure that their use of leadership models is effective and appropriate.

Other approaches related to Leadership models

Introduction: Apart from the traditional Leadership model, there are other approaches related to leadership that are well-grounded in the literature.

• The Transformational Leadership model focuses on the leader’s ability to motivate and inspire employees to perform better. It emphasizes the importance of shared values and vision and encourages employees to take initiative and think creatively.
• The Situational Leadership model promotes the idea of adapting leadership style to the situation and the nature of the task. In this approach, the leader is required to adjust the level of direction and support according to the skills and experience of the followers.
• The Charismatic Leadership model is based on the belief that leaders possess certain characteristics that make them attractive and inspiring. This approach encourages leaders to build strong relationships with their followers and to take risks in order to achieve success.
• The Authentic Leadership model encourages leaders to be honest and open with their followers and to foster an environment of trust and respect. This approach focuses on the leader’s self-awareness and self-regulation in order to make ethical decisions.

In conclusion, there are a variety of approaches to leadership, each of which provides its own advantages and disadvantages. It is important for leaders to be aware of these different approaches and to understand how to apply them in different situations. By understanding these approaches and applying them effectively, leaders can be better prepared to lead their teams to success.

References

• Canals J. (2012)., Leadership Development in a Global World: The Role of Companies and Business Schools, IESE Business collection, Navarra
• Denning S. (2005)., The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative, John Wiley & Sons, San Francisco
• Lussier R. N. (2009)., Management Fundamentals: Concepts, Applications, Skill Development, South-Western, USA
• Nanjundeswaraswamy T. S., Swamy D. R. (2014)., Leadership styles, Vol. 7(2)
• Northouse P. G. (2013)., Leadership : theory and practice, Sage, London
• Stefanovic N. (2007)., One-dimensional and Two-dimensional Leadership Styles, AOS, Kragujevac
• Winston B. (2003)., Extending Patterson’s Servant Leadership Model:Explaining How Leaders and Followers Interact in a Circular Model
• Bill G. (2003)., Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, San Francisco, United States
• Bill G. (2007)., True North: Discover Your Authentic Leadership, San Francisco, United States
• Pearson Custom Publishing (2008)., Leadership and team development, United States

Author: Dawid Kuczowicz,Mónica Olaso