Details of Leadership Models

Two Well Respected Leadership Models

Let's contrast and compare two popular concepts and the leadership options they offer. A careful analysis of the two will enable the readers to take a hard look at evaluating other systems that may be in favor and use in their organizations. Please note that these two models form the base for building management consulting knowledge. A quick search on top 15 thinkers for additional leadership research theories is recommended but beyond the scope of this book.

After you read and analyze these two leadership models, take time to choose the action that would best fit the problem of the fellow who ate his lunch on company time and the visited friends in the factory. A pros and cons approach to solving the problem would be helpful here.

The highly regarded research of Blake, Mouton, and McCanse⁽³⁾ suggests that a leader has five primary ways to deal with the conflicting needs of getting organizational tasks done and meeting the needs of people who carry out the tasks. (3: Blake, R. R., & McCanse, A. A. (1991). Leadership dilemmas-grid solutions. Gulf Publishing Co.).

Taken in everyday language we see them as being summarized by the following everyday catch phrases:

1. “Do it my way or get on the highway” (win/lose behavior; the task wins, and the people lose)

2. “Keep everyone happy and the task gets done” (lose/win behavior; the task loses, and the people win)

3. “If it ain't broke don't fix it since this too shall pass” (lose/lose behavior; the task loses, and the people lose)

4. “I always seek a compromise because half a loaf is better than none” (the task wins a little/loses a little as do the people)

5. “What do you need to get this task done?” (the win/win approach)

Win or lose behaviors need to be viewed as either meeting the needs of the people or the needs of the organizations. Lose/lose behaviors indicate losses for people and the organizations. Win a little/lose a little, represent compromises and win/win behaviors open the door for meeting the needs of people and organizations.

It seems obvious that the win/win style should solve the “duality of thinking” challenge. In fact, proponents of this style recommend it as the best style for every situation and the behaviors for acting this way make up the curriculum for learning to be a win/win manager.

A win/win manager applies a mixture of task related behaviors for production with those for meeting the needs of the people who produce the work. This is a strength. However, research suggests that the style will not address every group situation successfully and the variances in human behavior, as the style is applied, may cause it to fail. (3. Ibid Northouse).

The second highly respected model is also a style approach with a “wrinkle” in that there are four styles available for application but there is no one “best” style for every situation. The “wrinkle” requires a manager to assess the readiness and ability of an employee to take on a new task.

Research done by Hersey and Blanchard suggests that one of the four leadership styles needs to be chosen to meet the demands of the situation with the ability, skills, and development needs of the person selected to handle it. In everyday terms, they are: (1) “Tell ‘em” what to do; (2) “Sell ‘em” on what to do; (3) “Involve ‘em” with planning what to do; (4) “Give ‘em” the job.

1. A “Tell ‘em” style requires detailed direction with very close coaching and perhaps a step-by-step plan to handle the situation.

   Example: “Tom, after you receive the photos from the studio, be sure to hand carry them to HR and then report back to me for the next step”. This style becomes a key development activity for the growth of the employee.

2. A “Sell ‘em” style involves convincing an employee that he or she can handle the situation and that it is essential that it be done.

   Example: “Joan I have every confidence that you will handle this situation very well. After you finish it, our marketing plan will be completed. Remember, I am always here to help, if you have questions.” This person needs development that enhances the skills and abilities that have already shown success.

3. An “Involve ‘em” style offers development opportunities for an employee to take on a “stretch” assignment involving his or her participation in mapping out the solution to handling a situation. They might be close to “ready now” for more responsibility in an organization's operations.

4. A “Give ‘em” the job style simply means that the situation is described to the employee and the expected goal of handling it is explained. This is a person who is “ready now” for more responsibility and will most likely respond to the assignment with the phrase “Considerate it done.” It polishes a rising star.

The key is to match a strong leadership model with the readiness of an employee to take on more responsibility. This allows and encourages managers to get to know how willing a person who reports to them is to be ready to do the job. It also focuses on the ability and confidence of a worker who wishes to move ahead. However, it requires the manager to choose the best of four styles to address the situation.

The downside question to doing this is “Can we make a close mix and match between a worker's strengths and development needs with those skill levels a typical new and dynamic situation demands?” This is not always an easy task with risks for all parties. The constructive coaching skills of a manager who can match the needs of stakeholders with task demands often takes time.

First cabin quality management consultants can facilitate this process especially employing good listening skills. Obviously, this brief discussion of two widely used systems of leadership cannot be complete.

Please refer to our bibliography if you seek more details on them. Also, there are questionnaires that will identify the type of leadership styles managers tend to use most often in your work. They usually offer the manager challenging workplace instances and offer choices that may be made to address them. A quick online search for “management style assessments” will produce a plethora of choices.