Leadership Styles

LEADERSHIP STYLES 5

LeadershipStyles

Student’sName

InstitutionalAffiliation

LeadershipStyles

Motivation

Accordingto Fehr&amp Sassenberg, (2010)motivation can be the desire to reach a certain objective simplybecause the end results are likely to yield good results.Alternatively, it could be the desire to add value to somethingbecause one derives a lot of pleasure in doing so(Fehr &amp Sassenberg, 2010).The latter and the former, draws a clear line between the extrinsicand intrinsic motivation in their respective definition. It can aswell be defined as the factors that drive us to either manage toaccomplish or fail to accomplish certain achievements(Keller, 2008).motivationcould either be positive or negative, depending with the desiredoutcome that a person has targeted. Intrinsic motivation isconsidered as an energizing and sustaining process as opposed to thereinforcement and eventuality outcome as expected in extrinsicmotivation(Schunk &amp Zimmerman, 2012).By conventional measures, intrinsic motivation is more valued thanextrinsic especially on matters yielding more desirable results inthe learning situation.

Communicationduring crisis

Mostcrises are unforeseen and bring a lot of challenges to the leaderswhen they occur. In most cases, people tend to think the situation isalways worse than reported and thus it is every leader’sresponsibility to properly lead the people to resolving the crisis.According toWeiner,(2006),amongst the many elements of crisis resolution, the leader shouldfirst dwell on proper and timely communication. Making oneselfavailable also exudes a lot of confidence in those being assistedthrough the crisis to avoid unwarranted panic(Nevarez &amp Wood, 2010).To avoid the latter a leader needs to get to the genesis of thecrisis to amicable resolve it. A leader should be informed andsincere as these elements create trust(Coombs, 2014).Being so defensive takes the public sympathy away as peoplesympathize with a humbled leader, and a crisis can create such ascenario. It is crucial to assure the victims that the leadership isworking to resolve their challenges too thus, a victim orientedapproach(Weiner, 2006).

Theevolution of team leadership

Leadershiphas experienced progressive transformation for several decadesespecially in the twenty first century(Roth, 2014).These changes are being brought about by the technological changes aswell as the people’s sense of independence. To gain competitiveadvantage in the global market, most organizations are restructuringand moving from hierarchical management and shifting towardsteam-leadership(Roth, 2014).This has seen the use of teams being the key thing in most of theglobal organizations. The shift of balance was enhanced by theimagination that a group, could work together as a team (Herman,2000).This translated to leadership flattening to the lower levels acrossall an organizational department. The advantage being, with everyteam having a leader, ideas emanating from these various groups canbe very refreshing as opposed to a centralized authoritative point(Chou,et al 2013). Considering the three fundamental dimension of teamleadership-quality, quantity and satisfaction- the team leadershipevolution might be the key to future organizational management.

Transformationaland Transactional Leadership

Variousorganization employ different management skills ranging fromdictatorial, facilitative, hands off and much other (Rowold, 2006).The management can adopt new management strategies to facilitate amore productive and motivated staff in their organizations. Suchchanges can include transformational and transactional leadership.According to Mannarelli, (2006), transformational leaders identifythe challenges within an organization and inspire the employees topositively and creatively value their input as they resolve thechallenges. This gives them a sense of belonging as they get preparedfor such roles in the future. Transactional leadership uses power andauthority to keep the employees achieving their set goal and theorganizational goals (Parry &amp Sinha, 2005). It is referred to astransactional as the management trade rewards and punishment toobtain performance from employees. Transactional leadership stirs jobmorale, and a collective responsibility as the employees rally behindtheir role modelling manager.

References

Chou,H. W., Lin, Y. H., Chang, H. H., &amp Chuang, W. W. (2013).Transformational Leadership and Team Performance. SAGEOpen,3(3),2158244013497027.

Coombs,W. T. (2014). Ongoingcrisis communication: Planning, managing, and responding.Sage Publications.

Fehr,J., &amp Sassenberg, K. (2010). Willing and able: How internalmotivation and failure help to overcome prejudice. GroupProcesses &amp Intergroup Relations, 13(2),167-181.

Herman,R. E. (2000). A leadership evolution. EmploymentRelations Today,26(4),73.

Keller,J. M. (2008). An integrative theory of motivation, volition, andperformance. Technology, Instruction, Cognition, and Learning, 6,79e104

Mannarelli,T. (2006). Accounting for Leadership: Charismatic, TransformationalLeadership through Reflection and Self-Awareness. AccountancyIreland, 38 (6) 46-48.

Nevarez,C., &amp Wood, J. L. (2010). Communitycollege leadership and administration : Theory, practice, and change(Vol. 3). Peter Lang.

Parry,K. W., &amp Sinha, P. N. (2005). Researching the Trainability ofTransformational Organizational Leadership. Human ResourceDevelopment International, 8 (2), 165-183.

Roth,D., (2014), TheLeadership Team Evolution — And The Scars To Prove It forbe enterprenuers print.

Rowold,J. (2006). Transformational and Transactional Leadership in MartialArts. Journal of Applied Sport Psychology, 18 (4), 312-325

Schunk,D. H., &amp Zimmerman, B. J. (2012). Motivationand self-regulated learning: Theory, research, and applications.New York, NY: Routledge – Taylor &amp Francis.

Weiner,D. (2006). Crisis Communications: Managing corporate reputation inthe court of public opinion. IveyBusiness Journal,70(4),1-6.