Leadership Styles in Organizational Leadership - Research Paper Example

Leadership Styles in Organizational Leadership Leadership is a critical management skill aiming at motivating a group of people towards the achievement of a common goal. A leader can be defined as a person leading others. The person has a clear vision, commitment to achieve the vision, self drive to achieve the vision and possess the necessary skills to realize the vision. A leader influences people to do things in a standard way and achieve quality above their norm. Leadership is a complex activity that involves a process of influence, actors who can either be leaders or followers, and a range of possible outcomes, that is, goals achievement, enhancement of commitment of the followers to such goals, reinforcement of organizational culture change and enhancement of cohesion of the group (Kets de Vries, 1998). The most important aspect of leadership is the vision that is to be articulated clearly and forcefully in each and every occasion. Leadership is an essential concept in the human resource management department and is also concerned directly or indirectly with employee motivational practices. For one to reap best in an organizational set up the concept of effective leadership must be understood clearly and the process and the types of leadership styles must be well understood. Leadership styles in organizational leadership have been studied and researched extensively, and a mixed method research strategy (Creswell, 2001) is an excellent method to gather data. The method has been referred to as third methodological movement following the developments of qualitative and quantitative research methods. This form of research method strategy is one of the convergent methodologies, multi trait/multi method, and convergent validation or otherwise commonly referred to as triangulation. The method involves the use of the different methods like qualitative and quantitative in unison in efforts to achieve the best results. The aforementioned concepts clearly state the need for the qualitative and quantitative methods to work in unison and complement each other rather than in rivalry. However there have being challenges of how the method is to be implemented and accomplished. One of the challenges is that during the graduate studies one is given the advantages and disadvantages of the various research methodologies but the students are not shown on how they can combine the various methods together for better results. The people using the mixed methods do not document their data sufficiently in terms of the technique used in data collection and interpretation (Lincoln, 1985). Mixed method is now being embraced by most of the researchers in undertaking any research work. Mixed method employs multiple ways of hearing and seeing and the method has become a natural outlet for research. According to majority of the researchers, the method is an accessible approach to inquiry. The researchers have research questions best answered by mixed methods and thus have great value in use though it has major challenges. To better implement mixed methods, the researcher has to understand the method in terms of he techniques used, advantages, disadvantages and challenges associated with the method. Mixed method combines at least one quantitative method designed for collection of numbers and one qualitative technique designed for collection of words where none of the research methods is directly linked to any of the inquiry paradigms (Champion, 1981). The method is the mixing of the philosophical positions, inferences and results interpretation. In using the mixed method, the researcher evaluates a program that has been implemented in the society. The initial step is to collect qualitative data in determining the type of questions to be addressed. The researcher then designs an instrument that measures the impact of the program. The instrument is generally used to compare outcomes both before and after the implementation of the program. Follow up interviews are then carried out to determine why the objectives of the program were achieved or not achieved. The method involves qualitative and quantitative data collection, their integration, and the underlying assumptions. Not all problems suit mixed method and thus one has to justify the use of the method. At times qualitative research is best in comparison to mixed methods especially when the researcher needs to understand the relationship of the various variables or comparing performance of the various groups. Mixed method is mostly applied in the social and health sciences fields. In selection of the method to be used, it is wise for the researcher to fit the method into the problem rather than fitting the problem into the method. A problem best fits a quantitative approach if there is need to determine if a treatment works better as compared to a control condition. Ethnography best fits qualitative research methodology because of the need to better understand the working of the culture sharing groups. The research problems that are best suited for mixed methods are those that use of one data source may be insufficient, needs generalization of the exploratory findings, need for the results to be explained, an alternative method is required to enhance a primary method, and where an overall research objective can best be addressed in multiple phases. Management and leadership is a diverse field representing numerous disciplines drawing upon an array of theoretical frameworks and foundations. The diversity and range of leadership practices is well represented by a range of research approaches applied. Use of multiple theoretical foundations, range and