The article asserts that managers and executives possess leadership styles that have a direct influence on an individual or the performance of an organization. This is true because it has been proven that the approach used by a manager can affect the productivity exhibited by the staff members and the organization at large. Leadership style includes the way a manager or the executive arrives at decisions, distribute responsibilities, and interact with the workers. All these can either affect the organization positively or negatively. The leadership styles can have an impact on a number of things in an organization including communication, productivity, employee input, morale, and the drive towards the goals. The article further suggests different types of leadership styles including Laissez-faire, transactional leaders, and transformational leaders (Ardichvili, 2001). Most leaders in management apply the transformational leadership style. It focuses on a long-term perspective instead of limiting itself on the current demands of the business. It is among the best styles of leadership because it requires the manager to raise the expectations of the organization and to be a role model.
The article further argues that leadership is a trait that exists in every society and is vital to the function of businesses and organizations within the societies. It further reveals that characteristics of leadership tend to vary from culture to culture. Such a position is true because the societal beliefs play a vital role in determining which leadership style to adopt. Some cultures, like in Japan, believe in staunch loyalty to employers, and this can determine how their bosses lead them. Leadership in an organization found in a developed country will also be different from that found in a developing country. However, the article appreciates the fact that some leadership styles cut across irrespective of culture, so long as their ability to yield success is not in question.
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In the differentiation of the leadership qualities between entrepreneurs and managers, several hypotheses have been postulated. The first hypothesis is that entrepreneurs possess a higher transformational leadership as opposed to the mangers. This assertion is wrong given that managers are the kind of leaders that require possessing long-term strategies and the plans to oversee the sustenance of the organizations. They must ensure that both human and other resources are influenced in such a way that can cater for the prospect of the organization as asserted by Kreitner and Cassidy (2013). Therefore, managers are more transformational than entrepreneurs due to their multi-faceted nature of work. Another hypothesis put forward in the article is that entrepreneurs show lower levels of laissez-faire style of leadership as compared to the managers. Leaders who utilize this style usually delegate responsibilities and avoid making decisions. Therefore, the hypothesis could be true because one of the primary functions of a manager is to make crucial decisions that impact directly or indirectly to the organizations. Although the entrepreneurs can make decisions, they can be limited in some instances where they are required to meet as a board to deliberate on an issue before coming up with a unified decision.
Research carried out in Russia indicated that there are many differences between entrepreneurs and managers with regards to leadership styles. The difference in their leadership styles is attributable to environmental conditions, rigidities in the environment, and their role. It is imperative for both the entrepreneur and the manager to depict difference leadership styles owing to the many differences they possess ranging from their primary motivation, approach to a task, reward, driving force, and risk orientation among others. Each will develop a unique leadership style depending on the situation and the level of problem.
References
Ardichvili, A. (2001). Leadership styles of Russian entrepreneurs and managers. Journal of developmental entrepreneurship , 6 (2), 169.
Kreitner, R., and Cassidy, C. (2013). Management. 12th Edition. Cengage. ISBN 9781111221362.
