What is Task-Oriented Leadership? November 25, Updated On:
Magazine Paternalistic Leadership Guide: The idea of belonging to One minute manager leadership styles group where you are looked after is a natural yearning for human nature. Paternalistic leadership has been influenced by the historic concept of paternalism, but also more recently the different cultural views of the paternalistic style.
It has been a popular model for organizing not just societies, but the family structures around the globe. Paternalism, while having roots in patriarchy, is not quite the same.
Nonetheless, due to the patriarchal structure of most societies, paternalistic constructions have often displayed elements of patriarchy as well. Historically, the study and the appearance of paternalistic structures tended to centre on economic relations.
For instance, the labor relationships of the pre-industrial society reflected paternalistic behaviors, with landowners having concentrated power in terms of controlling the economic gains of labor.
But examples of paternalistic leadership have also been present in politics, academics, religious and private spheres. In the early part of the 20th century, Max Weber examined the social construct of power, with his findings published posthumously in a book called Economy and Society.
Weber acknowledged paternalism as one of the traditional frameworks of power, as one of the notable management systems in place across society. Nonetheless, Weber argues that paternalistic practices would become obsolete, as the bureaucratic leadership framework would become more common. The modern business culture views and values paternalistic leadership in a rather distinct way, whether in the Western or non-Western setting.
In the Western world, paternalistic leadership suffers a bit from the loose connection to patriarchy and the false assumption that it might promote gender inequality. But more importantly, the paternalistic style is linked close to an authoritarian leadership stylewhich has a bad reputation in the modern, more democratically minded business world.
Furthermore, the Western business culture is focused more on the individual rather than the group. This preference for individual style in the Western culture can be another factor in why paternalistic leadership styles are not in favor.
On the other hand, in non-Western cultures, such as the Japanese and Chinese business culture, the paternalistic leadership style has tended to be favored and dominant. According to academics, like Jariya, the connection with philosophies such as Confucianism, which emphasizes family and social harmony, the paternalistic style is considered appropriate and effective.
According to academics such as Aycan et al. The findings were mentioned in a literature review by Ekin K. Pellegrini and Terri A. Their article Paternalistic Leadership: A Review and Agenda for Future Research examined closely the different studies done on the leadership style in separate cultures.
Differentiating yourself from a group norm is often considered a shameful act to do. The strong emphasis on security also means employees are more willing to follow a leader that provides this extra security. Due to the above, paternalistic leadership is viewed in a rather different context in the non-Western and Western culture.
In this section, we will explore the core framework of paternalistic leadership style, before analyzing the two core theories of motivation that drive the framework. The core framework When it comes to leadership, a few core elements guide the way in which different leadership styles organize and manifest.
The decision making power — Who has the power to decide?
The legitimacy of rule — Where does the power come from? The leader has the final say in making decisions and consultation is not required, as the leader is expected to make choices that benefit the subordinates.
The subordinates are treated as an extended family and in a sense have a more partner-like relationship with the leader than in autocratic model, for example. The leader puts the wellbeing of the subordinates at the centre of decision-making and tries to ensure people are treated fairly.
Nonetheless, the power ultimately lies in the hands of the leader. The legitimacy of rule relies on loyalty and trust. Since the organization is considered a tight-knit unit, what is best for the organization tends to be equated with what is best for the employees and the leader.
The framework requires complete trust in the leader on the part of the subordinates. Paternalistic leadership often expects the subordinates to work for the organization for a long time out of loyalty and respect. Paternalistic leadership and subordinate motivation To understand the construct of the paternalistic framework, you must study different motivational theories.A leadership SWOT analysis will assist the project manager in identifying where additional training, support, or mentorship is required.
A similar approach can be taken with the project team. Leadership Styles 1: Directing Style is for people who lack competence but are enthusiastic and leslutinsduphoenix.com need direction and supervision to get started. Coaching Style is for people who have some competence but lack commitment.
They need direction, inspiration, and supervision because they are still relatively inexperienced. They also need support and praise to build their self-esteem.
Situational leadership is an adaptive leadership style. This strategy encourages leaders to take stock of their team members, weigh the many variables in their workplace and choose the leadership style that best fits their goals and circumstances.
p A particular leadership style, which is appropriate with a person at one moment in time, may be inappropriate with the same person later on.
Your goal as a manager should be to gradually increase the competence and confidence of your people so that you can begin to use less time-consuming styles — supporting and delegating — and.
p A particular leadership style, which is appropriate with a person at one moment in time, may be inappropriate with the same person later on. Your goal as a manager should be to gradually increase the competence and confidence of your people so that you can begin to use less time-consuming styles — supporting and delegating — and.
This third book in the extraordinary One Minute Manager series goes straight to the heart of management as it describes the effective, adaptive styles of Situational Leadership.