Adjustable Leadershipconsider The Following Statement Top Leaders A
Consider the following statement: “Top leaders adjust their leadership style in order to best influence their followers.” Before conducting any research to evaluate the efficacy of this statement, jot down whether or not you inherently agree or disagree with it. Include an example to support your perspective. Next, review the discussions on situational, charismatic, and transformational leadership found in the Yukl (2013) text. Which of these models best relates to your perspective on leadership?
Refer to the discussion of Fiedler’s original work on contingency theory found in the Yukl (2013) text. There has been much debate over the validity of this model (and related extensions). Is a contingency approach still applicable in the workforce today? If yes, when is it appropriate? If no, why not?
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Leadership is a complex and dynamic process that requires adaptability and a keen understanding of followers’ needs and contexts. The statement that "top leaders adjust their leadership style in order to best influence their followers" encapsulates a core principle of leadership flexibility, which is often considered vital for effective leadership in diverse scenarios. Personally, I agree with this statement, as leadership is not a one-size-fits-all endeavor. Leaders must evaluate their environment, the followers’ motivation, and the specific challenges they face to adopt the most effective approach at any given moment.
An example of this is a senior manager leading a team during a crisis. Under normal circumstances, the manager might adopt a participative leadership style, fostering collaboration and collective decision-making. However, during a crisis when quick decisions are essential, the manager might shift to an authoritative style to expedite actions. This adaptation demonstrates the importance of flexible leadership, aligning with the view that successful leaders are those who can modify their style according to situational demands.
When reviewing Yukl’s (2013) discussions on situational, charismatic, and transformational leadership, I find that the model of transformational leadership best aligns with my perspective. Transformational leaders inspire and motivate followers to transcend their self-interests for the collective good and are adept at adjusting their approach to meet followers’ needs (Northouse, 2016). These leaders are flexible in their communication, vision, and motivation, which allows them to influence effectively in various circumstances. Furthermore, transformational leadership emphasizes adaptability and individual consideration, resonating with my belief that leaders must modify their styles to be effective.
Transformational leadership involves inspiring followers through a compelling vision, fostering innovation, and encouraging personal development (Bass & Riggio, 2006). This model promotes a flexible approach, as leaders consciously tailor their behaviors to elevate followers' performance and morale. For example, a transformational leader may use different motivational strategies depending on the individual follower’s needs and the situational context, often shifting between coaching, mentoring, or inspiring as required. This ability to adapt enhances overall organizational effectiveness and aligns with the notion of adjustable leadership.
Turning to Fiedler’s contingency model, it suggests that leadership effectiveness depends on the match between a leader’s style and the specific situational variables (Fiedler, 1967). The model categorizes leaders as either task-oriented or relationship-oriented and posits that certain situations favor one style over the other. This approach underscores the importance of context in leadership, emphasizing that no single leadership style is universally effective but must be tailored to the environment. However, the debate around Fiedler’s model centers on its rigidity and practicality in contemporary work environments. Critics argue that the model’s assumption that leadership style is fixed—based on the LPC measure—limits its applicability, as leaders can develop and adapt over time (Vroom & Jago, 2007). Despite this criticism, the core principle that leadership effectiveness depends on situational factors remains relevant today. In fast-changing organizational landscapes, where adaptability is crucial, a contingency approach can be valuable for diagnosing situations and selecting appropriate leadership strategies.
Contingency models are particularly applicable in crisis management, project leadership, and multicultural team leadership, where contextual factors heavily influence outcomes (Northouse, 2016). For instance, in a high-stakes project with tight deadlines, a task-oriented leader’s focus on structure and efficiency might be more effective. Conversely, in a stable environment with high interpersonal trust, a relationship-oriented approach might foster better collaboration. These situations demonstrate that contingency thinking remains pertinent, as leaders must assess and respond to situational variables proactively.
Nevertheless, some argue that rigid adherence to contingency models can hinder leadership development by discouraging flexibility and innovation. Critics suggest that effective leaders should develop their capacities to adapt beyond prescribed models, integrating multiple approaches rather than adhering strictly to one. Still, the emphasis on tailoring leadership approaches to specific circumstances maintains its
relevance, especially in complex and diverse modern workplaces.
In conclusion, the concept of adjustable leadership is fundamental to contemporary leadership theory. While models like Fiedler’s contingency approach have faced critiques, their underlying premise—that leadership is context-dependent—remains valid. Leaders who assess their environment and followers’ needs and adjust their styles accordingly can enhance their effectiveness, especially when supported by transformational qualities that foster inspiration and innovation. As organizations continue to evolve, flexible leadership models will likely play an increasingly vital role in guiding success across various scenarios.
References
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates Publishers.
Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill.
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Sage Publications.
Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership: A meta-analysis. The Leadership Quarterly, 18(1), 21-36.
Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.