CHAPTER ONE
INTRODUCTION
Background to the study
Leadership is a process of influence between leaders and subordinates where a leader attempts to influence the behaviour of subordinates to achieve the organizational goals. Organizational success in achieving its goals and objectives depends on the leaders of the organization and their leadership styles. By adopting the appropriate leadership styles, leaders can affect employee job satisfaction, commitment and productivity. Effective leadership and employee job satisfaction are two factors that have been regarded as fundamental for organizational success. According to Mosadegh and Yarmohammadian (2006), employees’ effectiveness is influenced by many organisational contextual factors, ranging from salaries, to job autonomy, job security, workplace flexibility, to leadership. A capable leader provides direction for the organisation and leads followers towards achieving desired goals.
Messick and Kramer (2004) argued that the degree to which the individual exhibits leadership traits depends not only on his characteristics and personal abilities, but also on the characteristics of the situation and environment in which he finds himself. Since human beings could become members of an organization in other to achieve certain personal objectives, the extent to which they are active members depends on how they are convinced that their membership will enable them to achieve their predetermined objectives. Therefore, an individual will support an organization if he believes that through it his personal objectives and goals could be met; if not, the person’s interest will decline. Leadership style in an organization is one of the factors that play significant role in enhancing or retarding the interest and commitment of the individuals in the organization. Thus, Glantz (2002) emphasizes the need for a manager to find his leadership style.
Leadership is less about one’s needs, and more about the ‘needs of the people and the organization one is leading (Goleman, 2010). Goleman believes that leadership styles are not something to be tried on like so many suits, to see which fits; but that they should rather be adapted to the particular demands of the situation, the particular requirements of the people involved and the particular challenges facing the organization.
Leadership style is defined as the pattern of behaviours that leaders display during their work with and through others (Hersey and Blanchard, 2003). Miller, Crapo and Hankinson (2002) view leadership style as the pattern of interactions between leaders and subordinates. It includes controlling, directing, and indeed all techniques and methods used by leaders to motivate subordinates to follow their instructions.
According to Kavanaugh and Ninemeier (2003), there are three factors that determine the type of leadership style: leaders’ characteristics,’ subordinates characteristics and the organization’s environment. More specifically, the personal background of leaders such as personality, knowledge, values, and experiences shapes their feelings about appropriate leadership that determine their specific leadership style. Employees also have different personalities, backgrounds, expectations and experiences. For example, employees who are more knowledgeable and experienced may work well under a democratic leadership style, while employees with different experiences and expectations require a autocratic leadership style (Kavanaugh & Ninemeier, 2003). Some factors in the organization’s environment such as organizational climate, organizational values, composition of work group and type of work can also influence leadership style.
Leaders can however adapt their leadership style to the perceived preferences of their subordinates (Wood, 2004). Leadership styles can be classified according to the leaders’ power and behaviour as autocratic, democratic, and laissez-faire, where styles are distinguished by the influence leaders have on subordinates (Mullins, 2001 and Rollinson, 2005). More specifically, power has been considered as: the potential of a process to influence people (Hersey and Blanchard, 2001); a part of the influence process at the core of leadership (Northouse, 2004); and the rights that allow individuals to take decisions about specific matters (Rollinson, 2005). The influence of leadership will differ according to the type of power used by a leader over their subordinates (Mullins, 2001). Hence, leaders will be more effective when they know and understand the appropriate usage of power (Hersey and Blanchard, 2003). According to Kavanaugh and Ninemeier (2001) an autocratic style is embedded in leaders who have full organizational power and authority for decision making without sharing it with their subordinates, while a democratic style implies that leaders share their authority of decision making with employees and delegate, and finally a laissez- faire or free-rein style exists where leaders give their employees most of the authority over decision making.
Goleman(2010) displayed a different approach to leadership style classification.
According to him, there are six leadership styles, and they are:
i. Visionary: This style, according to Goleman, is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams.
ii. Coaching: This one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization
iii. Affiliative: This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other.
iv. Democratic: This style draws on people’s knowledge and skills, and creates a group commitment to the resulting goals.