In our Rotary Club, leadership is based on the situational theory. This theory was created by Hersey and Blanchard and comprises of four situational leadership styles: telling (high task, low people), selling (high task, high people), participating (low task, high people) and delegating (low task, low people) (Weiss, 2011). Our leadership adapts to different scenarios and followers. The leadership is flexible in order to meet changing needs of members and situation. Our club President and team leaders mostly base their decisions on the maturity of the members. The maturity of the members is categorized into psychological maturity and job maturity. Psychological maturity is based on the self-confidence and ability to accept responsibility (Bertocci, 2009). Job maturity on the other hand is based on skills, technical knowledge and ability to carry responsibility; the capability to put high objectives and still meet them. The relationship also evolves to relationship-motivated than task-motivated when the subordinate maturity subsides.
The situational leadership model means that the members’ developmental developments determine the leadership style that the leader or manager will use appropriately. The leader behaviors according to this conceptualization fall in two categories directive and supportive behaviors. Under directive behavior the communication between the leader and members is one-way. This is where duties and roles of the members are stipulated by the organizational leaders to the members for the smooth running of operations (Bertocci, 2009). Under this leadership behavior, there is enhanced supervision of members’ performance. The supportive behavior on the other hand embraces a two-way communication mechanism between the subordinates and the leadership of the corporation. The communication entails listening of the members’ suggestions and complaints, support and encouragement of member innovations and performance. This leadership behavior facilitates interaction and involvement of the members /followers in the decision-making process of the organization.
In our Rotary Club scenario, the leadership styles under the situational theory are used at different member developmental levels. The telling style (directing) is appropriate when the members are new and/or inexperienced in their roles and duties at the Rotary Club. The clubs leaders take it to their stride to help direct and encourage the new or inexperienced members in order to get the tasks done well and effectively. It offers an opportunity for the leaders to impart skills and knowledge on how tasks should be carried out. In our service projects team, for instance the team leader evaluates the new members’ progress regularly. He queries and encourages the new members on decisions and individual options undertaken in order to ensure they stick to the company policy framework and conduct. At this stage the leadership is high on task and low on relationship.
The selling style (coaching) is employed when the members have a little bit of experience and responsibility. The members at this stage usually have the will to carry out the tasks but are not very well equipped with the necessary skills. The selling style under the situational leadership theory is usually high on task and high on relationship. In our organizational situation, the members under the various teams and department that are fairly experienced on their tasks are encouraged to share, raise queries and give out opinions (Bertocci, 2009). The team leaders in the various teams are keen to guide and notice any cues from these members in order to monitor early their strengths and weaknesses. The team leaders through the support build the members’ self-esteem and participation in decision-making process in order to restore their commitment. The team leaders oversee the transformation of these members from a fairly experienced team to effective and self-supervised members (Weiss, 2011)
The participating style (supporting) is embraced when the members have the ability to carry out the duties set but maybe unwilling to start or complete the task. The leader offers support to the members by encouraging and interacting with them in order to ensure they stick to timelines and targets set. This style is high on relationship where the leaders and members interact at par but low on task as the members need management support and boost in order to perform effectively (Iqbal, 2011). It is also effective where the members are experienced and skilled but insecure on their abilities to carry out the tasks effectively. In our Rotary Club environment for instance many members are unwilling to take up challenging tasks due to the fear of failure or bad decision-making. Our team leaders take time to actively participate in the challenging tasks in order to encourage the members in the undertakings that they are not accustomed to.
The delegating style is incorporated in the organizational leadership where the members are able and willing to take responsibility for directing their own behavior. The members under this leadership style are more confident of their abilities and skills. The club leaders take time to empower the members /followers and teams with the responsibilities depending on their initiative and best judgment. Senior professionals in the workforce are mostly the most preferred in this type of style as they are ready, willing and able to carry out tasks as they may have more relevant experience than their leaders/supervisors. The team leaders in our Rotary Club delegate duties to different individuals who have been assessed and seen to be well versed with their tasks (Iqbal, 2011). The most experienced members are also encouraged to oversee the new members in their various groups and teams in order to impart skills and knowledge. This style is highly exhibited in the specialized roles that are carried out by different Club members in each department such as the vocations, projects service, treasury and Public Relations.
It is evident that the situational approach attributes more control to both leaders and followers. It empowers them with the necessary responses to the different scenarios and situations that may arise in the course of organizational operations. The Blanchard and Hersey model allows room for flexibility rather than locking supervisors/leaders and members /followers in defined roles and styles. The leaders easily adapt to different workplace demands and dynamics in order to respond in the most effective way. In our organization the team leader has been able to demystify effective leadership through this approach. The Rotary Club members easily interact with the group leaders and actively get involved in the decision-making process (Bertocci, 2009). The increase of the annual and monthly subscription fees decision was arrived at through a coordinated effort between the members and team leaders. The Club teams such as the Projects Service allows the team leader to actively participate in various roles as a way of enhancing effectiveness. The team leader is versatile employing different styles under the leadership matrix as situations arise. The leader easily notes any concerns by members and technical glitches that may arise in his Projects Service Team. This move, in the long-run, may effectively avert any hindrance to the proper operations of the Club’s intended projects in the community.
