Leadership as the essence of management; types of leadership styles

Comment on the statement

Leadership is getting people to pursue the group's goals because they want to, not merely because they are told to. Management is broader: it covers planning, organising, staffing, directing and controlling. The statement means that leadership is the part of management that brings all the others to life: plans, structures and controls achieve nothing until people act on them, and it is leadership that makes them act willingly. The statement is largely true: good managers must be good leaders. But management also needs sound planning, organisation and control; leadership without these is unfocused. Leadership and management are therefore complementary, with leadership at their heart; leadership is the binding force that keeps a group working towards its goals.

Why leadership is called the essence of management

1. Initiates action: the leader turns plans into action by communicating and directing.
2. Motivates employees: through recognition, example and appropriate rewards.
3. Provides guidance and confidence: explains goals and supports people through difficulties.
4. Creates cooperation and team spirit: reconciles individual and group goals.
5. Builds morale and a good working climate.
6. Manages change: persuades people to accept new methods and overcome resistance.
7. Develops people: coaches subordinates and builds future managers.
8. Represents the group to higher management and outsiders.
9. Achieves goals through people: the core of management.

Types of leadership styles

The styles below run from those that share the most with followers to those that keep the most with the leader, and then to those built on rewards, vision or the followers' readiness.

1. Laissez-faire (free-rein): the leader gives broad goals and leaves decisions to followers. Suits experts and creative work; risks lack of control.
2. Democratic (participative): the leader consults followers and shares decisions. Better decisions and commitment; slower.
3. Paternalistic: the leader cares for followers like a parent but decides for them. Builds loyalty; may create dependence.
4. Bureaucratic: leadership by rules and procedures. Consistency in routine work; rigidity.
5. Autocratic: the leader decides alone and expects obedience. Quick decisions, useful in emergencies or with untrained staff; but low morale and initiative.
6. Transactional: exchanges rewards for performance against clear targets. Efficient in stable conditions.
7. Transformational: inspires followers with a vision and develops them to exceed expectations. Suits change and innovation.
8. Situational: the leader adjusts direction and support to the followers' readiness (telling, selling, participating, delegating).

Autocratic, democratic and free-rein are the three classic styles; paternalistic and bureaucratic leadership vary how authority is used, while transactional and transformational leadership describe a different dimension, how the leader motivates, and situational leadership changes the style to suit the followers' readiness.

Example. A plant head uses firm direction during a safety emergency, consults supervisors when redesigning shifts, and lets the research team set its own work plan.

Conclusion

Leadership is the essence of management because it converts plans and resources into willing human effort. The right style depends on the leader, the followers and the situation.