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¶ … Leadership:

The concept of leadership is an issue that has elicited considerable debate in the recent past to an extent that there is an extensive body of research and literature that addresses the issue. Some of the most common issues in the wide range of literature on this issue include scientific investigation, fiction, and biographies (Truckenbrodt, 2000, p.233). This concept has generated such concerns because leadership influences politics, academics, organizations, military, and government. As a result of its influence, the leadership abilities of individuals has not been conceptualized but also tested in behavioral psychology and other fields. The tests care carried out because the existing numerous studies are relatively difficult to classify into various approaches such as traits, behaviors, and styles. Some examples of leadership tests include the LMX (leader-member exchange) questionnaire and Multifactor Leadership Questionnaire (MLQ). In addition to determining the various types of leadership approaches and styles, these tests help in identifying the most effective approach.

Reaction to Score on LMX and MLQ:

LMX (leader-member exchange) Questionnaire is a test that has been developed from the LMX theory, which works through defining and prescribing leadership (Northouse, 2010, p.154). In the process of describing and prescribing leadership, the central concept of the process is dyadic relationship that a leader develops with each of his/her subordinates. Multifactor Leadership Questionnaire is an instrument used to measure transformational leadership. In studies where this instrument is used, transformational leadership was definitely associated with subordinates' satisfaction, performance, and motivation.

My scores on the LMX questionnaire were relatively high for each of the questions that sought to demonstrate the transactional nature of my leadership in terms of interaction with employees or subordinates. Generally, LMX 7 scores are considered to be very high between 30 and 35, high between 25 and 29, moderate between 20 and 24, low between 15-19, and very low 7-14. I had a score of 32, which falls under the upper score category or range of this instrument used to describe and prescribe leadership. Based on the results of this exercise, I have stronger, high-quality interactions with my subordinates or followers. This implies that my leadership style tends to be effective when working with in-group members or subordinates, who carry out their respective tasks based on their employment tasks. In addition, the style would be effective for followers who can be considered to conduct unstructured activities, volunteer for additional tasks, and perform extra responsibilities.

On the contrary, I had high scores on the Multifactor Leadership Questionnaire, especially the transformational and transactional leadership styles. However, I had low scores on passive or avoidant leadership styles on this questionnaire. My high scores on the test were on attributes and behaviors of idealized influence, inspirational and intellectual motivation, individualized consideration, and contingent reward. The low scores were registered on active management by exception, passive management by exception, and laissez-faire. This implies that I have the ability to inspire subordinates or followers to achieve great things. This process involves focusing on the growth of the individual follower and emphasizing on morals and values (Northouse, 2010, p.200).

Transformational, Transactional, and Laissez-faire Leadership:

There are several leadership approaches that are used by different leaders across the globe to accomplish common goals and objectives. The development and use of different leadership approaches is fueled by the fact that not all styles are effective for every leadership situation or approach. Actually, nearly every situation requires a different leadership approach or style based on the effectiveness of the approach on that particular situation. Some of the most commonly used leadership approaches in today's environment include transformational, transactional, and laissez-faire leadership styles.

Transformational leadership is an approach that has emerged as part of the new paradigm that focuses more on the charismatic and affective aspects of leadership. On the contrary transactional leadership is described as an approach that focuses on the exchanges that take place between leaders and subordinates or followers. Laissez-faire leadership is an approach through which as leader takes a hands-off style or let-things-ride style of approaching or dealing with issues (Northouse, 2010, p.182). These leadership styles have some similarities and differences that make them determine their effectiveness in the leadership process. One of the similarities between these styles is that they all have a transformational perspective of the leadership process. Secondly, the approaches involve the motivation of followers or subordinates towards the accomplishment of a specific objective or goal.

However, these styles have numerous differences that make each of them effective in certain situations and ineffective in others. Laissez-faire leadership approach is at the far right side of the transformational-transactional continuum and represents an absence of leadership. This is primarily because the leader assumes a let-things-ride approach in dealing with specific issues. Generally, this leadership style is characterized by abandonment of responsibility, delays in decision making, provision of no feedback, and minimal effort to enable subordinates or followers to satisfy their needs.

On the contrary, transformational leadership is an approach that focuses on followers' emotions, long-term objectives, ethics, values, and standards since it is concerned with changing and transforming people. As compared to the other two approaches, transformational leadership incorporates an extraordinary kind of influence that motivates followers to achieve beyond their expectations. The process of transformational leadership is distinct in terms of emphasis on evaluating the motives of followers, treating them as humans, and fulfilling their needs.

Transactional leadership is different from these approaches in the sense that it does not individualize the needs of followers or emphasize on their individual development. Leaders who use this approach instead focus on exchanging valuable things with their followers to promote their individual and followers' agendas. In essence, this leadership style is in the best interest of followers for them to accomplish tasks required by the leader. Generally, the exchange aspect of transactional leadership is very visible since it is evident across various levels in organizations.