Charismatic Leadership Theory Exceptional at selling the vision and getting people to come along for the ride. Inspirational Lack of independence Egotistic The manager motivates and inspires their team by trying to win them over with their charm by adjusting his/her behaviors and speech to suit business needs. The manager sells their ideas to the team to sway them to agree with their suggestions or ideas instead of their own. The manager fails to see that all employees are valuable to making the company successful.
Fifth manager as difficulty turning over control or doesn’t feel anyone else is able to handle the duties it could potential hinder the success of the company and create a hostile environment. Participative Leadership Theory Team Builder Power sharer Joint decision maker Empowerment Assumes that all individuals are interested in the organizations goals. Decision making can be difficult if there are too many view points from team members The leader presents a tentative proposal and actively encourages people to suggest ways to improve it.
The leader gives the team full authority ever making decisions A team member decides to take full ownership of a project without consulting with the team or the manager. Path-Goal Directive Us abortive Participative Achievement oriented The approach treats leadership as a one-way event where the leader affects the employee. It places a great deal on the leader and less on the employee which can make them too dependent on the leader. The leader challenges an employee on how to establish higher excellence by showing them how to take charge of projects to help build trust and self-confidence.
The leader also treats the employees as equals by allowing them to actively contribute feedback to organizational meetings. The leader shows support and encourages employees to reach higher levels of success by offering internal business or leadership classes to their staff to build skill sets. The manager favors certain employees over others and only offers support to the “favorite employees” Transformational Leadership Theory Motivator Democratic Committed leaders Visionaries Struggle with detail orientation. They need support from executive detailed- oriented people to move their vision.
Overlook truth and reality and rely too much on emotion and passion. Transformational leaders view failures as learning experiences. An employee didn’t’ follow through with a project due to lack of organization. Instead of reprimanding their team member they build trust by motivating and inspiring their team mate to do better. The manager becomes captivated by their vision and overlooks the vision of the organization by making wrong decisions that don’t fit with the mission of the organization. It could damage the organizations future success.
Cognitive Resource leadership Theory Works well under pressure Good decision maker Good problem solver intuitive Intelligence is not defined. There are many degrees of intelligence and the cognitive resource theory doesn’t account for them. There are many types of objectives a group may need to achieve and each may involve a different level of stress and hence, require a different leadership method. The manager decides to give a team member more accessibility but the team member doesn’t like to work on projects independently and becomes resistant.
The manager decides to help the team member build confidence by giving them more detailed instructions on what is needed and encourages the team member by offering a lot of support and guidance. The manager assigns an important project to the team member and the team member decides not to take on any extra projects and tells the manager that they are over worked. The manager decides to argue with the team member and tells them that they are lazy and incompetent.