¶ … leaderships and two different kinds of practices that leaders may practice with followers.
The three different kinds of leadership are the following:
Deliberative -- where the leader deliberately guides and leads his followers
Participative -- where leader and followers participate in making decisions
Charismatic -- where the leader wins his followers over by virtue of his personality and radical decision-making style
The two different kinds of behavior and attitude that the leader may actuate to followers and that are discussed in this essay are:
reward and punishment that result in desired behavior
Boundary setting -- where the leader imposes perimeters for followers in order to achieve certain results.
Using material appended from other settings the essay concludes by telling us how we may become more effective leaders.
Summary of key facts of the Chapters
Chapter Five
This chapter discusses directive leadership. In this paradigm, the leader is in a purely directive role where he tells the follower what to do. He believes that the follower needs guidance, that if left alone he is apt to falter, and that it is up to the leader to instruct and monitor him. Advantages of this approach can be follower satisfaction and role clarity in that the follower knows exactly what to do. On the other hand, the model can also cause job burnout and stress. Directive leadership works better on some than on others.
Study of outcomes of directive leadership is mixed. Some studies have found that these kinds of leaders receive higher ratings that others who are not directive. Again, it may be that some countries are more congruent to this type of leadership than others since Japan, for instance, seems to prefer this type of orientation. Again too, there are certain situations that more readily call for directive leadership than others such as when people work in a large group or in a highly structured environment. Finally, too, the leader's qualities determine the extent to which his followers are pleased by his directiveness. Proficiency, skill, empathy, expertise, and supportiveness on the leader's part are some of the qualities that make the directiveness come across better.
For those with whom directiveness does not work so well, creating small groups and recruiting followers who need less clarity can take the place of the need for directiveness.
Effective directive leadership improves followers' information, understanding, and ability to deal with work tasks. The two most important qualities of effective directive leaders seem to be Self-confidence and assertiveness and these are accompanied with good communication skills, competence, and experience all carried out in a timely competent manner.
Chapter Six
Chapter Six discusses participative leadership. Which consists of involving followers in the decisions that leaders would otherwise make alone. Sometimes, this also extends to delegating followers to make the decisions even without the presence of the leader.
Participative leadership has been especially popular in the United States and gives followers the feelings of a certain competence, self-control, independence, esteem, and personal growth. Female leaders tend to be participative and this quality is also used with highly competent followers.
The evidence seems to show that participative leadership increases motivation and follower loyalty, although participative leadership also has limitations that include the following: it takes time, removes followers from other tasks, requires training and other support, and may be resisted by some managers.
The qualities of Leader Participativeness are the following:
Drawing out and listening to followers
Holding meetings to share decision problems and gather input
Giving serious consideration to followers' input
Reaching consensus with followers and leaders as equals
Delegating decisions to capable followers
As with deliberate leadership, these qualities are enhanced in certain situations and attenuated in others.
The follower behavioral outcomes are the following:
Increased performance and productivity
High-quality decisions
Professional development of followers
Possible resistance by some followers
Decision requires extra time
Chapter Seven
This chapter talks about leaders rewarding and punishing followers and the effects of this expectation paradigm. Rewards are supposed to increase certain behavior and exist in the form of praise, raise in salary, promotion and so forth. Punishment aims to decrease, or expunge, certain behavior and exists in the form of demotion, firing, criticisms, cut in salary and so forth. This is a social exchange between leader and followers where followers provide the service and leader rewards / penalizes them.
To be most effective, rewards and punishment must be contingent on the performance and be administered in a reliable, just, and consistent manner. They must also be coherent and contingent, since no contingent consequence has little impact. Followers must know too why they are being punished or rewarded for ignorance of consequence can have the opposite impact.
As with leadership qualities, rewards and punishments have their effect contingent on context, environment, and follower and leader qualities.
The most effective qualities for consequences are the following:
Tangible rewards are distributed fairly, promptly,...
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