Leadership and Followership Styles

The assignment delves into the concepts of leadership and followership styles, examining different approaches like autocratic, democratic, and transformational leadership. It analyzes the influence of these styles on employee job satisfaction and overall organizational success. The provided references encompass diverse perspectives on leadership theories, empirical studies, and practical applications in various organizational settings.

RUNNING HEAD: Leadership styles
Leadership styles

Leadership styles 1
Table of Contents
Introduction:..........................................................................................................................................2
Leadership styles are:............................................................................................................................2
Great man approach..........................................................................................................................2
Trait theory of leadership..................................................................................................................3
Contingency theory...........................................................................................................................3
Participative theory...........................................................................................................................4
Follow ship styles:..................................................................................................................................5
Effective follower...............................................................................................................................5
Alienated follower.............................................................................................................................6
Conformist follower...........................................................................................................................7
Passive follower.................................................................................................................................7
Conclusion:............................................................................................................................................9
References...........................................................................................................................................10

Leadership styles 2
Introduction:
Leadership can be defined as having a clear vision about organization, involvement of
employees in that vision, providing guidelines and many more. The following report includes
various types of leadership styles a leader can follow to get the work done (Voon, et al.,
2011). The four leadership styles explained are great man approach, trait theory of leadership,
contingency theory and participative theory. And report also includes the follow ship styles
which a follower follows to get the work done by team. The follow-ship styles explained are
Effective Follower, Alienated Follower, Conformist Follower and Passive Follower.
Leadership styles are:
Great man approach- Great man approach actually substance of charismatic leadership.
It is the Greek word for gift. Leader will continuously be recognizing for what a person is
capable of. According to this theory of leadership calls has merit such as masterful
personality, attractiveness, boldness, intelligence, control and aggressiveness. This style
specified that a person is born with or without the necessary features of leadership. According
to Nixon, Harrington & Parker, (2012) leadership features are carried in the heredity. The
great weakness of great man theory is unlikelihood of his intrinsic traits. The great man
theory of leadership states that a few people are considered with the essential qualities that set
them apart from others and that these traits are accountable for their expecting spots of
vitality and master. A leader is constantly regarded as a champion who accomplishes targets
in spite of against unrealistic resistance from his admirers. The hypothesis suggests that
people with great influence should be there a result of their extraordinary blessing (Allio,
2012). In this way, it proposes that every single extraordinary leader share these trademarks
paying little respect to when and where they lived or the role in the past they satisfied.

Leadership styles 3
Trait man theory of leadership – Trait man theory of leadership individualizes leaders
from non leaders by focusing on personal character and speciality. Trait theory of leadership
tries to find character, social, physical and intellectual traits. Trait theory believes that leaders
are born (Derue, et al., 2011). The trait man of leadership is based on the quality of many
leaders both successful and non-victorious. And it is also used as tool to forecast leadership
power. The subsequent lists of traits are differentiating to those of possible leaders to assess
their chance of achievement or disappointment. The trait theory gives valuable information
regarding leadership. It is tried by people at all levels and types of businesses. Managers can
use the evidence from the theory to assess their position in the company. This theory
develops the manager aware of their power and weakness. Leadership may be an art; it still
requires the application of special capability and techniques. This theory also states that
leadership need not compulsorily be intrinsic (Bhatti, et al., 2012). Leadership qualities might
be natural or they might be procured through preparing and practice.
Contingency theory: Contingency theory deals with the environment in which the leader
lives. It is the supplementary feature of leadership effectiveness studies. It is also assumed
that act of group depends upon leadership manner and appropriateness of the situation. It
assumes that leaders could be workable to adopt any manner according to situation (Randeree
& Ghaffar, 2012). This hypothesis advances successful leadership centres not just on the
style utilized by the leader, yet in addition on the control held over the circumstance. With a
specific end goal to succeed, there should be present a strong leader member dealing.
According to Da Cruz, Nunes & Pinheiro, (2011) leaders should likewise give undertakings
properly and plot of objectives and methodology. They have to have the capacity to give out
disciplines and rewards, too. This specific hypothesis just fits circumstances where teams are
firmly regulated and not group based. It likewise utilizes a least preferred co-worker (LPC)

