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Starrleena Magyck

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Management Styles
by Starrleena Magyck   
Rated "G" by the Author.
Last edited: Monday, February 22, 2010
Posted: Monday, February 22, 2010

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An essay on the different types of management styles.




            PROF. ROBERT VEGA

            FEBRUARY 15, 2010

It takes a lot of work to manage other people.  Managers have

a hard job when it comes to supervising others.  They have to look

after the job of their subordinates as well as what is good for

company they work for.  A manager has to make a lot of decisions in

order to do their job.  There are different types of leadership roles for

 managers to follow.

    One type of leadership is transformational leadership.  In this

type of leadership, the leader provides a vision and a sense of

 mission, instills pride, gains respect, trust, and increases optimism

(Pounder, Coleman).  This type of leader excites and inspires

subordinates (Pounder, Coleman).  This type of leadership gives an

idealized influence or charisma (Pounder, Coleman).

    The leader also acts as a model for subordinates and

communicates a vision and uses symbols to focus on efforts

(Pounder, Coleman).  This is a measure of the leader's ability

engender confidence in the leader's visions and values (Pounder,

Coleman).  This is called inspirational motivation (Pounder,


    When the leader coaches and mentors, provides continuous

feedback and links organizational members' to the organizations'

mission, this is called individual consideration (Pounder, Coleman).  

This measures the extent to which the leader cares about the

individual follower's concern and developmental needs (Pounder,


    When a leader stimulates followers to rethink old ways of doing

things and reassess their old values and beliefs, this is called

intellectual stimulation (Pounder, Coleman).  This means they are

concerned with the degree with which followers are provided with

interesting and challenging tasks and encouraged to solve problems

in their own way (Pounder, Coleman).

    Another leadership type is transactional leadership.  The

leader's rewards to followers are contingent on their achieving

specified performance levels, is called contingent reinforcement or

contingent reward (Pounder, Coleman).  

    When the leader actively seeks out deviations from desired

performance on the part of the subordinates with a view to take

corrective action, this is called active management by exception

(Pounder, Coleman).  Passive management by exception is the

opposite--the leader does not seeks out deviations from desired

performance and only takes actions when problems presents

themselves (Pounder, Coleman).  This is distinguised by the lais

sez-faire leadership the former guards the status quo by exception

while the latter amounts to an abrogation in leadership quality

(Pounder, Coleman).

    There are multidimensional leadership styles that are specific

to an educational context.  They are:  structural leadership through

rationality, efficiency, structure and policies; human leadership

through facilitation and empowerment; political leadership through

negotiation, networking, erecting coalitions, etc.; symbolic leadership

through emphasizing rituals, ceremonies, and stories; educational

leadership through the dissemination of edcuational knowledge and

instructional information (Pounder, Coleman).

    There are five new truths to learning how to take control of your

life and achieve balance:  embrace the concept of free will--what you

think, feel, and want are just as important as what other people think,

feel, and want; take personal responsibility for your own life--what is

important is what you do with what you have been given, not what

you have not been given; be honest and appreciate who you are,

know what you want, allow positve thoughts to guide your actions

and be attuned to your own feelings; be a happy, healthy person--

refine your health as an on-going process of self-discovery, exercise

positive choices, integrate your physical, mental, social and spiritual

well-being; live life to its fullest so you can have a positive influence

on the world; remember you are more than your physical body--pay

enough attention to your physical body and appearance so that you

can forget about yourself--weight is part of one's life, not one's life

(van der Boon).

    Esther Wach's book defines "new paradigm leaders".  There

are three main reasons leaders achieve:  self-assurance compels

new paradigm leaders to stay motivated and take risks; an obsession

with customer service helps them anticipate market changes; and

new paradigm leaders use "feminine" traits to their advantage (van

der Boon).  There are ten tips to becoming a "new paradigm leader":  

be confident and take risks; anticipate changes in the marketplace;

use traditional feminine characteristics like empathy, collaboration,

and cooperation; sell your own vision; reinvent the rules; stay

focused on achieving your goals; maximize high touch in an area of

high tech; turn challenge into opportunity; obsess about customer

preferences; fight back with courage under fire (van der Boon).

    There are five laws of new leadership:  find a mentor and join

professional organizations; be patient and don't be afraid to make

mistakes; support your staff; be firm but fair; applaud effort and

achievement (Brown).  In addition to laws of leadership, there are

also five managerial missteps:  not stepping up to the plate; trying to

be everyone's friend; micromanaging; not communicating clearly;

become complacent (Brown).  

    Managers have a job to look after the employees and motivate

them to do the best that they can do for the good of the company.  

When a manager leads his employees and motivates them, the

employees are happy, management is happy, and most of all, the

customers are happy.

Works Cited

Women--Better Leaders than Men?  In General and Educational
    Management, It Still All Depends.  James S. Pounder,
    Marianne Coleman.  Leadership and Organizational     Development Journal, Bradford 2002, Vol. 23., Iss. 3/4, p. 122,     (12 p.)

Women in International Management:  An International Perspective     on Women's Ways of Leadership.  Mary van der Boon.      Women in Management Review.  Bradford:  2003.  Vol. 18, Iss.     3/4, p. 132, (15 p.)
Congratulations You're a Manager!  Now What?  Sonja D. Brown.      Black Enterprise.  New York:  Apr. 2006, Vol. 36, Iss. 9, p. 102-    104, 106, (4 pp.).


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