MGT9700 Discussion Assignment: Leadership Developement
Discussion 1
This case study identifies various leadership patterns in each manager. In 1939, Kurt Lewin categorized three types of leadership styles in business: autocratic, democratic, and laissez-faire (Bendersky,2023)
Marion’s leadership style can be described as authoritarian & Theory X approach; she is both intimidating and demanding. In contrast, Heather’s leadership style is democratic & practice Theory Y. She is supportive of her employees and readily available to provide guidance when they have questions or concerns. Bruce, on the other hand, adopts a laissez-faire approach & tendency to Theory Y
According to Allafchi (2017) democratic leadership that is known as the most desirable type of leadership in management.Heather’s leadership style is ideal for the bank’s goals. She includes employees in customer calls, observes new employees during their interactions, and provides feedback. Additionally, she motivates the team with games to see who can open the most accounts.
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Advice for Bank Managers
Heather
Recommendation: While Heather is skilled in management, she should balance her approach with a bit more firmness. Being overly tolerant and trusting 100% of the time can lead to employees taking their responsibilities too lightly. Heather should maintain a moderate stance to ensure accountability and performance.
Marion
Recommendation: Marion should work on being more tolerant and empathetic, avoiding skepticism, demonstrating empathy and maintaining professionalism, especially when providing feedback or criticism, will foster a positive and supportive work environment.
Bruce
Recommendation: Bruce needs to increase his focus and support for his employees. Improved communication with other managers is also essential. Additionally, Bruce should reduce the time spent in front of the computer and engage more directly with his team.
Preparation Tips for Vanessa’s Three-Month Review
Be Receptive: Vanessa should be open to any comments or criticism from her manager, viewing them as opportunities for growth.
viewing them as opportunities for growth.
Set Goals: She should establish clear personal and professional goals, aligning them with the bank’s objectives. Vanessa should also develop a plan for achieving these goals, demonstrating her commitment to her role and the bank’s success.
References :
Allafchi, N. (2017) Effect of Democratic leadership Style on Management of
Communicationwith Customers in Melli Banks of Hamedan. International Journal of Cultural and Social Studies (IntJCSS). December 2017 : 3(2) ISSN : 2458-9381.
Available at : https://dergipark.org.tr/tr/download/article-file/395622 [Accessed on 11 July 2024]
Bendersky, A. (2023) The 3 Types of Leadership Styles in Business – Which One Is Right for You? Available at : https://www.salesforce.com/blog/3-common-leadership-styles/ [Accessed on 11 July 2024]
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Discussion 2
It is quite clear that Marion has a theory X or an authoritarian/autocratic style of leadership, which in turn does not help Vanessa in any way other than imposing fear and intimidation. It aligns with Bwalya, A. (2023), who wrote that the autocratic leadership style has created a tense work environment that is often exhausting for employees and leads to high employee turnover. Vanessa seems motivated to accomplish her goals in opening accounts and meeting targets, so this leadership style isn’t helping. It suits employees who need to be more motivated and willing to take on any responsibility. Marion has likely developed this leadership style due to her being in the position for ten years, which has more than likely given her the impression that she may be better than newer managers. It is too early to decipher whether this style would keep Vanessa’s numbers up or not.
Bruce’s leadership style could be more hands-on and described as laissez-faire. This approach lacks leadership, and according to Skogstad A. et al. (2007), a laissez-faire leadership style is not only a lack of presence and, therefore, a type of zero leadership, but it implies not meeting the legitimate expectations of the subordinates and superiors concerned. Although the case study states that Vanessa enjoys it when Bruce is less interactive regarding targets and performance, he also does not help or give advice when required, affecting Vanessa’s performance and target goals.
Heather’s theory Y, or the democratic leadership style, seems more effective in this setting. Vanessa is gaining support, advice, and learning methods from Heather. Because Vanessa is motivated to achieve her goals, this leadership style offers more benefits than the above styles. Bwalya, A. (2023) wrote that democratic leaders maintain open lines of communication with their team members. They actively seek feedback, provide regular updates, and ensure everyone has access to information necessary for their roles.
From the bank’s perspective, I believe that for the first three months, Vanessa needs a democratic leadership style to learn the bank’s methods and techniques for achieving goals. If the goals and figures aren’t met after the three months, a more direct leadership approach could be introduced to enhance motivation and improve target achievements.