complexity, diverse scope and interdisciplinary nature of leadership highly contributes to the use of mixed methods. This is because the method can provide deeper and more understanding of the program being studied compared to a single method. The method best addresses issues regarding how, why and when the methodological approach is applied. The challenges facing the method are analytical issues, design issues, politics of publishing, teaching of the method in schools and quality reporting using the method. It should be noted that research in social sciences highly depends on the measurements, analysis and interpretation of the numerical and non numerical data. Apart from the mixed methods there are also other research methodologies. Quantitative research lay emphasis on statistical approaches whereas qualitative lay emphasis on comparative analysis, content analysis, grounded theory and interpretation. Quantitative methods concentrate on numerical analysis and objective measurements of data collected through questionnaires, surveys or polls. Qualitative research method focuses on the understanding of the social phenomena through personal comments, interviews among others. The two approaches are vital in the context of phenomenological and positivistic paradigms. The common tools related to quantitative and qualitative methods relate to data collection methods like interviews, questionnaires and case studies. The positive and negative effects of leadership are best studied using qualitative or quantitative research methods and through analysis of questionnaires filled by participants in the managerial positions. The research methods are not only focused on the managerial issues of the organization but also the social process like the study of the interaction between age, gender and physical exercise. The major disadvantages of the two methods relates to misuse or abuse of interview techniques, reliability of data and inadequacy of the methods of collecting data. The data collection techniques and methodological approach are important aspects of research and form the main component of the research. Interpretive research forms a vital aspect of qualitative analysis although there can arise subjective bias. Before employing any type of research methodology in studying a social process, it is wise to carefully examine the strengths and weaknesses. There is no specified correct method to be applied in carrying out a social science research therefore the researcher has to understand the objectives of the research before employing any of the research methods. The advantages of carrying out a qualitative research are: sensitivity to contextual factors; increased opportunities in developing empirically supported new theories and ideas, for longitudinal explorations of phenomenon of leadership and for more interest and relevance for practitioners; ability to study social meaning and symbolic dimensions; and flexibility in regard to following unexpected ideas when carrying out the research and effective exploration of the process (Conger, 1998, Bryman, 1986, Alvesson, 1996). It should be noted that when the researcher mixes two or more research methods, then he/she is able to utilize the strengths of each methods in collecting information and thus able to minimize the weaknesses associated with any of the methods. A mixed approach increases the accuracy and validity of the information collected and analysed. Types of Leadership Styles Leadership style is the way, manner and approach of providing direction, plans implementation and motivation of the employees. It should be noted that good leadership requires good knowledgebase. Different leadership style is required for a different situation and category of employees. There are generally four categories of leadership styles: autocratic, bureaucratic, democratic and laisssez-faire. Each and every leader should know when and how to apply a different leadership style depending on the situation. Good and effective leaders are known to apply the different types of leadership styles as determined by circumstances. The factors influencing the type of leadership style to be used are: time available; are the workplace relationships based on disrespect or trust and respect; who holds the information, the manager, employee or both; what is the level of training of the employees and how well are they informed about the task to be performed; stress levels; internal conflicts; type of task; and the established procedures and legal framework (kapena, 2000). Autocratic Leadership Style This is usually considered as the classical approach. The manager retains most of the decision making authority and power, and does not consult employees. In this type of leadership style, the employees give no input to the success of the company or organization. The employees respond to the orders given by those in authority and are expected to perform those duties without queries or explanations. The style emphasizes on the use of discriminatory set of punishments and rewards. The leaders give the employees orders on how to carry out a certain task, give the procedures to be followed in accomplishing the task without giving the employees a chance to contribute. The style yields best results when there is shortage of time and the employees are self motivated. The style should be used on rare occasions and only when there is need to. The style has been highly criticized in terms of employee turn over and absenteeism. Usually the employees are resistant to autocratic leaders and mainly tend to disobey their orders. Autocratic leaders are notorious for not trusting the employees, using punishments and threats in influencing employees and