Leadership styles 4
measure to help decide the kind of labourer the leader prefers least working with. This
hypothesis also underlines the leader’s disposition as the principle characteristic that
characterizes the capacity to lead. This theory of leadership contends that numerous aspects
can influence a leader's achievement in a specified job condition. The scope and opportunity
in the business may support or hamper a leader's skill to connect efficiently with all workers.
A leader will scuffle if workers aligned towards following an ancestor who had a very
dissimilar style. This leadership styles has various approaches towards leadership qualities of
an individual.
Participative theory- Participatory leadership is a style of administration where choices
are made with the most sensible measure of cooperation from the individuals who are
affected by the decisions. One sort of participatory authority is illustrative investment in
which a gathering of representatives is engaged with hierarchical basic leadership. As per
Gonos and Gallo, (2013) another type is participatory administration in which youngsters
share a level of joint basic leadership with their quick seniors. The supporting part of this
hypothesis is cooperation fulfills a representative's larger amount needs.
Participative leadership is otherwise called democratic leadership Style is a technique for
initiative that includes all colleagues as far as distinguishing objectives and also creating
systems and methods to accomplish the objectives. This style of leadership could be used in
the volunteer setting, business setting and even in the home.
One of the vital facts of attention of participative leadership is that it permits having another
believable leader that can prosper inside the company in upcoming time (Antonakis & House,
2013). Many leaders lean toward this style as it comprises a active collaboration of each
colleague, influencing them to show their inventiveness, capacities, and abilities. This
motivates a member of team to search concealed resources that can in the end enable the

Leadership styles 5
group or association to develop. In this way it similarly causes each part to have an open gate
for them to put on their talents with the objective to share their capacities in the group.
Follow ship styles:
Effective follower:
Being an effective leader implies having the boldness to disagree on the off chance that you
think your pioneer, chief, or unrivalled, is accomplishing something incorrectly headed. That
is not generally simple, but rather it requires the braveries and quality of conviction that are
fundamental to great initiative (Pradeep & Prabhu, 2011). The qualities of an effective leader
are more difficult than that off a good leader. It implies being locked in always with the
business effectiveness. It also implies focusing on overall objective of company as well as
employees. It suggests having the courage to talk up when something's incorrectly and having
the vitality and involvement to help a leader in doing things effectively.
Effective leaders should be aware about different groups of onlookers including associates,
collaborators, clients, board individuals, and people in general at mass level. As a leader, he
or she should know about what efforts need to put to bring colleagues together to work for
common goal. It also defines that effective leader should have sense of personal
responsibility and ownership towards the organization. The follower takes the responsibility
of his own as well as of his colleagues as well. The behaviour of an effective follower
directly impacts the organization. A follower presumes that an organization will not provide
them with security, consent and growth but instead these followers itself initiate the
challenges through which they achieve personal as well as organizational growth. This
requires them to act consciously on certain terms, exercise their full talent and then providing
the organization with best results (Avey, Palanski & Walumbwa, 2011).

Leadership styles 6
Sometimes companies and individual changes make a circumstance in which an follower
have to pull back from a specific leader. Individuals may know they need new opportunity,
for instance, despite the fact that it is difficult to leave work where they have numerous
companions and esteemed partners. In the event that followers face difficulty with a leader or
an association unwilling to roll out important improvements, the business should come up
with a decision to sort the problem.
Alienated follower:
Alienated followership styles have superior amounts of basic considering yet are separated
from their association and passive. These supporters ordinarily appear to be suspicious or
sceptical. At the point when the leader, or group, tries to push ahead, they will voice the
reasons why it shouldn't occur. According to Chou, (2012) they may have smart thoughts yet
don't put these forward. In reality, they might be negative and undermine the gathering.
Alienated followership show critical considering, significant for the stoppage of team
thinking. But due to their absence of cooperation in the gathering they may not be tuned in to
and this again can permit group to think differently from all other individuals.
Sometimes alienated leadership id troublesome, critical, negative, and stubborn and lacking
vision. They resemble rotting wounds in an association, continually calling attention to
negative parts of the association. Alienated followership speak to in the vicinity of fifteen and
twenty-five per cent of devotees in any present association.
Conformist follower:
Conventionalist Followers are the "yes individuals". They speak to in the vicinity of twenty
and 30% of devotees in any given association. This kind of individual completes the leader’s
instruction without showing any doubt and will regularly relinquish their very own morals

