The paper "Leadership Behavior Styles" is a perfect example of a management assignment. According to this theory, leaders should develop and adapt their management styles according to the readiness and willingness of each follower to perform tasks. These tasks can be either supportive or directive. Four different leadership styles match the followers’ development levels: telling, participating, selling and delegating. These are discussed below and they generally discuss the focus of the relationship between the leader and the follower. They suggest that leaders should focus on the task in question according to the follower’ s development level.
A brief description of these leadership styles shall be given in this paper including their use in accordance with an individual’ s personal development. Telling In this style, the follower is insecure, unwilling and unable. There is also high defectiveness as well as low supportiveness. The leader, on the other hand, has a low relationship focus and a high task focus. Incase the follower cannot perform the job or is afraid or unwilling to try new tasks; the leader takes a directive role and tells them what to do irrespective of the relationship.
The leader can also give out a working structure showing how the job is done or how the person is controlled. However, the leader can first find out how the person looses motivation as well as any limitations inability because the two factors can be integrated. In order to ensure that all actions are clear, the leader must, therefore, keep a clear position. Selling The follower here is motivated or unwilling but unable and high in both directive-ability and supportiveness. The leader must have a high relationship and task focus.
There is no need to tell the follower what to do because it might confuse them by conflicting with their ability and confidence. There is a need for the leader to ‘ sell’ another way of clarifying and explaining decisions. The leader must also spare time to advise, listen and share ideas with the follower so that the follower acquires the necessary skills through this selling method.
ReferenceDaft, R. L., & Lane, P. G. (2008). The leadership experience. Mason, OH: Thomson/South-Western.