for not allowing the employees input (daft, 2007). Though it has had a lot of criticism, it is usually necessary to use the style under certain circumstances. Some of them are: it should be used on new employees or the untrained employees who do not know what tasks to perform or what procedures to follow in performance of a certain task; when there is need to give effective supervision which is only possible through detailed orders and instructions; when the employees do not respond to a different leadership style; in circumstances that requires high production on a daily basis; when the leadership has time constraints in making a decision; when an employee challenges the powers of the person in authority; area is poorly managed; where there are projects that need to be completed to exact specifications and are in a tight deadline; and when there is need for coordination between different departments or organizations. The major benefits of this leadership style is increased control reduces stress, more productive group with the guidance of the manager or leader, improved operations logistics and ensures faster decision making. The style should not be used under the following circumstances: when the employees become resentful, fearful or tense; when the employees are in need of making their contributions towards the success of the organization; when the employees start fully relying on the decisions of the mangers in carrying out their duties; and in situations where the there is low employee morale, high employee absenteeism, high turn over and work stoppage. This leadership style has various pertinent disadvantages. Some of them are short termistic management approach; managers with poor leadership skills often revert to this style; there is increased workload for the manager; people are not comfortable with being ordered on every task to undertake; and teams lose their independent and become heavily dependent on the team leader. Bureaucratic Leadership Style Bureaucratic leadership is more often referred to as leadership by book. Any task that is undertaken must be in accordance with the set procedures and policies. If the performance or discharge of the task is not found in the book then the manager refers the matter to the leadership at a higher level. He enforces the rules rather than leadership and is more than often likened to a police officer. The style ensures that the employees or workers follow rules and procedures as accurately and consistently as possible. The style is characterized by: the employees are expected to display a formal, business attitude between each other; with time the mangers gain authority with their position as employees are expected to give them certain privileges; employees are rewarded in accordance to the level of obedience of the set rules and policies; and commonly found in old and large businesses. The style is applicable and effective in various circumstances: where the employees perform routine tasks in a repetitive manner; there is need for the employees to understand certain procedures or standards; where the employees are working with tools and equipments that may harm them and requires a set of steps in operation; where a security or safety training is being carried out; and employees are involved in tasks requiring handling of cash. The style has major benefits in terms of increased safety, improved quality of work, and ultimate control as employees are constantly lured into following rules and regulations for them to be promoted (Terry, 2002). This style is ineffective when applied in the following circumstances: in circumstances where habits that are hard to break from form especially if they are no longer beneficial to the company; when the employees lose their job and fellow workers interest; and when the employees have developed a habit of performing what is expected of them and no more. The style is characterized by major disadvantages like dehumanizes the business, lack of self fulfillment, Parkinson’s Law, position power obsession, lack of creativity and innovation and poor communication. Barriers to effective communication hinder the success of any particular company. Democratic Leadership Style This leadership style is also referred to as participative style from the fact that it encourages the employees to be partisan in the decision making process. A democratic leader will always keep the employees well informed about everything affecting their work and will always share problem solving and decision making responsibilities. The leader is required to be charismatic and the coach with the final say. Decisions are arrived after the leader has substantially collected information and evaluated the various proposed decisions. The style is known to produce high quality and quantity of work over long durations. Most of the employees are motivated by the trust they receive and thus respond with team spirit, high morale and cooperation. The style promotes sharing of responsibilities, continued consultation and delegation of duties. The manager makes consultations on all major decisions and issues, delegate tasks to subordinates who now hold full control and responsibility of the tasks, welcomes feedback on the work environment and encourages others into becoming leaders and thus be involved in leadership development (daft, 2007). Normally the leader develops plans that are to be followed by the employees in evaluating their own performance, allows the employees to establish their own goals, encourages the employees to grow and subsequently be promoted, and encourages and recognizes achievement. The style is most effective when used with highly experienced and skilled employees or during