Leadership and workforce

A CRITICAL ASSESSMENT OF HOW LEADERSHIP STYLE AFFECTS THE DYNAMICS OF A GROUP KADUGALA J.M ANICETO R2006D11014228 UNICAF UNIVERSITY ZAMBIA Critically assess how leadership style may affect the dynamics of a group UU-DOC-804-ZM-31453: Leadership Dr. Sayyed M. Ziaei 10 DECEMBER 2021 1. INTRODUCTION Leadership in a contemporary world is one of the most extensively discussed aspects of group communication amongst various scholars in psychology, business, communication, military etc. who wrote more about qualities of a leader, leadership skills as well as leadership theories. By definition, leadership is the’ process of facilitating individual and collective efforts to accomplish the shared objectives’ (Gadiarajurrett, Harshita, Srinivasan et. al., 2018). Northouse (2002) defines leadership as a “process whereby one individual influences a group of individuals to achieve a common goal” (Batista-Taran, Shuck, Gutierrez et. a., 2009). Meanwhile Fiedler (1968: cited in Reilly Joseph III, 1968 P. 11) provides a sweet definition of leadership as “a process of influencing others for the purpose of performing a shared task”. Literally leadership is all about how an individual or groups of people are manipulated to attain a designed goal through the defined process, and this is done by a leader. A leader himself is a person in an organization who set tone and culture (Batista-Teran, Shuck, Gutierrez et.al., 2009) as well; a leader is a group role that is associated with a high status position who is recognized formally or informally by group members (Unicaf University notes, n.d). In a contemporary world, majority of leaders are entrusted for a group of people or a team in either a recreational activity or non-profit firms. For a team to act effectively and merge together for a cohesive effort, leaders must ensure that the team is building rapport with one another and meld together in aspects that allows a better functioning wholly than an addition of its constituents (Unicaf University notes, n.d); thereby building a synergistic group that is mindful of time and skills. Therefore, for a firm to function effectively there is need for effective leaders’ not just bosses. Leadership styles can affect groups negatively or positively. Wyllie (2020 p.1) believes that ‘to provide quality products and services organizations needs employees, and for a well-coordinated strategic performance and effective achievement of organizational goals and objectives employees should be guided, mentored and motivated to deliver’. This implies that there is a need for effective organizational leaders who exhibit right performance and transformation leadership styles and skills that enables positive development of employee team dynamics and human resources. It is worth mentioning that a person who is not recognized as a “leader” in tittle can play excellent leadership, also a “person in the role of a leader may play no or poor leadership” (Bemowski, 1996: cited in Unicaf University notes n.d). There are gifted individuals within group members who can play better leadership roles, much as an organization might have one official leader. Leaders are seen achieving success by getting rid of obstacles, providing resources to subordinates (e.g. education, training etc.) and incorporating inputs from group members and parties interested in their change process (Steenkamp, 2021). A leader often sets tough goals, create successful environment, motivate followers and lure them to perform duties assigned. Bemowski (1996: cited in Steenkamp, 2021) stress that for a firm to achieve sustainability, empowerment process should be in place so as to bring forth innovation and creative aspects of business practice. 2. MOTIVATION, THEORY X AND Y ON LEADERSHIP Motivation (Mitchell, 1982 p.2) is defined as “the psychological processes that cause the arousal, direction, and persistence of behavior”. Motivation of workers positively, emotionally, behaviorally and cognitively always results in building competitive advantage in organizations which is paramount in competitive economic market conditions (Steenkamp, 2021). This is commonly known as “employee engagement”; and it is an emergence of emotional state alterable vastly applied in knowledge economies with leadership’s frameworks that experienced changes in procedures and viewpoints. Although employee engagement is still evolving, it’s engagement regulations should be embraced, thus organizational leaders must revisit their levels of workers engagement as this is important in the fate of organizational success. Employee engagement as seen in Steenkamp (2021) is believed to be a rare structure that manifests longterm emotional investment and it’s a starting point of the progress of key-term states of workplace emotions. Employee engagement improvises the performance within a firm. As such, organizational leaders must engage human resources departments so as to implement practical strategies. Cheema, Akram, Javed (n.d p.1) stress that if ‘employee engages full heartedly and work hard, it attracts more intelligent and skilled people towards the firm, and that employees who are less engaged to their work will cost the firm more as the profit margin will diminish’. However, Xu and Cooper Thomas (2011: cited in Cheema et. al., n.d) believed that employee engagement can be fully installed in a firm when these three conditions exists:  Employees feel safe to interact with one another  Employees have handy the resources to accomplish their role performance, and  When employees find meaning and attachment to their tasks and feel worth it doing. For a work-life balance to improve, technological advantage must be in place as it is a major driving force behind employee engagement (Kompaso and Sridevi, 2010; cited in Cheema et. al., n.d). Employee engagement should be a way of making tasks complete; therefore, Frankel (2006) posits that ‘for enhancing a culture of engagement organizational leaders must build a business culture whereby employees will feel valued, engaged and empowered’ (Unicaf University notes, n.d). Fig.1 Table showing a summary of motivation importance to both an individual and a business, source Gibson (2021) On a related aspect to team building, theorist McGregor proposed Theory X and Y on leadership in 1960, almost five decades ago in which he stress that (Sait, Faruk, Onur, 2014; Steenkamp, 2021; Wyllie, 2020; Carson, 2005; Kopelman et. al., 2008; and many others) ‘managers with theory X orientation assume that subordinates basically dislikes work, find work to be aversive, need direction, must be forced to work and avoid taking responsibility’, while on the opposite end ‘Mangers with theory Y orientation assume that typical employees like work, are creative, exhibit self-direction on the job, and accept responsibility’. Therefore theory X style of management emphatically is on chain of command in relation to services, applies punishment motivational methods and rewards, and specifically sees the behavior of followers relying on strictly defined development parameters (Steenkamp, 2021). Apart from assuming that individual cares about safety and tangible needs other than virtual needs, Steenkamp (2021, p.3) posit that theory X management style believes that managers know details and scope of work than followers and that the subordinates only follow rules, they’re not original, efficient and constantly explores routes in order to deliver their tasks. This implies that theory X management styles considers rigidly performance and product sales, opposed to emotional requirement of their followers. However, on practicing theory X, it leads to highly resistive supervision, mistrust and punitive aura (unicaf University notes, n.d). This model should be practiced where workforce is not intrinsically motivated to work, where promotion is not frequent or even not possible and also where repetitive task is the order of the day. Kopleman et. al., (2008) believes that the defect of this model is that it limits subordinates’ potential and opposes creative thinking. Carson (2005) on the other hand believes that theory Y management style assumes that “outside influence and fear of punishment are the only ways to achieve organizational goals and the literature shows that if the model ignores the individual needs and goals of subordinates, then the theory Y model in the organization may be affected” (Steenkamp, 2021 p.4). Thus theory Y model believes that to attain the aims of the firm, managers must treat one another as mature and responsible persons and incorporates participatory style as well (Unicaf University notes, n.d) as democratic leadership, based on self-direction and self-control and minimum external pressure required. 3. LEADERSHIP STYLES AND ITS CONSEQUENT EFFECTS ON THE GROUP DYNAMICS Leadership styles as per Igbaekeman and Odivwri (2015) is “the way in which the functions of leadership are carried out; the way in which managers typically behaves towards members of the group” (Wyllie, 2020 p.6); thus leadership styles are seen as either being dictatorial, unitary, bureaucratic, consultative participative, charismatic and laissez-faire. Leadership represents an important element for groups-one needed for directing behaviors in search for synergetic (Hoyt and Blascovich, 2003; cited in Carte, Laku and Becker, 2006). goals It is clear that a relation exists between group performance, group development and the leadership styles applied; also Wyllie (2020) posit that leadership style can alter workers from a team of individuals to group of excellence or mediocre-performing and ineffective groups. Within an organization, there are features that lead to success and failures. These factors as seen in Vecchio and Appelbaum (1995: cited in Appelbaum, 1998) are environmental, structural or management-oriented (Leadership styles). Wyllie (2020) posits that an organization can be impacted negatively by existence of a weak leader, laissez-fair leader and an aggressive controlling leader, while effective leaders may positively build effective teams and influence organizational performance. For a weak leadership, a more dominant member of the group often take charge, leading to lack of direction, infighting or focus on wrong priorities (Unicaf University notes, n.d). Sometimes employees often agree with their leader and keep back from expressing their own opinions; this is termed “excessive deference to authority” which affects the firm negatively as positive views from workers cannot be