The members or followers are receptive to this approach to leadership as it enhances their relationship with the leaders. The expertise and effectiveness of each worker in the Rotary Club set-up is also enhanced as the leadership employs a supportive and oversight role. The leaders are also accessible to the Club members in various teams and groups offering advice and guidance on how to carry out tasks. The members are also handled differently in accordance with their experience at the Rotary Club. The new members, for instance, in the vocations team have close supervision from trainee and recruitment leaders who make an overview of each new member’s performance. Each task is assessed and member corrected or guided on how to handle the task better. Their progress is tracked and different leadership styles are employed or used as the members become more experienced at the tasks availed to them in different capacities by the leaders. The flexibility in the situational theory ensures that each and every type of member is catered for when it comes to the organizational leadership (Iqbal, 2011).
In our Rotary Club set-up, the Blanchard and Hersey’s model is the most ideal. This is because this model provides flexibility in the leadership of the members. The situational approach allows the leadership to adapt to various scenarios in the Club’s operations. The model also is easy to effect and comprehend for both the leadership (team leaders and departmental managers) and the followers (members). Each member understands that his or her experience and maturity determines the approach to be used i.e. initial stages-directing, second phase-coaching, third phase-supporting and final stage –delegating.
Transformational leadership defines the need for change, development of a vision for the future, and mobilization of follower commitment to achieve results beyond what would normally be expected (Weiss, 2011). This theory explores relationships between leaders’ beliefs and self-perceptions of leadership. Transactional leadership on the other hand focuses on the role of group performance, supervision and organization. The transformational and transactional theory of leadership seeks to expound on the extraordinary of effects that leaders have on their followers. While transactional leaders obtain expected results from followers the transformational leaders seem to acquire extraordinary effort, motivation, self-sacrificial behavior and performance from their followers (Weiss, 2011). The basis of these effects is the nature of the relationship between leaders and followers. Transactional leadership takes place when leader-follower relationships are perceived as exchanges; the two view each other as instrumental to achievement of each other’s goals and needs.
The transformational and transactional leadership theory is effective to the overall organizational success and better performance. Studies have shown transformational leadership positive relationship between active control over cognitive processes and learning. The transformational leadership enhances cohesion, motivation, creativity, innovation and ability to take risks among members (Weiss, 2011). The transformational mechanism is psychological as it taps into the fears and uncertainties of the members. A transformational leader will be there to inspire his followers by mapping out a pleasant future. He or she sticks to his strong internal values that influence followers to higher moral levels in order to achieve the organizational goals. Under the transformational leadership leaders broaden and put first the interests of their members /followers. They generate awareness and acceptance of the purposes and objectives of the members inspiring them to look beyond their self interests. Transformational leaders further, apart from meeting their members psychological needs, they stimulate their members intellectually.
The transactional leadership theory, on the other hand, through comprehension between effort and reward enhance effectiveness in an organization. Its response and basic orientation is handling issues as they arise (Weiss, 2011). It is practical and realistic as leaders set goals and promise rewards in line with desired organizational performance. A transactional leader also has the power through punishment and other modes of member reprimanding to ensure the members successfully complete their end of bargain.
The combination of the two theories, transformational and transactional, fuses the characteristics that are essential in boosting effectiveness in organizations. The transactional leadership characteristics such as laissez-faire, management by exception and contingent reward are passive and ineffective (Weiss, 2011). The laissez-faire is the most passive and ineffective making it the least desirable characteristic in this combination of leadership theories. The management by exception is better compared to the laissez-faire as it encourages interaction with followers and creates room for member evaluation (Bertocci, 2009). The transactional characteristics are then fused with the idealized motivation, inspirational motivation, intellectual stimulation and individualized consideration. The four transformational elements together with the three characteristics of transactional leadership theory are crucial in increasing productivity, members’ morale and satisfaction.
An effective team leader should several characteristics that will make him stand out among the rest. He or she must be rational, focused, visionary, trustworthy and easily accessible. A team leader should be rational enough so as to critically evaluate decisions and suggestions by his fellow team members. Focus is essential in order for him to steer the team within the set-timelines and budget. A focused team leader avoids unnecessary distractions and factors that may deter his team from achieving their greater goals. A visionary team leader inspires his teammates to be innovative and he injects fresh ideas that can help transform the team’s performance and output. Trust is a vital element in any team, a leader is expected to be trustworthy and reliable when need arises. The leader should easily be within reach of the team in order to enhance cohesion and decision-making process.
The leadership in my organization fosters vision mission and strategy through cultivation of a healthy working relationship between the members and leadership. The leadership through healthy interaction with the members; communicates the vision and mission of the organization. The leaders indoctrinate the members to the core values of the organization in any moment they deem appropriate (Bertocci, 2009). As for strategy the leadership works out plans and initiatives that are backed up by constant evaluation and assessment of the factors such as member performance.
If I was given a leadership role within the organization I would ensure bureaucracy is done away with. The whole organizational structure would employ a team-based approach to work. The bureaucracy makes decision-making tedious and time-consuming. It also creates unnecessary perceptions that tend to dwell on personalities and positions. The members in a bureaucratic framework feel detached from the leadership and may not be effectively motivated to give their all in the organizational operations. A team-based approach to work encourages interaction and boosts morale amongst organizational stakeholders. Decision-making is enhanced and efficiency maintained at all levels. It evokes feelings of attachment and responsibility in the members /followers and leaders/ managers as they carry out their duties in the organization.
References
Bertocci, D. I. (2009). Leadership in organizations: There is a difference between leaders and managers. Lanham, Md: University Press of America.
Iqbal, T. (2011). The impact of leadership styles on organizational effectiveness: Analytical study of selected organizations in IT sector in Karachi. Munich: Grin Verlag.
Weiss, J. W. (2011). An Introduction to Leadership. San Diego, Carlifornia: Bridgepoint Education, Inc.