implementation of operational changes or at resolving group or individual problems. The style is most suitable when the leader wants to keep the employees up to date on issues pertinent to their daily life at the work place, wants the employees to be partisan in problem solving and decision making duties, wants the employees to realize a high sense of job satisfaction and personal growth, when there is a complex problem requiring a lot of input to solve, when there are changes to be made affecting the employees either directly or indirectly or when the leader wants to encourage participation and team building. The style is advantageous in that it creates a positive work environment, better decision making and effective operations, creative thinking, reduces friction and office politics and helps reduce employee turn over. The style is ineffective when there are time constraints to get every employee’s input, it is easier and cost friendly for the leader to make a sole decision, the business can not afford to make mistakes, the leader feels threatened by the type of leadership and the employee safety is vital. The style is dangerous in that there is lengthy and boring decision making process and there is danger of pseudo participation in that the leaders tend to practice democratic leadership but implements their sole decisions. Laissez-Faire Leadership Style Laissez-Faire Leadership Style is commonly referred to as hands off leadership style. The leader gives the employees little or no direction at all in performance of their duties thus the employees has as much freedom as possible. The authority or power is bestowed upon the employees who must then determine the goals, resolve problems and make decisions on their own. The leader is still held responsible for the decisions made by the subordinates therefore it is not a leadership style that removes the responsibility of the manager. The manager has to ensure that the decisions made by the employees are viable and consistent with the company’s policies and regulations. It is a style used by managers when they are fully confident and trust the subordinates below them. It is a style that is to be used wisely and with caution for best results as some of the employees may take advantage of the situation and makes decisions detrimental to the business. The manager allows the employees to have complete freedom in relation to completion of the work or asking questions or seeking clarifications from the leader. The manger or the team leader provides the team with the materials necessary for the employees to accomplish their tasks and goals and assists them in answering questions. It is an effective leadership style to use when the employees are highly experienced, educated and skilled, employees are proud of their work and have self drive towards the achievement of their goals, when there is use of external experts, and when the employees are experienced and trustworthy. The Laissez-Faire Leadership Style is ineffective when the employees are insecure from the fact that the manager is not available, when the manager is not able to provide constant feedback to give a view of how the employees are doing, managers are not able to appreciate their employees for good work done and when the manager does not understand the responsibilities bestowed upon him/her thus hope the employees can help cover her/him. This style, from the details presented, makes it possible for the employees to do a job below the expected standards or to slack off in entirety and it normally takes extensive investigation to bring such employees into light. The style is directly linked with the leaders who lack interest in their work and employees. It proves lack of good management and failure on the part of the management making the employees to lose their focus and sense of direction. Lack of interest by the management leads to lack of interest by the employees therefore increasing their job dissatisfaction (Turner, Crisp & Crisp, 2010). As mentioned earlier the leadership style adopted by the management highly depends on the situation but apart from that the leadership style is also determined by three other factors namely: the values, philosophy, concerns and traditions of the company, the employees as they are individuals possessing different backgrounds and personalities; and the personality, ethics, experience, knowledge and values of the manager. It should be noted that both managers and employees are individuals possessing different capabilities and personalities and respond differently to different type of situations. Research Methodologies Having clearly identified the leadership styles, it is of importance to identify the research methodologies that can be used to identify the leadership style used in any organization. In carrying out research work in relation to the leadership styles adapted by the various organizations and firms, it is wise for the researchers to adapt an excellent means of extracting information. Some information relating to a company may not be in the public domain and thus researchers may not have access to them unless they adopt an efficient way of extracting the information from the leadership and the employees. For qualitative data and information, the researchers may opt for an indirect way of arriving at the answers. Posing a direct question to the leadership when seeking sensitive information may lead to false information or no information at all. The researchers in such cases may use an explorative approach and gain access to information that may lead them to making viable conclusions. One can take a participatory role and apply for an employment position in the organization. During the employment