Followership is an emerging research area that examines leadership from the follower's perspective. This approach posits that to fully understand the dynamics of leadership, the leader-follower relationship must be viewed as bidirectional. It emphasizes that because followers are individuals with unique traits and preferences, there is no universally optimal leadership style or leader-follower dynamic.

Followership in Leadership Style

An influential early study by Kurt Lewin, Lippitt, and White used children as subjects to investigate the effects of different leadership styles. The research focused on how leadership impacted aggression, group dynamics, and satisfaction, providing key insights for both social and organizational psychology.

Lewin's Leadership Study with Children

Bernard M. Bass was an influential researcher who, in 1985, popularized and elaborated on the concepts of transactional and transformational leadership, establishing them as major styles within leadership theory.

Bernard M. Bass

Transactional leadership is a management style focused on supervision and the achievement of organizational goals. This approach operates through a system of transactions, where rewards are given for meeting objectives and punishments are applied for failing to do so. Leaders using this style typically work to maintain the existing status quo within the organization.

Transactional Leadership

Transformational leadership is a style that contrasts with the transactional approach. It is characterized by leaders who possess four key attributes in varying degrees: they are charismatic role models, inspirational and optimistic about goals, intellectually stimulating by encouraging critical thought, and considerate of their followers' individual needs.

Transformational Leadership

Research indicates that transformational leadership approaches are generally more effective than transactional approaches. Nevertheless, individual leaders typically exhibit and apply elements of both styles.

Comparative Effectiveness of Leadership Styles

Meta-analyses have revealed slight but significant gender differences in leadership styles. One study by Eagly & Johnson (1990) found that women tend to adopt an interpersonal style focused on employee morale, while men favor a task-oriented style centered on goal accomplishment. Another study by Eagly et al. (2003) showed that women are more likely to exhibit transformational leadership traits, whereas men more frequently display transactional characteristics. However, these differences are generally small and not absolute, with leaders often exhibiting traits from multiple styles.

Gender Differences in Leadership Styles

Analyze the manager's approach described in the scenario. Identify the primary leadership style being demonstrated and provide at least two specific examples from the text to support your conclusion.

Leadership Style Analysis

Leadership styles are a significant topic within Industrial-Organizational psychology, with numerous theories proposed by researchers. A prominent framework, popularized by researcher Bernard M. Bass, contrasts two key approaches: transactional leadership and transformational leadership.

University of Chicago

New York University

Google

Within organizational psychology, management and leadership are key areas of study, focusing on how different styles affect productivity. This field involves analyzing methods for guiding and directing individuals and groups to achieve organizational objectives, which includes overseeing processes and inspiring people.

Management and Leadership

Spielman, R. M., Jenkins, W. J., & Lovett, M. D. (2020, April 22). Psychology (2nd ed.). OpenStax. https://openstax.org/books/psychology-2e/pages/1-introduction

OpenStax Psychology (2nd ed.) Textbook

Leadership Styles

Developed by Douglas McGregor, these theories of leadership behavior, known as Theory X and Theory Y, were created by integrating the principles of scientific management with the insights of human relations.

Theories of Workforce Motivation and Management

Developed by Donald Clifton, strengths-based management is an approach that encourages organizations to focus on an individual's enduring talents, or 'strengths,' rather than their weaknesses. Clifton's research, based on interviews with 8,000 managers, concluded that strengths offer the greatest potential for growth. This popular management style posits that leveraging these talents allows employees to achieve consistent, near-perfect performance in related tasks.

Strengths-based Management

The contemporary workplace is undergoing rapid transformation influenced by factors like technological innovation, economic fluctuations, global competition, and demographic shifts. These forces compel organizations to adapt their structures and processes to remain competitive.

Drivers of Modern Workplace Change

Age is a significant factor in employee management because workers' attitudes and expectations are shaped by the distinct cultural and historical periods they have experienced. While generational labels can be somewhat arbitrary, they provide a useful framework for organizational management, especially as different age cohorts enter and exit the workforce.

Generational Differences in the Workplace

Based on the following scenario, distinguish between the team leader's actions that are characteristic of management and those that are characteristic of leadership. Justify your reasoning for each.

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