AOlead 100 Lesson 4
TASK: Write essay
Record your responses to each item below.
1. Identify your leadership philosophy.
1.
o Reflect on your philosophy of leadership. Are you a Theory X or Theory Y leader?
o Provide a brief example to support your view.
2. Analyze your leadership style.
o Of the three styles of leadership (authoritarian, democratic, and laissez-faire), what style comes easiest for you?
o How effective is this style for you?
o From what you have learned in this lesson, does your leadership style meet the needs of your followers? Why or why not?
o Provide examples to support your responses.
3. Apply task and relationship behaviors to the case study “From Two to One” from the lesson readings (Northouse, 2018, p. 110)**See attachment.
o Read the case study.
o Apply what you have learned about task and relationship behaviors in this lesson to respond to Questions 1 to 3 from the case study.
4. Use APA format to provide citations and references for all of the sources that you cited in this assignment.
Please use Included References:
• Northouse, P. G. (2019), Behavioral approach: Description. In Leadership: Theory and practice (8th ed., pp. 73-76). Sage. [in Library Resources]
• Northouse. P. G. (2018). Attending to tasks and relationships: 5.1 Case study–From two to one. In Introduction to leadership (4th ed., p. 110). Sage. [in Library Resources]
Readings PSU Website:
Print
Leadership Philosophy Explained
We all make assumptions about human nature. These assumptions determine whether you think people are self-motivated to contribute to group goals or whether their motivation requires external incentives and/or negative consequences. In The Human Side of Enterprise, McGregor (as cited in Northouse, 2018) asserts that a leader’s practices and behaviors reflect one of two general philosophies, or core assumptions, about human nature and work. He labeled these philosophies Theory X and Theory Y. Theory X assumes that followers lack motivation, needing guidance and supervision. Theory Y assumes that followers can work autonomously when they are dedicated to achieving a goal.
Leadership Styles Explained
The germinal work of Lewin, Lippitt, and White—along with additional work from White and Lippitt—identified three distinct styles of leadership: authoritarian, democratic, and laissez-faire (Northouse, 2018). Lewin, Lippitt, and White also outlined the outcomes of each style—its effect on group members
Authoritarian Leadership Style
An authoritarian leader exercises a high level of influence. This style of leadership is sometimes referred to as directive, coercive, autocratic, or commanding.
Characteristics
• similar to Theory X in assuming that employees need direction
• leader exerting strong influence and control
• common in hierarchical bureaucracies, as well as the military and law enforcement agencies
Situations for Which This Style Is Appropriate
• triaging emergency-room patients
• situations requiring fast, decisive action, especially if the risks of inaction are high
• instances in which the leader has special expertise or access to information unavailable to others
Outcomes or Effects
Table 4.3. Outcomes or Effects of Authoritarian Leadership
Positives Negatives
• establishes clear goals and work standards
• provides supervision and clarifies work to be accomplished
• efficiency • fosters dependence and conformity
• hinders innovation and employee development
• reduces employee interest, satisfaction, and morale
Democratic Leadership Style
A democratic leader exercises a moderate level of influence. This style of leadership is sometimes referred to as participative or enlightened.
Characteristics
• similar to Theory Y in assuming that employees are fully capable of working on their own
• the leader treating others as equals, listening, and providing counsel and support
• common in team-oriented organizations that do not emphasize hierarchy
Situations for Which This Style Is Appropriate
• making a decision that will have a direct effect on employees
• when employees have special expertise and firsthand knowledge (e.g., dealing with a technical work process or customer need)
Outcomes or Effects
Table 4.4. Outcomes or Effects of Democratic Leadership
Positives Negatives
• greater fulfilment, commitment, and connection among group members
• more camaraderie, mutual approval, and group-mindedness
• enhanced enthusiasm for work
• increased innovation • more time-consuming for the leader
• potentially less efficient than an authoritarian style
Laissez-Faire Leadership Style
A laissez-faire leader exercises a low level of influence.
Characteristics
• dissimilar to both Theory X and Theory Y
• an uninvolved leader failing to control, guide, nurture, or discipline employees
• potentially appropriate when experienced, high-performing employees are completing routine tasks
Situations for Which This Style Is Appropriate
• when employees need a great deal of freedom
• when experienced employees have demonstrated a high level of competence
Outcomes or Effects
Table 4.5. Outcomes or Effects of Laissez-Faire Leadership
Positives Negatives
• minimal time and effort required of the leader • little accomplished
• employee confusion about goals, tasks, and procedures
• chaotic atmosphere
• frustrated employees
• decreased motivation and productivity
