The article gives an overview on organizational leadership in the perspective of the practical applications of group theory. The article reviews the core leadership theories and the leadership styles along with group dynamics. The article therefore puts forward a selection of the major theories of leadership believed to provide foundations for better and newer group level theories of leadership. This includes trait theory, behavioral theory, contingency theory, participative theory, management theory and relationship theory. It is found that leaders of groups believe in maintaining four leadership functions which include management of interpersonal dynamics within group, coordination of resources/information within group, management of the group level effect and management of the group boundaries for group identity and the resource/ information flow. The article also puts forward a discussion on the situational, transformational and the transactional leadership styles and the group dynamics. The article will also ensure the choice of the leadership style that will guide the group towards success. The article is supported by quotations and shows how each of the theory has a practical application.
Core Theories of Group
Trait Theory is based on the assumption that individuals inherit certain traits and qualities that makes them better suited for leadership (Antonakis & House, 2013). This theory often helps in identifying the behavioral characteristics or personality shared by the leaders. Traits refer to the external behavior that emerges from the thoughts going in someone’s mind. These internal process and belief acts important for an effective leadership.
The trait theory however finds practical application in determining the trait approach used for the personal development and awareness through the analysis of weakness and strength in gaining better understanding of the traits (Antonakis & Day, 2017). The theory also ensures undertaking personality test through questionnaires for gaining insight into the capabilities of an individual with respect to certain traits necessary for leadership.
Behavioral Theory of leadership depends on the belief that the great leaders are not born but made (Chemers, 2014). This leadership theory has its roots in behaviorism and focuses primarily on the leadership action rather than on the internal states and the mental qualities. According to the theory, people learn to become the leaders through observation and teaching. There exist three types of leaders based on the behavior. This includes, democratic, autocratic and laissez faire leaders. The democratic leader allowed the team in providing necessary input before taking a decision. The autocratic leaders however took decisions without any consultation with the team. The laissez faire leaders are less interfering thereby allowing people in making decisions.
The behavioral theory finds practical applications when a professional makes use of the task-oriented approach towards the business management that solely focuses on the planning, assigning and coordination of the employee task (McCleskey, 2014). In other words, through this approach a manager can assign an employee to the departments where he seems more active even when the assignment moves him away from the workers whom he has known.
Contingency Theory focuses on the specific variables in relation to environment that helps in determining the specific style of leadership suited for a situation (Waters, 2013). As per this theory, there exists no leadership style suitable in all the situations. The success is however dependent on a certain variables that includes the qualities of followers, leadership style and the situational aspect.
The contingency theory however finds practical application in predicting whether an individual who performed well in a particular position will equally be effective in a different position possessing different set of situational variables in comparison to the existing position based on contingencies that portrayed the effectiveness of one’s style (Miner, 2015). It also finds application in implementation of the responsibilities and the roles that the management makes defining the effectiveness of the role.
Situational Theory proposes that the leaders choose an ideal course of action depending on the situational variables (Dinh et al., 2014). As per this theory, certain kinds of decision-making are supported by different leadership style.
The situational theory however finds practical application in organizations as an ideal model for the training of the people for becoming effective leaders and using the skills in the workplace for solving conflicts at the workplace (Luo & Liu, 2014). The theory is not only sensible but also highly practical and finds applications in variety of situations and settings.
Participative Theory put forward suggestions that ideal style of leadership represents the one that takes the input of the others into account (Arnold & Loughlin, 2013). These leaders mostly encourage the contribution and participation from the group members and thereby help them in feeling more committed and relevant to the process of decision-making. In participative theory, leader has the right in allowing inputs from the others.
The participative theory however finds practical application in promotion of career development and learning(Lam, Huang & Chan, 2015). Using the strategies of participative leadership effective leaders encourages their employees in identifying the performance gaps and thereby setting their career path using the company resources that included workshops, formal education and the self-paced courses. Employees make use of the assessment tool in identifying the weakness and the strength for achieving the goals of the company. They then ensure the creation of a development plan and getting it reviewed by the managers. This helps the employee in the creation of a customized plan for the improvement of the skills in the upcoming years. By empowering the employee in accessing their competency through establishing a plan, the leaders ensures guiding the employee and providing a supportive atmosphere for the development of the skills necessary for achieving the strategic goals of the company.
Management Theory also known as transactional theory focuses on the role played by organization, supervision and group performance (Johnston & Marshall, 2013). As per this theory, leadership is depends on the system of punishment and reward. Managerial theory often finds an application in the business.
The transactional theory however finds practical application when leaders try operating in a punishment and reward system. This implies the employees are awarded for being successful and punished or reprimanded when they fail. The awards include something substantial like cash, gift or certificate for providing motivation to the team members. Punishment also awaits the employees in case of any kind of deviation.
Relationship Theory also referred as the transformational theory focus on the connections between the followers and the leaders (Day et al., 2014). The leaders inspire and motivate the people by helping the group members in seeing the goodness and the importance of the task. Transformational leaders not only focus performance of the group but also want every person in fulfilling their potential. These leaders possess higher moral and ethical standards.
