Next to the trait and functional theories of leadership mentioned in my previous blogs another theory exists: Behavioural theory of Leadership. It looks at the leadership concept in new different way. It thinks beyond the actual leader. It focuses on the effects of the leader that it has on the subordinates that they manage. It focuses on the leaders behaviour and links it to the outputs of the group.
Research found, that groups behave differently depending on the leadership style they are experiencing. As known from the previous information, the leadership styles can be autocratic or democratic. It is often concluded that the democratic style is more effective and leads to the most effective group performance.
But styles that focus on either of these can be rather limiting. In most cases leaders position themselves somewhere between the autocratic and democratic style, often depending on the situation.
Tannenbaum and Schmidt (1973) Leadership Continuum
Tannenbaum and Schmidt (1973) Continuum theory shows a wide range of leadership style on the continuum that moves from authoritarian to free-rein.
Tannenbaum and Schmidt (1973) Leadership Continuum
Depending on the situation the leadership behaviour ranges from being focus on the boss to being focused on the subordinates. The suggestion is that a successful leader will adapt their style to the situation and the demands of the subordinates.
Leaders operate in different situations. The model shows the relationship between the level of freedom that manager chooses to give the team. Level of delegation takes any of the seven levels:
1. Manager takes decision and announces it – only manager plays the decision-making role; no team involvement.
2. Manager decides and then “Sells” his decision to the team – no change in decision; but team may raise some concerns
3. Manager presents decision with background ideas for the decision and invite questions – team knows what options manager considered for his decision; more team involvement
4. Manager suggests provisional decision & invites discussion regarding the decision – team can have a say on manager’s decision; it can be changed based on discussion.
5. Manager presents the problem or situation, get suggestions, then decides – team is free to come up with options; manager decides on those options.
6. Manager explains the situation or problem, defines the parameters and asks team to decide on the solution – manager delegated whole thing to the team; but still manager is accountable for the outcome.
7. Manager allows team to develop options and decide on the action, within the manager’s received limit – complete freedom level; team does all the work almost as what the manager does at level 1.
Have you seen any evidence of leadership behaviour adapting in the way that this continuum suggests?
Belbin's styles
Belbin (1996) identifies five different types of subordinates:
1. Receptive – this type of subordinate adheres to instructions and deadlines, and likes clear directions from above. Hence, applying this to the work we have just looked at, this type of subordinate will be comfortable with the autocratic leadership style.
2. Self-reliant – this type of subordinate prefers to work without any constraints and does not like to be given instructions and deadlines. This type of subordinate wants to work with minimal interference, and is likely to be most comfortable with the democratic leadership style.
3. Collaborative – this type of subordinate has a lot of ideas to contribute, but prefers to discuss them with others and work as part of a team. Hence, this subordinate is somewhere between wanting an autocratic and democratic leader, but closer to wanting democratic rather than autocratic.
4. Informative – this type of subordinate likes to be involved in decision making, but accepts the final decision that is made. Again, this is part way between wanting an autocratic and democratic leader – but closest to preferring an autocratic leader.
5. Reciprocating – this type of subordinate is not afraid to speak up and is not deterred by status. The individual is likely to be rather stubborn, but is focused on completing the task. This subordinate is probably going to prefer the democratic leadership style.
These different theories tell us that the leadership style of the individual needs to be adapted to the types of members in the team. Whether the autocratic or democratic style is to be chosen, will highly depend on the subordinates and totally depends in the individuals within the group.
Should we conclude that the most successful leader is the one who can navigate between all this different types of people with the correct approach?
Leadership grid
Other theorists suggest that looking at this one dimension is insufficient. Blake and Mouton (1985) developed a grid with three dimensions of leadership - concerns for people , concerns for task and for motivation. It has later become the leadership grid.
They concluded that there was no almost one style that was always appropriate. Different situations call for different styles of management.
1. 1 scores very low for both people and task. It results in neither effective production nor the relationships ( IMPOVERISHED MANAGEMENT)
1. 9 scores for a lot of concern for people, but very little concern for task. There are a lot of good relationships and little conflict, but little focus on getting the task completed ( COUNTRY CLUB MANAGEMENT)
9. 1 scores very little with focus on people, but a lot of focus on getting the task completed. People being treated as a resource in the same way as machine or materials. The leader is planning, controlling and monitoring (AUTHORITY-COMPLIANCE MANAGEMENT)
5. 5 the people and task do not operate to its full potential with an average focus on people and the task. The leader is not prepared to go all and there is a balance between the people and the task (MIDDLE-OF-THE-ROAD MANAGEMENT)
9. 1 seem most likely to lead to the operational effectiveness. Employees are fully involved and committed and trust the manager. There is focus on the task but also on the team ( TEAM MANAGEMENT) The production comes from the effective integration of task and people focus.
What we see here is the need to adapt the style to the situation. The style 9.9 seems the most effective, however, this is achieved by trust, participation, respect, involvement and commitment. We need to reach consensus when resolving conflicts. We need support and honest feedback.
Summary
There are also some critics of this approach. This is because the approach suggests that leadership style needs to adapt to a situation. In reality, the situational factors require some level of flexibility in the leadership style.
Perhaps the lesson is that there is no style of a successful leader and the success depends on the nature of the people the leader is working with. There might be no one approach to make a successful leader and therefore anyone can be successful in certain situations.
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