Numerous theories and frameworks help to guide a leader’s actions. In 1930s, Kurt Lewin developed his leadership style framework, which defines three leadership styles still being used regularly today. They include authoritarian, autocratic leadership that involves the leader making decisions without involving others. The second is democratic, participative leadership characterized by the leader consulting others during the decision making process. Finally, the delegating, "laissez faire" leadership is where the leader has minimal participation hence followers are allowed to make their own decisions.
For this assignment, I was asked to determine my leadership style based on the Kurt Lewin leadership style framework. I filled each question by choosing one of the three provided options (A, B or C). I answered each statement according to how I would behave in reality rather than how I think I should behave. When I finished, I clicked the “Calculate My Total” button at the bottom of the test and proceeded to read the guidelines that followed. According to this quiz, I have realized that I tend to lean towards the democratic, participative leadership style.
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Benefits of the democratic, participative leadership style
Professionally, my leadership approach is very influential in terms of motivating others to furnish their best ideas (Walker, 2011). As a leader, I am able to obtain good suggestions and ideas from my followers with this approach. Followers have diverse experiences and are thus likely to share this diverse knowledge on how the team should do things. Though I set the overall direction of my team, I often encourage my team members to participate actively in the entire decision making process. Then, the team votes for the best available option. Though the decisions are team-based, this style grants the leader full authority to make the final decision. I really believe this is good for a team because members are able to raise their ideas and concerns. Even so, as members speak out their ideas and concerns, not all of them are work related hence the team is likely to waste much time arguing on irrelevant ideas. I think this is the area where I must assert my authority, particularly when things are going out of control.
The democratic, participative leadership style will also be valuable in my personal life. From day to day, we are faced with various situations that need appropriate problem solving skills. Since this style is characterized by involving and consulting others, it therefore follows that I will be able to involve everyone during problem solving whether it is with my friends, family members or even church members. This approach will enable me to take the role of a facilitator by involving everyone in problem solving. I must lay down my opinions and views towards a certain direction without dismissing other people’s perspectives (Mind Tools. 2019).
Pros and cons of this leadership style
One of the biggest advantages of the democratic, participative leadership style is its emphasis on team participation, engagement and involvement. According to Mind Tools article titled, What's Your Leadership Style? Follower satisfaction and motivation is greater under this leadership approach (Walker, 2011). Although the main drawbacks are lengthy decision-making processes and time-consuming activities, member participation is a key factor in enhancing the effectiveness and productivity of the leader. Consequently, the main feature of this style suggests that team members are motivated to present their ideas and opinions. Though the leader holds the power to give the final say over decisions, members feel more valued as they are engaged in the entire decision making process. In the end, this serves to encourage creativity (Mind Tools. 2019).
Another benefit of this style is that employee involvement in decisions about projects and tasks leads to increased commitment levels. As Lewin discovered in his experiment, the increased subordinate inclusion in the decision-making process spreads to how the subordinates are attached and feel about the tasks and projects. When subordinates feel that their contribution is valued, they would want to put their soul and heart into achieving the set goals. In turn, this benefits the organization because results in projects and tasks being completed efficiently.
Along with the above advantages of the democratic, participative leadership style, it is advisable to understand the disadvantages of this style (Walker, 2011). For instance, the more people involved during the decision making process, the slower the decision-making process and the more challenging it is to reach a consensus. In fact, some of the decision making sessions may turn into lengthy arguments and debates without any positive progress towards a resolution. Some members may forward opinions that are founded on emotions rather than facts. Additionally, it may be impossible to ensure that group members focus on the department’s or project’s interests as opposed to their individual interests.
Another great challenge of this style is that leadership must derive from the bottom. This approach to leadership is founded on the notion of the “people’s choice” (Walker, 2011). Given that the group members’ consensus opposes that of the leadership, then those people should be willing to follow the consensus. If the leadership overrides the members’ decision, then, it is obvious that the group will be convinced that the leadership is only pretending to follow a democratic leadership approach. Consequently, the company will suffer greater employee discontent and dissatisfaction.
Overall, my democratic, participative leadership style has its pros and cons. It could be effective when used in situations where the views and opinions or everyone could make a difference. However, in situations that warrant decisions to be made at the nick of the moment, this style could cause more harm than benefits.
References
Mind Tools. (2019). What's Your Leadership Style? Retrieved from ttps://www.mindtools.com/pages/article/leadership-style-quiz.htm
Walker, A. (2011). Organisational behaviour in construction . Oxford: Wiley-Blackwell.
