Transformational Leadership
The transformational leadership approach is an approach to leadership where the leader influences change to the subordinates and the systemic structures that are in place. The leadership approach incorporates a committed relationship that is present between the leader and followers (Wang, Tsai, & Tsai, 2014). This takes place primarily because the former is a role model and charismatic in personality prompting the other members to desire to emulate his behavior. This approach also involves high levels of motivation where the leader inspires confidence and purpose amongst the followers (Wang, Tsai, & Tsai, 2014). Through clear communication of the organization’s vision and the expected performance of each group member. The leader also values creativity and autonomy which occurs from involving followers in decision-making and stimulating their contributions for innovation.
The Contingency theory of Leadership
This leadership approach asserts that there is nothing like the most appropriate way of leading, making decisions, or organizing a firm. Alternatively, the optimal method is contingent on the internal and external situations that affect the company (McCleskey, 2014). The successful leaders will incorporate different approaches and styles to cope with the situation at hand and the followers in question. Fred Fiedler identified that it is not only the style used that makes an effective leader but also the control held in a given situation. In this regard, the possibility of achieving success is ensured through strong leader-member relationships (McCleskey, 2014). It also incorporates the use of clarity in dictating the roles played by followers along with the expectations and procedures to consider. The approach fits well in closely supervised groups and not teams with a greater sense of autonomy.
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Situational leadership
The situational leadership style is depicted as one that is closely similar to the Fiedler’s contingency theory. It depicts the leader as one who must make adjustments in the approach of leadership implemented depending of the development level of the followers (Thompson, & Glasø, 2015). The style may change continually to suit the needs of the followers in the organization. Four primary behaviors are demonstrated in this style of leadership; telling or directing, selling or coaching, participating or supporting, and delegating. In telling, the leader makes the decisions and then informs others of the same and could resemble micro-management. Selling and coaching behavior continues to involve decision-making only by the leader, but may request input from followers before its implementation (Thompson, & Glasø, 2015). In a participating or supporting approach the employees bear more responsibility, but the leader provided direction. Delegating is where followers have achieved full maturity and can choose their own tasks and the preferred direction to take.
References
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5 (4), 117.
Thompson, G., & Glasø, L. (2015). Situational leadership theory: a test from three perspectives. Leadership & Organization Development Journal, 36 (5), 527-544.
Wang, C. J., Tsai, H. T., & Tsai, M. T. (2014). Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity, creative self-efficacy, and job complexity. Tourism Management, 40 , 79-89.
