Learning Goals
1. What are the different leadership style?
Ridding described four basic leadership styles:
1. The relation style
- A leader with this style is focused on its employees. The leader has social skills, but is not task orientated.
2. The integrating style
- This leader motivates its staff members, because the task and the relations are important.
3. The non-involved style
- This leader is participate by rules and systems. The task and relation has a low orientation.
4. The dedicated style
- This leader uses its power and autocracy to finish the task so fast as possible.
(Markus & van Dam, 2012).
2. What is the difference between a leader and a manager?
Managers have the task to make plans and decisions, organize the whole department and make clear goals for its employees. A leader does these things also, but needs also the skills to negotiate, communicate with its employees and motivate its employees to do its jobs.
(Perrin, 2010).
3. What is the theory of Robert E. Quinn?
According to the theory of Robert E. Quinn, there are 8 management roles
- Monitor
- Coordinator
- Director
- Producer
- Borker
- Innovator
- Mentor
- Facilitator
(Quinn, 1996).
4. Compare the different leadership style or leading of a company of Italy and Norway? Give examples!
Italy
- No long-term plans, because in the opinion of Italian people is that pointless in a fast changing.
- Personal qualities and loyalty is important
- Decisions are made through specialism and buy-in to a decision. Voting is barely comment.
- The leadership style is related to the authority style.
- Networking is important in Italy.
- Charismatic leaders are successful in Italy
- Italian companies has only guidelines and no strict rules
- The expression of emotions are normal in Italian organizations.
- Trust would be develop by showing your emotions.
(Santalco, 2010).
Norway
- Flat hierarchies
- Egalitarianism leadership
- Directness
- The decision-making process takes time, because many opinions are involved in the decision-making.
- Leaders give not clear goals, but give the freedom to its employees for the responsibility.
- Usually informal meetings
- Most people leave the office at 4pm
- Strong policies for employees.
- Transformational Leadership
(Hetland & Sandal, 2003).
References:
Marcus, J., & van Dam, N. (2012). Organisation & Management: An International Approach
(2nd ed.). Groningen: Wolters-Noordhoff.
Perrin, C. (2010). Leader vs. Manager: What’s the Distinction? Accessed on 12 December
2014 via http://www.rpi.edu/dept/hr/docs/Leadervsmanager.pdf
Quinn, R.E., Faerman, S.R., Thompson, M.P. & McGrath, M.R. (1996).
Becoming a Master Manager: A Competency Framework. New York: John Wiley.
Santalco, A. (2010). Cross Cultural Leadership: Comparison between Chinese Style and
Italian Style. Accessed on 12 December 2014 via https://aldosantalco.files.wordpress.com/2011/08/crossculturalleadership.pdf
Hetland, H., & Sandal, M. (2003). Transmormational Leadership in Norway: Outcomes and
Personality Correlates. European Journal of Work and Organizational Psychology, 12 (2), 147’170.