Hello and well come back!
We have seen many theories by now.
And it is not difficult to see that all of them always focus
on how we deal with our people.
Avolio and Bass developed what they called the full range leadership model,
which is organized around two different dimensions.
One is the degree of activity.
Basically, this axis measures the level of engagement of leaders,
including their involvement in the leadership.
The second dimension is the effectiveness axis.
Here we try to plot how effective a leader is
and how she or he motivates and moves people or teams
toward the success of the projects.
And also, the outcomes of the leader´s actions and performance,
regarding the needs and motivation of his or her team.
We can flow from what can be defined as the most passive
and most ineffective style, which is called Laissez-Faire.
Basically, it is the lack of any leadership.
This can have unwanted consequences such as the rising of conflicts
and also the creation of disarray and displeasure towards the leader,
the project or the organization.
Following to a more active and effective styles, we find one called
Management by Exception.
This kind of leadership is commonly known as MBE.
As we mentioned before, it is slightly more effective
than the Laissez-Faire style.
This kind of management has two different styles or categories.
The most passive one is called Passive MBE.
It is called passive because this kind of leaders
always act when things go wrong, trying to look for the wrongdoings
and exposing them in a negative way.
When speaking of passive MBE leaders, it is easy to see that they remain hidden
and only show up when something goes wrong.
As they are going to expose the bad behaviors of their colleagues,
it is common for them to hide the mistakes, to make the leader
to be away from them.
The most positive and effective MBE is known as active MBE.
In this case, the leader tries to act before something goes wrong,
trying to avoid unwanted scenarios.
The main problem here is that they just point out the wrongdoings,
trying to show the mistakes of their workers.
In general, they tend to lose their time doing micromanagement,
trying to supervise and monitor all the group actions and behaviors.
So, we can say that these kinds of leadership
tend to be negative, provoking rather than solving
more conflicts and problems.
They are destructive.
A very typical way of leadership that we find after the Laissez-Faire
and the MBEs styles in the chart is the Contingent Reward.
The basic idea of this leader is to avoid wrong behaviors by rewarding
all the positive ones, and not by punishing
the negative performances.
This means, to reward those behaviors.
To be able to achieve that, a Contingent Reward leader
has to set objectives and goals together with their team mates,
all of them have to be clear and measurable,
always focused on the results.
When setting the goals, it is needed to agree on the rewards
for the success of the different goals.
The Contingent Reward leader should work with two important tools.
The first one is to monitor avoiding the micromanaging and, the most important,
to give feedback to correct unwanted behaviors
and strength the positive ones.
So that the different tasks
meet their goals.
This kind of leadership style makes people feel better than the others.
They are comfortable working in their team
and improve their performance.
Both the MBE and the Contingent Reward styles
are known as Transactional Leadership.
Why?
Because basically, they are a transaction,
the same as when you go to the grocery store and buy some fruit.
You pay for the fruit and you get a good.
Whenever the worker performance is positive,
then he or she obtains a reward.
And when the performance is not what the leader expects,
the worker can be punished.
The last step is the most effective and active kind of leadership.
This leadership style is called Transformational Leadership.
The main idea of this kind of leadership is to make workers be more proactive,
autonomous and committed to the projects and the organization.
To do that, the idea is to motivate them in a way that they move
from the obligation to wanting fulfill a task.
To achieve this leadership, we have to know its four categories
Which are the 4 I’s, like in India.
These are:
Individualized Consideration,
Intellectual Stimulation,
Inspirational motivation,
and Idealized influence.
We are going to finish here the Unit 2.
And in the next Unit, we will see Transactional
and Transformational Leaderships in more detail.