Leadership and Management Styles By: Ms. Fulmore, MBA

According to Yukl (2006), leadership is a multi-faceted discipline that requires a leader to use various leadership styles in order to be successful. If a leader chooses to use only one style of leadership this could hamper his or her ability to be effective. Leadership Theories/Models (Van Wagner) include the following: Participative Management (Transactional), Servant Leadership, and Relationship (Transformational). The Participative Theory is defined as the type of leadership style that allows subordinates to participate fully in the decision making process in order for them to feel valued. The Management (Transactional) Theory is one where the leader rules with an authoritative style (Pearson/Prentice-Hall Self-Assessment, 2007) and employees have very little or no input in the decision-making process. Here the leader rewards subordinates for completing tasks and punishes them when they don’t. Servant Leadership is predicated on the belief of “serving others, including employees, customers, and community, as the number one priority,” (Greenleaf, 1997). In Relationship (Transformational) Theory, this theory is strongly based on the relationship between the leader and the follower. The leader builds relationships with followers while encouraging them and helping them understand why they should support and respect his or her vision (Wren, 1995).

The usage of Management (Transactional) Theory may not be the most favorable, but it can be useful. There needs to be a system in place that holds individuals accountable and this is such a system. The important point in this theory that should be known to the followers and leader is how they will be held accountable for either completing or not completing the task they have been assigned. Once the follower agrees to be held accountable by the system that is in place then they accept the consequences. Getting followers involved (Participative Theory) and allowing them to have a say is important to the success of an organization, holding individuals accountable; Management (Transactional Theory), helps to maintain order within an organization, The Servant Leadership Theory, according to Greenleaf (1997), “emphasizes the need for individuals to provide increased service to those around them, a more holistic approach and mindset to the workplace, a sense of well-being and belonging in a community, and increased opportunities for decision-making power” and Relationship (Transformational) Theory allows for relationship building (Bass, 1990) and the bringing of visions/organizational goals & objectives to fruition.

References Bass, B. (1990). Bass and Stogdill’s handbook of leadership: Theory, research, and managerial applications (3rd ed.). New York: The Free Press. Greenleaf, R.K. (1997). Servant leadership: A journey into the nature of legitimate power and greatness. New York, New York: Paulist Press. University of Phoenix Material: Week 7 Lecture. Leadership and Emotions. (2007). Retrieved June 7, 2009, from University of Phoenix, Week Seven, LDR/711a-Transformational Leadership and Innovation. University of Phoenix. (2007). Pearson/Prentice-Hall Self-Assessment. Retrieved June 7, 2009, from University of Phoenix, Week Seven, LDR/711a – Transformational Leadership and Innovation. Van Wagner, K. (). Leadership Theories- 8 Major Leadership Theories. Retrieved from www.psychology.about.com on June 7, 2009. Wren, J. T. (1995). The leader's companion: Insights on leadership through the ages. New York: The Free Press. Yukl, G. (2006). Leadership in Organizations. Retrieved from www.ecampus.phoenix.edu on June 7, 2009.