LEADERSHIP THEORIES AND STYLES 1

Team B Reflection: Leadership theories and styles Shaneika Bloxton, Terry Chermak, Melissa Fagbamiye, Sarah McIntyre, Sherlyn Selassie University of Phoenix Online/LDR/531 April 23, 2012 Dr. Mike Gottleib

LEADERSHIP THEORIES AND STYLES Learning Team B Weekly Reflection Leadership is the ability to influence others toward achieving organizational objectives, its vision, and goals (Robbins & Judge, 2011). Therefore, leadership style is essential to the effectiveness of any organization (Robbins & Judge, 2011). The development of leadership theories has assisted in understanding why not all leaders are

managers and not all managers are leaders (Robbins & Judge, 2011). In week four, team B compared and contrasted these various theories. Then the team evaluated the strengths and weaknesses of established leadership styles, and of leadership substitutes. Topics of Comfort

Most of the team members this week were comfortable with the leadership styles. Sherlyn feels most comfortable with the influences that the different leadership styles have on the subordinates. Shaneika focused mainly on how these different styles can affect employee performance and ultimately the success of the organization. Terry feels comfortable with the information regarding leadership styles and behavior. She understands the concepts of developing, recognizing, and supporting employees but also realizes the importance of these concepts when managing other employees or team members. In the past, her role as a manager has enabled her to use these concepts most of which she learned on the job. Melissa feels comfortable with the topics this week and focused on how she will use the different leadership theories and styles in her managerial position. Sarah, on the other hand was not too comfortable or uncomfortable with this weeks topics because she is very young in her career and thinks that these are lessons for her to use as she progresses. Topics of Struggle

LEADERSHIP THEORIES AND STYLES This week, Shaneika felt comfortable with many of the discussions about managers leadership styles and how they may or may not be affective among employees and coworkers. Leader's individual styles can make a tremendous difference in the performance of employees and ultimately the success of the organization. Some topics, however, were a struggle to grasp. For example, one of the discussions about inadequacies of managers explains how some managers strongly rely on positive feedback for their approval. Understanding why managers would need the personal gratification is hard to understand because a manager should focus on the goals of the organization. This week included this topic of the need for managers to find a balance between the need to feel important, worthy, and manage self-esteem, while risking a positive image for unpopular decision. These type challenges are becoming more prevalent problems in managers'

characteristics. Shaneika enjoyed learning about different leadership styles and I welcomed the challenges and struggles that were encountered during the topics and discussions

Practical Application Melissa and Sarah are processing week fours information and applying the different leadership styles and theories to their workplace. Sarah does not have a concrete leadership style yet so believes that she can be flexible by trying out different styles. This will help her develop her own style as she becomes more experienced in her field. Melissas views are similar as she understands that an effective leader reads the situation and determines how to adapt his or her behavior to it.

LEADERSHIP THEORIES AND STYLES In Sherlyns most recent job, leadership was a question regarding if management was willing to do what they asked of their employees. Only managers demonstrating top performance received promotions. Accomplishments without demonstrated charisma, transformational, or transactional influence created relational disasters. One manager, in particular, was a top performer. However, her inability to communicate clearly and articulate the company goals left many employees frustrated. She was not sincere, rather,

robotically regurgitating her learned trainings to her team. Many employees at the company believe that performance-based leadership promotions were not sufficient. It has instead fostered an atmosphere of "us" (management) against "them" (front line staff). Terry works for a company that has different managers for each business unit. Although each manager has a different approach to different issues, the organization remains focused by hiring qualified individuals within the company. The organization takes the time to find individuals who fit their perception of excellence. These individuals are friendly, knowledgeable, and easy to approach for issues or non-issues. As a result the organization does not have a high turnover rate. Employees remain loyal to the organization and strive to perform well. Conclusion

References

LEADERSHIP THEORIES AND STYLES Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th ed.). Upper Saddle River, NJ: Prentice Hall