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In symbolic framework, the leader in working leadership is a prophet whose style of leadership is inspiration while the leader in a non performing situation a fool whose style of leadership is smoke and mirrors.
The other model in used in leadership is the managerial grid. This model uses two axes whereby ‘concern for people' is plotted using the vertical axis while the ‘concern for task' is plotted on the horizontal axis. The managerial behaviour is then described using the two dimensions that are drawn as a graph. Both axis's are plotted on a range of 0 to 9 and the leaders are then grouped depending on what they score on both sides. Those who score 9 points on the task side and 1 on the people side are authoritarian, those who score 9 on both sides are team leaders, those who score 1 on both sides are impoverished while those who score 1 on task and 9 on people are country club leaders.
Authoritarian leader are more task oriented and are tough on their employees. These leaders are very tough on schedules and expect the workers to do everything without question. Team leaders lead by good examples and are concerned in promoting a team environment. They encourage their followers to attain their goals effectively and to strengthen the bonds between employees. On the other hand the country club leaders mainly use the power of reward and recognition in maintaining discipline among their employees while the impoverished leader uses delegation of duties as a management style (Chance & Chance 2002). These leaders are neither concerned with maintenance or task accomplishment.
References
Bass B. M. & Riggio R. E. (2006) Transformational leadership London: Routledge.
Hacker, S, & Roberts, T (2003) Transformational leadership: creating organizations of meaning American Society for Quality.
Avolio B. J & Bass B. M. 2002 Developing potential across a full range of leadership: cases on transactional and transformational leadership Routledge: New York.
Gosling, R .B, Marturano, A & Dennison, P. (2003) A review of the leadership theory and competency frameworks. Centre for leadership studies: Dunsford Hill.
Schwartz M. K. , Gimbel K. G. 2000 Leadership resources: a guide to training and development tools Center for Creative Leadership.
Chance, P. L. & Chance, E. W (2002) Introduction to educational leadership & organizational behavior: theory into practice Eye on Education.
Bush T. 2003 Theories of educational leadership and management SAGE.
The transformational leadership report (2007)
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