edited: Monday, February 22, 2010
By Starrleena Magyck
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Posted: Monday, February 22, 2010
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An essay on the different types of management styles.
VALERIE L. HARVEY
BUS 201 - CONTEMPORARY MANAGEMENT
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
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.
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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