Bwalya, A., 2023. Leadership styles. Global Scientific Journal, 11(8).
https://www.researchgate.net/profile/Arthur-Bwalya/publication/373068669_LEADERSHIP_STYLES/links/64d6349eb684851d3d9f6d24/LEADERSHIP-STYLES.pdf
Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M.S. and Hetland, H., 2007. The destructiveness of laissez-faire leadership behaviour. Journal of occupational health psychology, 12(1), p.80.
https://www.researchgate.net/profile/Anders-Skogstad/publication/6547331_The_Destructiveness_of_Laissez-Faire_Leadership_Behavior/links/5536599c0cf20ea35f12699e/The-Destructiveness-of-Laissez-Faire-Leadership-Behavior.pdf
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Discussion 3
Based upon McGregor (1960) evaluation upon leadership philosophy, he drew attention to work motivation and thus, leaders views upon employee motivation. Concluding two theories, X and Y. Both with different assumptions upon employee motivation.
Case study, of Many Managers, Different Style. Three managers who each have different approaches to leadership, are described. Firstly, Marion, closely relates to Authoritarian or Autocratic leadership styles, this style is directive and seeks control (Dyczkowska & Dyczkowski, 2018). Theory X is intricately linked to Autocratic leadership, with behaviours suggestive that employees dislike work, need direction and to be controlled and seek security over responsibility (Bass, 2015). Marion, shows criticality towards Vanessa, lacking social relation and thus, task focused. Marion would benefit from an objective perspective and development of relation skills.
Secondly Bruce, where possible will hide away behind his monitor and has minimal interactions with employees. Bruce’s leadership style is Laissez-Faire (Muenjohn, 2018). For Vanessa, the avoidant behaviour of Bruce is unsettling. Although Bruce delivers data information during the meetings and then retreats, Vanessa has a negative perspective on Bruce and fearful of scrutiny of her account and relationship figures. Bruce would benefit from development of task and people skills. Thus, would allow for Vanessa to understand her position and expectations.
Lastly, Heather. Who has been supportive and participative in Vanessas new appointment within the bank. Heathers leadership style aligns with Transformational Leadership and Theory Y (Bass, 2015). By providing role-modelling behaviours through interactions and opportunities to gain experience and develop. Providing inspirational motivation, through emotive messaging and supporting Vanessa with her concerns about her three-month review. Creating opportunities for goals to be reach through games and encouragement through intellectual stimulation and recognising Vanessa as an individual, with her own concerns and adapting support to Vanessa’s needs (Muenjohn, 2018a). Heathers leadership style has benefitted Vanessa thus far, in her client facing role. Thus, Transformational leadership is recommended for the bank, due to the competencies of Heather and her ability to remain task orientated and employee focused.
References:
Bass, B.M. (2015) Theory X and Y. Wiley Encyclopedia of Management, pp.1-1. [accessed at: https://onlinelibrary.wiley.com/doi/abs/10.1002/9781118785317.weom110274 on 11th July 2024].
Dyczkowska, J. and Dyczkowski, T., (2018) Democratic or autocratic leadership style?: participative management and its links to rewarding strategies and job satisfaction in SMEs. Athens Journal of Business & Economics, 4(2), pp.193-217. [accessed at: http://hdl.handle.net/11159/1858 on 10th July 2024]
McGregor, D. (1960) Theory X and theory Y. Organization theory, 358(374), p.5. [accessed
at: https://edisciplinas.usp.br/pluginfile.php/7496611/mod_folder/content/0/SEB_LYO_McGregor
_Thinker.pdf on 11th July 2024].
Muenjohn, N. (2018) Leadership: regional and global perspectives. Cambridge University
Press. Cambridge. ISBN: 9781108459297. Pp 65-66. [accessed at:
https://content.talisaspire.com/lincoln/bundles/5dcab30dc1af240336442b94 on 11th July 2024].
Muenjohn, N. (2018)a Leadership: regional and global perspectives. Cambridge University Press. Cambridge. ISBN: 9781108459297. Pp 73-74. [accessed at:
https://content.talisaspire.com/lincoln/bundles/5dcab30dc1af240336442b94 on 11th July 2024].
