Leadership style

Rosener observed, their self-description of their leadership style went beyond the usual definitions of participation ... 

As the most difficult element of all, it also requires executives to change their leadership style. 

It is the leader s job to determine the readiness of the group and then apply the appropriate leadership style to the situation. 

A study of pharmacists who worked in community settings or for national and state pharmacy associations found that the most common leadership style was selling (high task/high relationship), and the next most common was participation (low task/high rela-... 

Ibrahim MIM, Wertherimer AL 1998. Management leadership styles of effectiveness of community pharmacists A descriptive analysis. / Sue Admin Pharm 15 57. 

Ibrahim MIM, Wertherimer Al,Myers MJ.etal. 1997. Leadership styles and effectiveness Pharmacists in associations vs. pharmacists in community settings. J Pharm Market Manag 12 23. 

This chapter builds on the leadership theories related to organizational behavior discussed in Chapter 8. Specifically, this chapter will help you to gain a greater understanding of the definitions and concepts of leadership, qualities of an effective leader, leadership theories and styles, how to use your personal strengths to enhance your leadership abilities, developing leadership in others, evaluative tools to identify your personal leadership style, and leadership roles within the profession and community for students and pharmacists. 

Leadership theories help us to understand the leadership style ofyour immediate boss and other administrators. Understanding leadership theory and leadership styles enables us to identify the personal values and vision that guide the organizations management team. It also provides insight into your employers expectations of you as an employee. 

Bolman and Deal (2003) present another concept of leadership style that incorporates the use of frames to maximize the success of the organization. Frames are defined as windows on the world of leadership and management. A good frame makes it easier to know... 

Structural leaders do homework rethink the relationship of structure, strategy, and environment and focus on implementation. Whereas, human resources leaders believe in people and communicate their beliefs. They are visible, accessible, empower others, and refer to employees as partners or associates. Political leaders clarify what they want and what they can get. They persuade first, negotiate second, and coerce only if necessary. Symbolic leaders lead by example, offer plausible interpretations of experience, communicate a vision, tell stories, and respect and use history. Reframing leadership is a leadership style that will be valuable in assisting future leaders to create new opportunities within their environments. 

What is the importance of developing insight into your personal leadership style ... 

When women do actively adopt an assertive leadership style, they are perceived more negatively than men. A laboratory study measured people s facial reactions to people trained to act as a leader.16 The study demonstrates that both women and men—unconsciously but visibly—react negatively to women in a situation that is aimed at finding a group solution to a problem. People respond especially negatively to women s attempts to be assertive. 

Dr. Scolnick s retirement at the end of 2002 probably won t alter Merck s basic approach to research, but it will mean a significant change in leadership style. His successor and former deputy, Peter Kim, is considered more easygoing and is expected to allow the staff more independence. Some... 

Two of these situational theories are the situational leadership theory and the contingency theory, in which the organizational environment is considered a major factor in leader effectiveness. The path-goal theory adds another extension to these situational theories — the concept of the leader as a coach and mentor. The concepts of mentoring and coaching are more fully discussed in Chapter 7. The concept of situational leadership as developed by Paul Hersey and Kenneth Blanchard helps participants identify their own leadership styles, understand the four preferred styles available to them, and matches leadership styles to the needs of their followers (see Bennis and Nanus, 1985). 

Emotional intelligence and leadership Daniel Goleman (1998) introduced the concept of emotional intelligence (El). This concept, while still controversial, merits some elucidation as it relates to leadership. Goleman and others describe El as the emotional needs, drives and true values of a person. El research is akin to the trait theory of leadership, in which the core elements of successful leaders are identified. Researchers have then taken these traits and identified leadership styles in which these traits are dominant, thus allowing a person to begin using particular traits in particular situations. 

Purportedly, El largely determines the leaders success in both their careers and relationships with others. Goleman describes El in four separate domains self-awareness, self-management, social awareness, and relationship management or social skill. The first two domains are personal. The last two are more externally related, characterized by an appreciation and respect for others through effective and clear communication. Each El concept and how it relates to leadership styles is detailed in the following. 

Whereas many theories help an individual xmderstand how to lead, there remain styles of leadership that a person can adopt to influence the actions and behaviors of others. Many of the theories discussed earlier describe some form of leadership behavior. The work of Daniel Goleman in El provides a nice framework for describing various leadership styles. 

The four Els described by Goleman can be important traits for a leader to possess, but they alone are not useful in identifying a good leader. Instead, these traits must be coupled with a repertoire of leader behaviors, or styles. Daniel Goleman has developed six styles of leadership that make use of some or all of the Els previously described. Table 5.1 lists the leadership styles and the primary Els associated with these styles. 

Most managers have a particular leadership style, which serves them well during times of non-disaster operations. Such styles usually span a spectrum of varying degrees of control—directive, supportive, participative, or achievement-oriented. To be effective, disaster managers need to be able to match the management style with the phase of disaster operations (Cuny, 2000). 

Figure 8.2 illustrates the degree of directiveness of the leader during the phases of disaster planning and management. The ability to toggle back and forth between different leadership styles requires practice and experience. Staging drills between times of disaster response offers the opportunity to practice. 

Cuny, F. (2000). Principles of disaster management, management leadership styles and methods. Prehospital and Disaster Medicine, 15(1), 78-81. 

Figure 3 Full Range Leadership Model Optimal and Suboptimal Profiles as Created by the Frequency of Displaying the Leadership Styles Behaviors. (Adapted from B. J. AvoUo, Full Leadership Development Building the Vital Forces in Organizations, p. 53, copyright 1999 by Sage Publications, Inc., reprinted by permission of Sage Publications, Inc.)...

Figure 5 The Relationships between the Full Range Leadership Model s Styles and Leader Effectiveness in Public and Private Oiganizations in Lowe et al. s (1996) Meta-anedysis of 47 Samples. (MLQ = multifactor leadership questionnaire, which measures transformationail, transactional, and nontransactional leadership Relationship = correlations between leadership style and leader effectiveness Follower measures = subordinate perceptions of leader effectiveness oiganizational measures = quasi-institutional measures of leader effectiveness including both hard meeisures [e.g., profit] and soft measures [e.g., supervisory performance appraisals].)...

More recent attempts to utihze findings from the new genre of leadership theory in selection use both biodata and assessment center procedures. AvoUo and colleagues from South Africa have developed a preliminary tool to assess the leadership potential of candidates to the South African police force. This tool is based on the multifactor leadership questionnaire (MLQ) developed by Bass and Avolio (1996) to measure the full range leadership styles. The assessment center also includes a biodata survey that has been used in previous research (Avolio 1994). Sinulariy, researchers from the Center for Creative Leadership examined the process of executive selection and identified that success in the top three jobs in large organizations was predicted mostly by relationships with subordinates and expressed affection (Kouzes 1999). 

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