Leadership Theories

Participative theories

Participative leadership theories requires the involvement of every person in the decision making process, thus, both employees and managers contribute in decision-making. This is as opposed to the authoritative approaches where decisions are made by the management an imposed on the staffs (Alden 20). This is a democratic form of leadership style where involvement is highly prioritized. This theory highly applies to operations of a company and should be highly encouraged since participation in decision creation enhances a better understanding regarding issues to be carried out.  Additionally, individuals are greatly committed once they get involved in decision creation since they feel as being part of the company. Participative decision making makes employees feel like they own part of the company, therefore, improving their dedication (Alden 31). Participative theory encourages involvement since decision-making is better when performed by several people rather than one. A major limitation to this theory is that this type of leadership consumes a lot of time since many persons who must all reach a consensus are involved in decision-making. 

Transformational leadership theories

Transformational leadership entails a process where the management and the employees participate in a shared process of uplifting each other’s motivation and morality. Transformational leadership entails a leadership that inspires positive changes (Stewart 10). Transformational leaders are wholly involved in the process and endeavor to assist each employee to transform and succeed. This theory is highly applicable to the management of an organization since transformational leaders work towards the benefit of every member of the company (Stewart 15). These mangers are able to encourage employees to transform their perceptions and expectations and operate towards shared goals. One major limitation to the success of this theory is the setting where the leaders are unwilling to engage in transformational leadership and choose to engage in transactional leadership.

Works Cited

Alden, Jenna. “Bottom-Up Management: Participative Philosophy and Humanistic Psychology in American Organizational Culture, 1930-1970.” Columbia University, 2012. Web. 3 Sept. 2014.

Stewart, Jan. “Transformational Leadership: An Evolving Concept Examined through the Works of Burns, Bass, Avolio, and Leithwood.” University of Manitoba. N.p., 2006. Web. 3 Sept. 2014. <http://www.umanitoba.ca/publications/cjeap/pdf_files/stewart.pdf>.

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