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Distinct leadership styles and their impact on employee performance

Question:

Discuss about the Individual Leadership Style and Behavior.

In the current years, leadership strategies follow most effective new approaches in managing employees along with organizations. Leadership styles are practiced by individuals as it has drastic impact on employee performance. Distinct leadership styles are employed that can fit with employees based on empowerment, directions and decision making power (Antoniadis and House 2013). The objective of this paper is to recognize the individual leadership style factors that impact leadership styles and its impact on banking sector employee behavior. The paper will also explain the impact of individual leadership styles on the workforce. Moreover, based on the leadership model analysis used by the individual within banking sector certain actions will be recommended that can enhance leadership behavior of employees within the sector.

Every situation is distinct and a leadership style is implemented within a situation will not be applicable in another. The leader must employ judgment in deciding suitable leadership style required in each situation (Bormann and Abrahamson 2014). A situational initiative to leadership recognizes four leadership styles including:

  • Persuasive
  • Authoritative
  • Consultative
  • Democratic

In context of key frontline supervisory leadership role in banking sector leadership is segmented in two manners. The first being the day of working within banking sector that encompass directing training individual groups and work and another one is increasing response to emergency situations (Carter and Greer 2013). Aspects common to both situations that can impact leadership style and behavior that can be used include individuals involved and competence level, task nature, supervision level required by task, the place where tasks must be performed, the way task is performed and associated priority level.


In case of an emergency certain factors that must be considered includes:

  • Time available for task accomplishment
  • Nature and level of involved risks

In a situation of routine aspects of job working patterns and activities might be predictable fairly and so several styles and behaviors can be suitable based on points mentioned above. However, democratic consultative and perusable leadership styles might be employed in equal measure (Tyson 2013). In such context authoritative style might be used when discipline and performance issues arise.

Employed leadership style should address situation needs along with taking into consideration concerned individuals; a leader must understand that both negative and positive impacts must be considered (Hinojosa et al. 2014). In deciding appropriate leadership style for a situation, the leader must remain aware of likely unintended consequences in consideration to team if style is unsuitable for a situation or associated people.

Situational initiative to leadership recognizing four leadership styles

Authoritative leadership style involves leaders to make every decision and indicate the team the things that can be suitable in time focused risk sensitive conditions, specifically where the team are not trained properly and does not have understanding of a situation. Positives of effective implementation of this style include speed of action, purpose clarity and doubt removal considering the aspects needed of individuals and teams (Johnston and Marshall 2016). In improper implementation certain negative behavior of employees can arise such as confidence loss, de-motivation, issues with morale and team that does not participate actively and stays relied on the leader (Roueche, Baker III and Rose 2014).


Persuasive leadership style involves salesmanship in which leader sells decisions and objectives to team through explaining decision reasons. In such scenario, the manager might attain positives like being observed by team to identify their importance and indicating concern for them along with attaining “buy in” from individuals and team (Kroll and Vogel 2014). If implemented inappropriately, this leadership style can reveal negative results as not all leaders attain ability to sell decisions convincingly and implementation of this style might make leaders appear weak in case they constantly try to justify or sell their decisions.

Democrative style facilitates the leaders to make the team develop and decide actions that might be suitable for a team that performs at high level (Tyssen, Wald and Spieth 2013). Leadership functions can be shared with the group and individuals that has increased consideration in decision making along with implementation of procedures and actions. Advantages of such style encompass securing team commitment to decisions along with their implementation that can facilitate team and individual development with enhanced morale (Lussier and Achua 2015). Disadvantages of improper implementation of this style considers that in constitution of unclear team roles, this can result in communication failures. There can also be a likely responsible ability solution if no individual is responsible for making decisions (Tate and Yang 2015).

As an individual, the role in the banking sector is one of the major tasks that the person is involved in evaluation of the command skills of people those act as “initial incident commanders”. The results of current evaluations have signified vita training needs for the personnel group and the individual have implemented a consultation process among the group and senior management for recognizing suitable ways to correct such situation (Wallace, de Chernatony and Buil 2013).

Leadership segmentation in key frontline supervisory roles in banking sector

Evaluating Own Leadership Behaviors and Potential Aligning Leadership Model

In the first day of the course a self assessment task was carried out by the individual that identified leadership styles aligning “The Tannenbaum and Schmidt Model” of situational leadership (Carter 2013). Evaluation of individual results from evaluation evidence of underuse of democratic style along with an intention to favor persuasive leadership style was recognized. This revealed that consultative and authoritative styles remain in accordance with the individual’s peers in the course.

In such situation, the individual accepts the evaluation results in consideration to persuasive style and is identified that it is likely that application of democratic leadership style can be ignored (Van Wart 2017). The individual therefore needs to recognize practical ways in addressing concerns raised to make sure that the individual regularly implements suitable leadership style to certain situations and employees involved. The individual must regularly evaluate his persuasive style in consideration to democratic and consultative styles (Christensen, Mackey and Whetten 2014).

Comments attained from someone managed by the individual in relation to his leadership style are that attaining set targets, the individual is prone to not associating them in case such targets change that might result in suggesting real under use of consultative leadership style. A co-workers with whom the individual works closely has suggested that he indicates a tendency towards tunnel vision that might correspond to implied support towards persuasive style along with the individual’s desire to make people listen to made decisions (Deinert et al. 2015). Line manager of the individual has commented positively on the individual’s capability to use several leadership styles as per situational requirements and the manager identified persuasive style preference in the individual through evaluating self-assessment task (Ward 2016).


