PAKISTAN BUSINESS REVIEW - Institute of Business Management

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Assessing the Relationship between Leadership and Conflict Management Styles Research members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams. Country Club leader (low on task, high on relationship) As the name suggests, this person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are almost incapable of employing punitive, coercive and legitimized powers. This inability results from the fear that using such powers could jeopardize relationships with the other team members, and thus would render them unpopular in their respective domains. This type of leader which was described by Lewin, Lippit and White in (1938) as a”Laizzez-Faire” leadership style. Impoverished leader (low on task, low on relationship) This is a leader who uses a “delegate and disappear” management style. Since they are not committed to either task accomplishment or relationship maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles and failures. Source: Bartol Kathryn Tien Margaret Mathews Graham Martin David 4 th ed. Management: A Pacific Rim focus Middle-of-the-road (equal concern for task, equal concern for people) Such a leader is a compromiser, a politician who wants to maintain the status quo. B.J. Avolio, (2002)has identified this criteria of leadership as being that of a transactional leadership style, enforcing the notion that this type of leader perform up to the minimum expected level of performance, which is required in order to justify their stay or tenure in the organization. PAKISTAN BUSINESS REVIEW JULY 2011 246
Research Assessing the Relationship between Leadership and Conflict Management Styles Leadership styles depend upon conditions, which are typical of certain organizations. Furthermore, they also depend upon the situations in which people are performing in their respective organizations. These include working conditions, pay scales, fringe benefits, hygiene conditions, etc. A survey was carried out by Blake & Mouton (1964) in the United States to identify leadership styles, in manufacturing industry and for that purpose a questionnaire was developed, which served as the research instrument for subsequent analysis. A valid criticism of the Blake & Mouton model is that it is a weak indicator for judging managerial behaviour or style of leadership, because the results solely rest upon filling out a simple questionnaire without using other sophisticated research instruments, so anyone can deceive the researcher by filling out the questionnaire, citing all the examples and traits which point to the welfare of people, and project himself as a “people – oriented leader” Answers to the questionnaire, reflect only the self perception of the respondents and are not, therefore, an objective assessment of their managerial characteristics. According to Blake & Mouton, although most managers admire and see themselves as operationalising a team management style, this style is not easily achievable in practice. There have been instances in the past, where leaders have attained the team management styles in their respective organizations, but were unable to sustain them over the long run. Blake and Mouton’s Managerial Grid (1964) still serves as the basis for research in the areas of leadership studies because the pivotal point in leadership studies is the determination of leadership styles, and the focus is often on determining to what extent a leader adjusts his style to changing situations and circumstances. 247 The managerial grid is widely used to gauge leadership effectiveness and it has been adopted extensively by several major industrial organizations throughout the world in order to improve interpersonal effectiveness and develop leadership skills. PAKISTAN BUSINESS REVIEW JULY 2011
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