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Leadership Style and Continuum in Organization

Leadership style is a model of interaction between a manager and subordinates. It allows leaders to make proper decisions, delegate tasks and put the responsibility on certain employees. In addition, the style usually defines such vital aspects as the level of motivation of workers, their loyalty to the company, and the ability to generate new ideas. Therefore, it is critical to determine the organization’s predominant style of leadership, its relevance to Tannenbaum and Schmidt’s continuum, and how this style is applied in the company.

The predominant style of leadership in my organization is the employee-oriented style. Its principal value is a worker; as a result, this approach is needed in creative teams (Hussain et al., 2017). Such an attitude can maximally stimulate employees to work, whereas the task of a leader is to define a goal and create conditions for its achievement. This style allows subordinates to find solutions in the work process (Othman et al., 2017). First, the leader describes the problem and gives the parameters of the conclusion. Then, the team is in charge of the way out of the situation and the final decision. The leader is responsible for the result of the work and controls the risk by setting limits and criteria that the final decision should meet (Ilham, 2018). The manager is required to acknowledge the competence of colleagues, being confident that they can make the right decision. This attitude proves to give freedom and power to subordinates.

Tannenbaum and Schmidt’s continuum signifies that a leader adopts a style of behavior that is adequate to his/her views on the role in the process and on the emerging situation. When choosing a leadership style, the CEO should consider three important elements: forces in employees, forces in the manager, and forces in the situation (Tannenbaum and Schmidt, 2017). Concerning my organization, my team members are competent enough to be allowed to have so much freedom. The company’s goals are clear to make the proper conclusions; the team works harmoniously to take an effective decision on their own in the allotted time (Tannenbaum and Schmidt, 2017). The structure of the organization allows employees to make a decision together. The leader remains responsible for the decisions and behavior of the team. The organization’s performance depends on the manager’s ability to describe tasks and present the ideas to subordinates effectively.

If the leader trusts the team to arrive at a decision and considers bad results as teaching experience, the ability of subordinates to make the right decisions will improve. This results in the fact that this contributes to a favorable climate in the organization. Since a good relationship between employees and the manager is the key to successful and long-term work, it also ensures minimal employee turnover (Ilham, 2018). In addition, if the organization has a culture of respect for its members, then using a task-oriented style will be considered inappropriate, even if the members of the company are inexperienced (Rüzgar, 2018). Employee-oriented style provides an opportunity for self-expression and self-realization; this is an important factor for individuals with creativity.

To sum up, the most beneficial skill of an effective leader is the ability to adapt the management style depending on the current situation and the personality type of a particular employee. Thus, for a creative team, the employee-oriented style can be recognized as the most efficient as it provides freedom and attention to personality traits. As a result, workers feel their value, reveal their best qualities and make a significant contribution to the profit; overall, the company continues its development..

Reference List

Hussain, S. T. et al. (2017) ‘Transactional leadership and organizational creativity: Examining the mediating role of knowledge sharing behavior’, Cogent Business & Management, 4(1), 1-11.

Ilham, R. (2018) ‘The impact of organizational culture and leadership style on job satisfaction and employee performance’, Journal of Advanced Management Science, 6(1), pp. 50-53.

Othman, A. K. et al. (2017) ‘The influence of leadership styles on employee engagement: The moderating effect of communication styles’, International Journal of Advanced and Applied Science, 4(3), pp. 107-116.

Rüzgar, N. (2018) ‘The effect of leaders’ adoption of task-oriented or relationship-oriented leadership style on leader-member exchange (LMX), in the organizations that are active in service sector: A research on tourism agencies’, Journal of Business Administration Research, 7(1), pp. 50-60.

Tannenbaum, R. and Schmidt, W. H. (2017) ‘How to choose a leadership pattern’, in Hooper, A. (ed) Leadership Perspectives. London: Routledge, pp. 75-84.

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