The existing management culture in the banking sector is relied on results attained against previously agreed yearly personal development reviews (Northouse 2015). The reality of such situation is that such service tends to value output volume over the results quality along with old management consultant favorite 80/20 rule is generally misquoted. Till the results are attained and no personal issues take place, the applied leadership style is not relevant. From the individual personal observations, authoritative style is highly prevalent in service in several situations that might be because of increased workloads, capacity issues and time pressures (Epitropaki and Martin 2013). Such factors result in a situation in which authoritative style turns out to be attractive as considering face value this seems quick and simple.

Emergency situation factors that must be considered

Suitable Actions in Improving Individual Leadership Behavior Aligning Leadership Model

The suitable actions for improving individual behavior are explained under:

  • Recognizing traits
  • Setting objectives
  • Consulting
  • Involving more personnel earlier
  • Considering persuasive style and under using democratic style
  • Attaining regular feedback from someone the individual manages and works with along with the line manager
  • Setting of target and informing
  • Considering tunnel vision and giving preference to persuasive leadership style
  • Ensuring broader situational awareness along with regular open team meetings that can facilitate two way communication

Conclusion

The objective of this paper is to recognize the factors that impact leadership styles and its impact on banking sector Bahrain employee behavior. It is gathered from the paper that in banking sector Bahrain the leader strongly believes in teamwork to be most common approach to work that impacts choice of leadership style. Certain employees that wish to instill employees self learning management work importance can work better as transformational leaders. From the leadership model analysis of Banking sector Bahrain, it has been gathered that it is dealing with issues regarding project implementation and making such issues manageable will necessitate the company’s leadership model to get restructured that will increase the control level on team work.

References

Antonakis, J. and House, R.J., 2013. The full-range leadership theory: The way forward. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 3-33). Emerald Group Publishing Limited.

Bormann, L. and Abrahamson, K., 2014. Do staff nurse perceptions of nurse leadership behaviors influence staff nurse job satisfaction? The case of a hospital applying for Magnet® designation. Journal of Nursing Administration, 44(4), pp.219-225.

Carter, S.M. and Greer, C.R., 2013. Strategic leadership: Values, styles, and organizational performance. Journal of Leadership & Organizational Studies, 20(4), pp.375-393.

Carter, S.M., 2013. Strategic leadership: Values, styles, and organizational performance. Journal of Leadership & Organizational Studies, 20(4), pp.375-393.

Christensen, L.J., Mackey, A. and Whetten, D., 2014. Taking responsibility for corporate social responsibility: The role of leaders in creating, implementing, sustaining, or avoiding socially responsible firm behaviors. The Academy of Management Perspectives, 28(2), pp.164-178.

Deinert, A., Homan, A.C., Boer, D., Voelpel, S.C. and Gutermann, D., 2015. Transformational leadership sub-dimensions and their link to leaders' personality and performance. The Leadership Quarterly, 26(6), pp.1095-1120.

Epitropaki, O. and Martin, R., 2013. Transformational–transactional leadership and upward influence: The role of relative leader–member exchanges (RLMX) and perceived organizational support (POS). The Leadership Quarterly, 24(2), pp.299-315.

Hinojosa, A.S., McCauley, K.D., Randolph-Seng, B. and Gardner, W.L., 2014. Leader and follower attachment styles: Implications for authentic leader–follower relationships. The Leadership Quarterly, 25(3), pp.595-610.

Johnston, M.W. and Marshall, G.W., 2016. Sales force management: Leadership, innovation, technology. Routledge.

Kroll, A. and Vogel, D., 2014. The PSM–leadership fit: A model of performance information use. Public Administration, 92(4), pp.974-991.

Lussier, R.N. and Achua, C.F., 2015. Leadership: Theory, application, & skill development. Nelson Education.

Northouse, P.G., 2015. Leadership: Theory and practice. Sage publications.

Onorato, M., 2013. Transformational leadership style in the educational sector: An empirical study of corporate managers and educational leaders. Academy of Educational Leadership Journal, 17(1), p.33.

Roueche, P.E., Baker III, G.A. and Rose, R.R., 2014. Shared vision: Transformational leadership in American community colleges. Rowman & Littlefield.

Tate, G. and Yang, L., 2015. Female leadership and gender equity: Evidence from plant closure. Journal of Financial Economics, 117(1), pp.77-97.

Tyssen, A.K., 2013. Leadership in temporary organizations: A review of leadership theories and a research agenda. Project Management Journal, 44(6), pp.52-67.

Tyssen, A.K., Wald, A. and Spieth, P., 2013. Leadership in temporary organizations: A review of leadership theories and a research agenda. Project Management Journal, 44(6), pp.52-67.

Van Wart, M., 2017. Leadership in public organizations: An introduction. Taylor & Francis.

Wallace, E., de Chernatony, L. and Buil, I., 2013. Building bank brands: How leadership behavior influences employee commitment. Journal of Business Research, 66(2), pp.165-171.

Ward, J., 2016. Keeping the family business healthy: How to plan for continuing growth, profitability, and family leadership. Springer.

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