duration, the researcher will be seeking to establish the type of leadership style employed in the organization. This will be done through evaluating the mode of task assignment, level of guidance given to the employees and level of authority one has in discharging the duties. Active participation helps the researcher get primary data and information regarding the institution’s leadership. Though the method may be faced with bias in reaching at the conclusion, it gives the researcher a better view of the leadership styles practiced in any organization. The researcher may also use case studies to investigate the leadership styles practiced. This will involve taking a scenario and carrying out an in depth analysis of it. This may involve establishing the extent to which the employees have freedom in carrying out their duties and tasks. In analyzing a case study, the researcher should lay down the objectives and goals to be achieved before starting to analyze the cases study. A prior establishment of the objectives will help the researcher gain objectivity in his/her work and to conclusively arrive at the results. Observation is another method that the researcher can use. He/she can visit an organizational set up and observe as the employees undertake their duties. In this method the researcher will seek to establish the flow of information and frequency of consultation between the employee and the management. The researcher will establish the level of consultations in employee-employer relationships. Frequent consultation is a clear indication of autocratic or participative leadership styles while minimal consultations may indicate Laissez-Faire Leadership Style. Interviewing the employees and the management personnel will also help in establishing the leadership style. The interview questions should seek to establish the level of participation of the management especially when dealing with the different categories of employees, for instance new and inexperienced employees, experienced employees and innovative employees. The researcher should put into consideration the fact that different categories of employees require different styles of guidance in performance of their duties. This will be paramount in reaching at the conclusion of the type of the leadership style implemented in the organization. Use of questionnaires may also help to establish the leadership style in an organization. In arriving at the conclusion, the researcher should evaluate the answers given by the employees and managers and compare the two. If the data collected from the two different questionnaires are in agreement, then the researcher can arrive at an objective conclusion. Conclusion The performance of any firm is attributed to the effectiveness of its leadership. This comprises employee motivation aspects of leadership, guidance given to the employees in discharging their duties, performance management and employee appreciation. Effective leadership has been known to incorporate all the aforementioned leadership styles in response to the situation and the nature of the employees. For instance, a new inexperienced employee has to be guided on the procedures followed when performing a particular task whereas an experienced employee with accumulated knowledge on the task at hand will only need to be assigned the task and he does the rest. It is thus advisable that the researcher or the research team establish concrete objectives at the beginning of the research, understand the nature of the organization and establish the type of employees in the organization. When these factors have being put into consideration, then the researcher or the research team is confident of getting realistic results. Use of the right methodology at the right situation is paramount in achieving the right information. If the right information is not obtained, the research team should employ a different methodology to try and get the right information. Some of the organization’s details are confidential and therefore the research team should use charisma in obtaining of such information. The environment created during data collection in using either of the methods dictates the volume of information that is to be relayed to the researcher as noted by Belohlavek (2007). The researchers should set out the objectives and aims at the initial stages of the research work that will guide them in preparing the questionnaires, interview questions to the employees as well as to the leaders, and observation preparation. If the information collected through the various methods conflict, then the researchers have the obligation of carrying out further investigations to unearth the true facts. Through qualitative research the researchers are able to establish the true leadership style employed and its effectiveness in relation to the employees, leaders, company, and the shareholders and investors. References Alvesson, M. (1996). Leadership Studies: From Procedure and abstraction to reflexivity and situation. Leadership Quarterly, 7(4), 455-485. Belohlavek, P. (2007), Introduction to Unicist Diagnostics, Brasilia, Blue Eagle Group. Bryman, A. (1986). Leadership in Organizations. London: Sage. Champion, D. J. (1981), Basic statistics for social research (2nd ed.) New York : Macmillan. Conger, J. (1998). Qualitative Research as the cornerstone methodology for understanding leadership. Leadership Quarterly, 9 (1): 107-121. Creswell, J. (2001). Research design: Qualitative, quantitative and mixed methods. Thousand Oaks, CA: Sage. Crisp R. J., Crisp R. J & Turner R. N. (2010), Essential Social Psychology, (2nd ed.), New York, SAGE Publications Ltd. Daft, R.L. 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