excavated. “Blocking” can happen when group members tend to disrupt the ease of transfer of information with the team. The perception of team members can create a negative team dynamic; this is referred to as “evaluation apprehension” and it always happens in situations where group members keep back their opinions in fear of being harshly judged by other team members. This as described by Wyllie (2020) is common with authoritarian leadership where the norm is ‘micromanaging, manipulation, controlling, punitive behavior and aggressive, lack of group engagement, poor communication, low levels of emotional intelligence, withholding emotional support to lack of openness and respect for employees’. Fedczuk (2017), Elshout et al., (2013), Northouse (2016) and many others stress that this kind of leadership brings unhealthy climate and builds negative team dynamic characterized by mistrust, lethargic team, absenteeism, splits, divisions, conflicts, lack of participation and commitment. Taking the above argument into consideration, the author wish to revist the following leadership styles towards the subordinates with the aim of power exercise. 3.1 DEMOCRATIC LEADERSHIP Also known as “participative leadership” style; here opinions of the peers and group members are regarded and every member of a team is allowed to put forth their ideas. This leads to shared opinions in the process of decision making leading to high productivity, even though the final decision is made by the leader alone. The only challenge with this leadership style is that it delays decision making since suggestions are taken entirely from every member of a team. 3.2 AUTOCRATIC LEADERSHIP Known as “authoritarian leadership”, here leaders controls and make all decisions with only little or no opinion from team members, This leadership style fits best where subordinates needs close monitoring. Gadirajurret, Raj, Jake et al (2018) posits that the benefit here lies upon factors such as situations, amount of risk, type of task and characteristics of group members. On the other hand Wyllie (2020) believes that this leadership creates negative team dynamics since members see it as being harsh. This reduces team spirit, creates fear and reserved staffs. 3.3 LAISSEZ-FAIR LEADERSHIP It is also termed “delegative leadership”, in which a leader allows team members to take decisions on his behalf. It is characterized by lack of supervision of employees and failure to avail continuous results to subordinates. Highly trained and experienced workers who need little supervision fall under these leaders (Gadirajurret, Raj, Jake et al., 2018); and that this style generally leads to lowest productivity among group members, because it is ‘characterized by mediocre performance, poor decision-making, lack of confidence by the leader and the tendency to relinquish responsibility and delegate the whole decision-making process to the group without any guidance from the leader (Wyllie, 2020 p.10). 3.4 TRANSFORMATIONAL LEADERSHIP This style relies on peak levels of communication from management to meet goals (Gadirajurret, Raj, Jake et al., 2018) and leaders motivate employees and enhance productivity and efficiency through communication and high visibility. A transformational leader is a role model who inspires employees, and knows their weaknesses and strengths. Theorists believe that this approach yields tangible change in people’s life and the firm as well. 3.5 TRANSACTIONAL LEADRSHIP Also known as “managerial leadership”, it focus on supervision, team performance and organization; with main basis on specific task that is based on performance outcome, leader rewards or punish to motivate employees (Gadirajurret, Raj, Jake et al, 2018). Leaders set standards and expectations so as to maximize the productivity and efficiency of a firm. Theorist believes that this style is more effective in problems that are plain and clearly stated. 4. CONCLUSION Good leadership style enhances positive employee interactions and promotes behaviors which lead to high productivity of a firm. There is clear linkage between human capita and organizational success; therefore, leaders should approve participative and transformational approach in order to yield organizational goals. Igbaekemen and Odivwri (2015), Wyllie (2020) posits that with development in fields of leadership, there is need to shift totally from autocratic leadership styles that stifle workers’ initiatives, reduce their contribution towards corporate performance and change to a more participative leadership style which renders collaboration, shared leadership creativity, autonomy, inclusion and engagement of employees in problem solving and decision-making. Nonetheless, motivation relates closely to leadership in elements of leading, influencing and directing employees towards a designed goal which is not easy to attain without a part of motivation itself. Motivation is a ‘complex process that reflects someone’s internal interest to attain a goal through a certain direction of behavior or actions’ (Unicaf University notes, n.d) REFERENCES Appelbaum, S. H., St-Pierre, N., & Glavas, W. (1998). Strategic organizational change: The role of leadership, learning, motivation and productivity. 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