UNIT 11 - Leadership Styles and Decision-Making Flashcards
(12 cards)
Universalistic vs. Contingency Theories
- Universalistic theories (e.g., behavioral styles) suggest that certain leadership styles are effective regardless of context.
- Contingency theories propose that the effectiveness of leadership styles depends on the situation.
Authoritarian (Autocratic) (Lewin)
- The leader centralizes authority and uses formal power.
- Gives orders and expects followers to comply without input.
- Power is derived from position, not relationships.
- Can result in fast decision-making, but may reduce motivation and creativity.
Participative (Democratic) (Lewin)
- The leader involves followers in decision-making.
- Encourages discussion and consults with team members.
- Power is shared, and consensus is valued.
- Can increase commitment, motivation, and team satisfaction.
Laissez-Faire (Lewin)
- The leader appears disinterested or passive.
- Delegates most or all responsibility to followers.
- Provides minimal guidance or structure.
- May lead to low engagement or productivity, especially when teams need direction.
Critical Perspectives on Lewin’s Model
- Developed in a specific context (Germany, 1930s).
- Not originally intended for organizational or managerial settings.
- Lacks empirical support for effectiveness in business environments.
- Useful as a conceptual foundation, but oversimplifies complex leadership dynamics.
Authoritarian Decision-Making
Leader makes decisions independently.
Involves minimal or no input from team members.
Efficient when:
- Time is limited
- Conflict of interest exists
- Team lacks expertise or commitment
Participative Decision-Making
Leader includes team members in the decision-making process.
Can involve varying degrees of consultation or shared responsibility.
Beneficial when:
- Team shares goals and objectives
- Team has relevant knowledge
- Team commitment is crucial to implementation
The Vroom–Jago Model of Decision Making
This model expands on leadership decision-making by introducing five distinct styles placed along a continuum from leader-centered to follower-centered.
Five Decision-Making Styles:
- Decide
Leader makes decision alone and announces it.
Most authoritarian. - Consult Individuals
Leader asks for input from team members individually, then makes the decision alone. - Consult Team
Leader presents the issue to the team in a meeting and gathers suggestions, but retains final decision-making authority. - Facilitate
Leader presents the problem to the team and helps them reach consensus.
Leader acts as facilitator, not final decision-maker. - Delegate
Leader delegates the decision entirely to the team.
Most participative.
Leadership During Crises
Successful leadership during the COVID-19 pandemic included traits such as:
- Acting urgently
- Transparent communication
- Learning from missteps
- Consulting experts
- Sharing power and responsibility
Research highlighted that female leaders often exhibited these traits effectively.
Leadership for Contemporary Challenges
Addressing issues like the climate emergency requires leadership that:
- Encourages collaboration and youth empowerment
- Promotes action on complex, systemic issues
The Concept of Empowerment
Widely used in both social activism and organizational settings.
In organizations, empowerment involves:
- Decentralizing power
- Giving employees autonomy and decision-making authority
- Removing bureaucratic constraints
Seen as a top-down process, but:
- Research also shows that influence can flow upward from subordinates to leaders.
Upward Influence and Mutual Empowerment
Subordinates can shape leadership decisions by:
- Voicing expectations
- Sharing insights and expertise
- Influencing through consistent upward communication
This aligns with a more dynamic view of leadership where power is shared rather than imposed.
