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Kurt Lewin’s theory identifies three leaderships styles: autocratic, democratic or laissez-faire. The leadership style at Dream Homes is Autocratic. It’s directive, the leader makes all decisions, task orientated, the leader provides clear objectives and tells individuals how to achieve them. During the change process this style will be required to manage the Roberts staff in order to have them trained to the new systems and processes of Dream Homes because they will be inexperienced and will need more guidance. The two service agents with 3 months experience need to be managed similarly, with more direction and not as much support. “This is excellent when quick decisions and change need to be managed, however in the long term can be frustrating and demotivating as seen at Dream Homes where staff feel they need more autonomy” (ILM, 2017).
“Democratic leadership is a person based approach focusing on building relationship, collaborating with team members to provide input in decision making. Experienced staff at Dream homes with five and six years experience could be managed using this style as they have already expressed their frustration with the current autocratic style of their existing leader and want more autonomy. This will engage, motivate and make them feel that their ideas are valued. A disadvantage is that less confident leaders may not make decisions when needed and too much time can be spent building relationships that the focus on tasks slip” (ILM, 2017).
“The current leadership style at Roberts is laissez-faire. It relies on trusting staff and allowing them to get on with objectives with minimal direction or guidance, day to day decisions are made by experienced individuals and the leader only provides input when necessary” (ILM, 2017). Once the initial change process has been completed, this style can be used to manage the team at Roberts as it mimics their existing leader, trust has been developed for more than ten years and staff are very experienced and motivated in their work. “This style frees up the leader from having to make day to day decisions in order to give attention elsewhere. It builds individuals within the team to take ownership and responsibility of objectives and to use their initiative and improve their problem solving capabilities” (ILM, 2017). Using this style it can be hard to change people’s ways and they can be slow to react to instructions.
There’s many different leadership models which encompass the above styles. Hersey & Blanchard’s situational leadership model explains there are 4 leadership styles: S1. Directing / Telling, S2. Coaching/ Selling , S3. Supporting/ Participating, S4. Delegating.
Leadership style is selected based on four leadership situations (D1, D2, D3 & D4). The leadership situation, described as developmental levels which are decided based on the task, individual’s competence and their commitment to that task. The style is chosen by deciding how much direction and support a particular situation needs. Direction is the amount of instruction, training, decision making, providing clear objectives, feedback and monitoring that is required by the individual to complete the task. Support is about the leader helping the individual build motivation and confidence as their competence levels increase.
Directing/Telling style (S1) focuses on the leader proving clear task objectives, clear instructions of how to complete it, will closely monitor the progress and is very directive. The level of support required is low. Those who have low competence and high commitment (D1) need more directive behaviour where individual are told what to do and how (S1).
Coaching/ Selling style (S2): leader defines the objectives and makes the decisions, however this is based on the suggestions and concerns provided by individuals about the task. Leader provides support where required to help increase the individual’s confidence and motivation. As individual’s competence and commitment develop (D2), this style is adopted, where there is still some level of direction, however there is increasing level of support.
Supporting/ Participating style (S3), As individuals moves to a moderate/ high level of competence and commitment (D3), leadership style is less directive and more supportive (S3), it’s more collaborative and individuals can help with decision making. Leaders support/guide individuals to think and reflect on the objectives and provide further input which helps build confidence and motivation.
Delegating style (S4), is when individuals have high competence and commitment (D4), leaders are able to delegate tasks (S4). Little to no direction and support is required. The leader is encouraging individuals to develop themselves to take on leadership roles.
The selection of leadership style using this theory is based on the level of competence and commitment towards a task and not necessarily the number of years an individual has worked with the organisation.
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