Participative Leadership Style Report

Student Name: Kwok Pui Tik

Student Number: 177001208

Module: Academic and Professional Development

Assessment Title:

Tutor Name

Word Count

Contents

1.0 Introduction 3

2.0 Types of leadership and leadership styles 3

2.1 Transformational leadership 3

2.2 Laissez-Faire leadership 3

2.3 Autocratic leadership 3

2.4 Participative leadership 3

2.5 Transactional leadership 4

3.0 Development of leadership theory over time 4

4.0 The difference between leadership and management 4

4.1 Characteristics of leadership 4

4.2 Characteristics of management 5

5.0 Innate and learned leadership skill 5

5.1 Example 1 5

5.2 Example 2 5

6.0 Conclusion 5

7.0 Reference List 6

1.0 Introduction

This report aims to analyse the key aspects of leadership

Rast, Hogg and Giessner (2013) suggest that the autocratic leadership styles are stronger to supervise the employee, encourage employee through the penalty or threat to achieve their goals. It will ignore the job satisfaction of their employee.

2.4 Participative leadership

Participative leaders pay attention for the team, it can accept the opinions of followers easily. Participative leadership styles can efficiently enhance the atmosphere, job satisfactions and development of the team since the followers can participate the decisions. However, Participative leadership styles are difficult to make decisions in the short-term as it needs to consider many opinions (Huang, Iun, Liu & Goung, 2010).

2.5 Transactional leadership

Transactional leadership styles can obtain more influence and power from followers. Transactional leaders set up a goal for the followers, when the followers achieve the goal, they will get a job reward. Transactional leaders enhance work ability, performance and effectiveness of followers through job reward or penalty (Bass, 1990).

3.0 Development of leadership theory over

(2011). Transcendental leadership: The progressive hospitality leader's silver bullet. International Journal of Hospitality Management, 30(3), 708-713. doi:10.1016/j.ijhm.2010.12.005

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18, 19-31.

Bolden, R., Gosling, J., Marturano, A. and Dennison, P. (2003) A Review of Leadership Theory and Competency Frameworks. Report for Chase Consulting and the Management Standards Centre, Centre for Leadership Studies, University of Exeter.

Buch, R., Martinsen, Ø. L., & Kuvaas, B.(2015). The destructiveness of laissez-faire leadership behavior: The mediating role of economic leader-member exchange relationships. Journal of Leadership and Organizational Studies. doi: 10.1177/1548051813515302

Durbin, A. (1997). 10 Minute Guide to Leadership. New York, NY: Macmillan Spectrum/Alpha Books.

Horner, M. (1997). Leadership theory: Past, present, & future. Team Performance Management, 3(4), 270-287.

Huang, X., Iun, J., Liu, A., & Goung, Y. (2010). Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non-managerial subordinates. Journal of Organizational Behavior, 31, 122–143. doi: