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MSL 80 Study Guide
Unit VIII concludes with a discussion on diversity and influential leadership and the Hersey and Blanchard situational leadership model.
With the ever-changing work force, the definition of diversity has broadened to more recognizable characteristics. It is imperative that the leader develop a solid base of diverse talent. The global workforce and globalization is changing at lightning speed, which places more pressure on leaders to amend a diverse organization with inclusive cultures. Workforce diversity is “a workforce made up of people with different human qualities or who belong to various cultural groups” (Daft, 2015, p. 327). This diverse workforce not only engages more opportunities to develop employees but also is the foundation for business relations, interpersonal relations, and organizational relations. The changing attitudes toward diversity are a correspondence to the significant changes in our society. Interactive leadership has accelerated diversity to include a focus on relationship building and inclusion. Leaders must focus on building integrated communities through affinity groups and sponsorships. Keep in mind the ultimate goal for the leader is to encourage, support, respect, and collaboratively bind together a team to attain and fulfill an organization’s goals, objectives, and purpose.
A leader’s style and characteristics are influenced by several factors and dimensions. Influential leadership is categorized as either transformational, charismatic, coalitional, or Machiavellian. We will discuss each type in more detail.
An organization’s vision, strategy, and culture lay in the hands of the transformational leader. To transform is to change, and leaders must not only change the organization but change the mindset of the followers within the organization.
It is important to note that transformational leadership is a characterization and differs from transactional
UNIT VIII STUDY GUIDE
Diversity, Influence and Pow
leadership being a process. There are four key differences between the two.
1. Transformational leadership paints a grand vision of a desired future and communicates in a way that makes the pain of change worth the effort.
2. Transformational leadership inspires followers to go beyond their own self-interests for the good of the group.
3. Transformational leadership elevates the concerns of followers from lower-level physical needs to higher level psychological needs.
4. Transformational leadership develops followers into leaders. (Daft, 2015, p. 361)
Transformational leaders follow the suit of their naming. This type of leader can easily inspire others to see beyond self-gratification and work toward the overall good of the organization. Many CEOs and entrepreneurs are transformational leaders due to their aggressiveness and determination.
Charismatic leaders are more personable and dream optimistically, creating an acceptance of change, inspiration, and hope. Their followers are persuaded by the influence and vie to be a part of this leader’s environment. Many politicians are charismatic leaders, and they are portrayed as approachable through verbiage, tone, and delivery.
Coalitional leadership involves individuals of common interest. This type of leader is unique due to their ability
to collectively gather commonalities that brings forth strengths in a group and parlay opportunities among members to work together toward the goals that will better the organization. Listening is a strong characteristic of this type of leader, which is a primary core to one’s development (Daft, 2015).
Machiavellian-style leadership’s focus is more on acquiring individual power than on collaborating with others. Ruthless, almost vindictiveness will come into this type of leader’s behavior. Followers of this type of leader are not primarily focused on the betterment of the group (yet more on their own personal agenda), will eagerly cause distresses among colleagues, and are difficult personalities to juggle (Daft, 2015).
All leaders are influential in one way or another. Leaders have either soft power or hard power. Hard power consists of legitimate power, reward power, and coercive power. Soft power consists of expert power and referent power.
Coercion and inducement are needed at times to avoid those that get into a rut and need to be reminded of complacency. This could be viewed as hard power. The use of organizational capacity to effectively manage a strategic reward system that supports the goals and objectives of the organization is another example of hard power.
Special knowledge and inherent personal qualities are the two resources for soft power skills. The total equation for soft power skills consists of personal charisma, inspiration, persuasion, and non-verbal communication. A soft power skill leader must be able to envision the future to be attractive to followers, be authentic with their emotions, and have the ability to deliver analogies that attract and inspire. Keep in mind that a leader’s primary goal is to continuously be attentive to the needs of the organization while enabling others to follow.
We conclude this lesson with a description of the Hersey–Blanchard situational leadership model. Paul Hersey and Kenneth H. Blanchard created the model with the focus being on matching leadership styles to particular followers’ readiness or preparedness (Daft, 2015). The Hersey–Blanchard situational leadership model’s core is task and relationship behavior. Duties, roles, and responsibilities define the task of the group. Listening, encouraging, and mentor coaching outline the behavioral relationship of the group.
The Hersey–Blanchard situational leadership model has four quadrants, each corresponding to a different combination of task and relationship behavior.
Style 1 (directing style) is labeled high task and low relationship. Under this quadrant, the leader’s input is direct with minimal focus on relationship behavior.
Style 2 (coaching style) is labeled high task and high relationship. It is the opposite of Style 1 in that the leader’s focus is on human relations and task accomplishment.
Style 3 (supporting style) is labeled high relationship and low task. The leader is more of a consultant and focuses on group cohesiveness.
Style 4 (entrusting style) is labeled low relationship and low task. This style is unique because of the group autonomy;
leaders are abreast of the situation, but they are not the guiding directive (Daft
Notably, the Hersey–Blanchard situational leadership model’s concept is that leadership should be handled on a case-by-case manner, and the most effective style is dependent upon the member’s skills, knowledge and group cohesiveness.