The transformational theory however finds practical application in the workplace when the strategies put forward are used by the managers in inspiring the employees in moving forward in the appropriate direction even in his absence.
Leadership Style and Group Dynamics
This section of the article discusses about the transformational, transactional and situational style of leadership but also group dynamics. The article would focus on defining the leadership styles and thereby look at the style that only guides the success of the group but proves to be effective within group. In going with the fact that each group is different, Rick Curtis put forward, “When we are placed in new situation …new behavior or skills can be learned” (refer to appendix 1).
The ‘The Art of Leadership’ defined transformational leadership as, “The elevation of the potential of followers ….intelligence, charm, and talents of a charismatic leader” (refer to appendix 2). This is to be noted that leader of a group represents the key to the success of the group and the performance of the group should not depend on the personality of the leader. Connecting the functioning of a group to the trait of a leader will ensure constant engagement of the leader with the group in determining their success (Onorato, 2013). The aim of the leader lies in helping the group obtain the maturity level where there no longer exists the need for higher level of guidance. There is however, guidance provided for some trivial course adjustments. This remains unattainable if the leader remains at the focal point due to charisma. Therefore, the transformational leadership although suitable for a young group having little experience however remains unsuitable for the mature groups at it might lead them to lose edge.
One of the classic examples of transformational leadership has been Steve Jobs, the CEO of Apple Inc. His passion for sophistication, perfection and simplicity acted as the driving factor for the company and got it engraved into each employee working in Apple. He consistently challenged the young group of employees in thinking beyond and creating newer products.
The ‘The Art of Leadership’ defined transactional leader as, “Focuses on clarifying employees’ roles …performance” (refer to appendix 3). The article now focuses on the role of transactional leadership in the group dynamics. It is determined that the establishment of the role within a group is of vital importance as it helps in identifying the responsibilities of each individual. Having said this, the transactional leadership would prove to be a good leadership style for a group. One must also consider the aspect of reward put forward by this leadership style (Ruggieri & Abbate, 2013). The addition of the rewards to group picture will lead to competition amongst the group members. This leadership style boils down to the issue of cooperation and competition. It must however be noted that that the presence of competition does not reduce the cooperation of the group. Considering both the aspects transactional leadership would act as a choice for the group activities.
Bill Gates, CEO of Microsoft Corporation, represented a great example of transactional leader. As a transactional leader, he visited the newer product teams and asked them difficult questions until he was convinced that the teams understood the actual goals and remained in track.
The situational leadership style was put forward by Paul Hersey and Ken Blanchard and was initially known as the ‘Life Cycle Theory of Leadership’. The essence of the theory lay in the fact that there existed no ideal leadership style (Sethuraman & Suresh, 2014). The style employed is driven by the nature of immediate task and maturity of group that is being led.
For example, suppose one has an assignment for completion when another assignment crops up that requires the leader to be present. Going by the strategies of situational leadership the leader then chooses to assign the task to a competent associate. This is done showing complete trust and no interference.
Conclusion:
The article ends with discussion on the three leadership styles. As situational leadership culminates all styles of leadership, so it represents things effective for all types of groups and has more dependency on situations. However, this perspective also does not determine which of the leadership style will ensure the success of the group as every group was different.
References:
Antonakis, J., & Day, D. V. (Eds.). (2017). The nature of leadership. Sage publications.
Antonakis, J., & House, R. J. (2013). The full-range leadership theory: The way forward. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 3-33). Emerald Group Publishing Limited.
Arnold, K. A., & Loughlin, C. (2013). Integrating transformational and participative versus directive leadership theories: Examining intellectual stimulation in male and female leaders across three contexts. Leadership & Organization Development Journal, 34(1), 67-84.
Chemers, M. (2014). An integrative theory of leadership. Psychology Press.
Waters, R. (2013). The role of stewardship in leadership: Applying the contingency theory of leadership to relationship cultivation practices of public relations practitioners. Journal of Communication Management, 17(4), 324-340.
Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63-82.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62.
Johnston, M. W., & Marshall, G. W. (2013). Sales force management: Leadership, innovation, technology. Routledge.
Lam, C. K., Huang, X., & Chan, S. C. (2015). The threshold effect of participative leadership and the role of leader information sharing. Academy of Management Journal, 58(3), 836-855.
Luo, H., & Liu, S. (2014). Effect of situational leadership and employee readiness match on organizational citizenship behavior in China. Social Behavior and Personality: an international journal, 42(10), 1725-1732.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.
Miner, J. B. (2015). Organizational behavior 1: Essential theories of motivation and leadership. Routledge.
Onorato, M. (2013). Transformational leadership style in the educational sector: An empirical study of corporate managers and educational leaders. Academy of Educational Leadership Journal, 17(1), 33.
Ruggieri, S., & Abbate, C. S. (2013). Leadership style, self-sacrifice, and team identification. Social Behavior and Personality: an international journal, 41(7), 1171-1178.
Sethuraman, K., & Suresh, J. (2014). Effective leadership styles. International Business Research, 7(9), 165.
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