Leadership styles 7
and ethics for agreement inside the gathering and to stay away from struggle. They frequently
fall simple quarry to Group/think (Kalkhoran, Naami & Beshlideh, 2013). Since they neglect
to fundamentally assess directions given to them and effectively progress toward becoming
culprits of the dim side of authority. The Conventionalist followers are frequently the general
population who complete the difficult acts of mercilessness and corruption against mankind
without evaluating the darker side of administration.
They take an interest eagerly, yet without considering the outcomes of what they has been
requested to do - even at the danger of adding to a destructive undertaking. A conformist
follower is concerned just with maintaining a strategic distance from strife (Oc & Bashshur,
2013). This style may mirror a person's over dependent outlook totally on leader. Sometimes
this style is developed due to rigidity in rules and regulations made by leader and breaking of
these attracts huge penalties.
Passive follower: The passive follower shows neither basic, free intuition nor dynamic
support. Being latent and uncritical, these individuals indicate neither activity nor an
awareness of other's expectations. Passive followers leave the reasoning to the supervisor.
Frequently, this style is the consequence of an intervening manager who supports passive
conduct. According to Yung & Tsai, (2013) individuals discover that showing activity,
acknowledge duty, or think inventively isn't compensated, and may even be punished by the
manager, so they become progressively passive. Passive followers are the ones who go
without stepping up and who show the attributes the exact inverse of active follower. These
followers are abstained from carrying duty and don't hunt for taking risk, may require close
observing and controlling.

Leadership styles 8
Recommendation
Leadership style: The leadership style suggested for team member of HOTS simulation is
great man approach. As leader will continuously be recognizing for what a person is capable
of. And in hotel industry regularly require to identify the upcoming talent which can trake
position.
Follow ship styles: The follow-ship style which a team member should adopt is effective
follow-ship style. Because as follower, he or she should know about what efforts need to put
to bring colleagues together to work for common goal. And in hotel industry achieving
goodwill in market is essential. So following effective follow-ship will make a hotel
successful in long run as well.

Leadership styles 9
Conclusion:
The above report discussed about various approaches of leadership which a leader follows to
lead a team effectively. The leadership styles great man theory, trait theory, participative
theory and contingency theory explained above discloses the tic-tacks a leader can use to lead
the team effectively and efficiently and also to achieve the organizational goal on time. The
follow-ship styles explained above analyses the various types of follow-ship styles a follower
adopt to complete the work assigned to him by leader.

Leadership styles 10
References
Allio, R.J., 2012. Leaders and leadership–many theories, but what advice is
reliable?. Strategy & Leadership, 41(1), pp.4-14.
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.
Avey, J.B., Palanski, M.E. and Walumbwa, F.O., 2011. When leadership goes unnoticed: The
moderating role of follower self-esteem on the relationship between ethical leadership and
follower behavior. Journal of Business Ethics, 98(4), pp.573-582.
Bhatti, N., Maitlo, G.M., Shaikh, N., Hashmi, M.A. and Shaikh, F.M., 2012. The impact of
autocratic and democratic leadership style on job satisfaction. International Business
Research, 5(2), p.192.
Chou, S.Y., 2012. Millennials in the workplace: A conceptual analysis of millennials'
leadership and followership styles. International Journal of Human Resource Studies, 2(2),
p.71.
Da Cruz, M.R.P., Nunes, A.J.S. and Pinheiro, P.G., 2011. Fiedler's Contingency Theory:
Practical Application of the Least Preferred Coworker (LPC) Scale. IUP Journal of
Organizational Behavior, 10(4).
Derue, D.S., Nahrgang, J.D., Wellman, N.E.D. and Humphrey, S.E., 2011. Trait and
behavioral theories of leadership: An integration and meta‐analytic test of their relative
validity. Personnel psychology, 64(1), pp.7-52.

Leadership styles 11
Gonos, J. and Gallo, P., 2013. Model for leadership style evaluation. Management: journal of
contemporary management issues, 18(2), pp.157-168.
Kalkhoran, M.A.N., Naami, A. and Beshlideh, K., 2013. The comparison of employees’
followership styles in their job attitudes. International Journal of Psychology and Behavioral
Research, 2(3), pp.115-125.
Nixon, P., Harrington, M. and Parker, D., 2012. Leadership performance is significant to
project success or failure: a critical analysis. International Journal of productivity and
performance management, 61(2), pp.204-216.
Oc, B. and Bashshur, M.R., 2013. Followership, leadership and social influence. The
Leadership Quarterly, 24(6), pp.919-934.
Pradeep, D.D. and Prabhu, N.R.V., 2011. The relationship between effective leadership and
employee performance. Journal of Advancements in Information Technology, 20, pp.198-
207.
Randeree, K. and Ghaffar, C.A., 2012. Leadership–style, satisfaction and commitment: An
exploration in the United Arab Emirates' construction sector. Engineering, Construction and
Architectural Management, 19(1), pp.61-85.
Voon, M.L., Lo, M.C., Ngui, K.S. and Ayob, N.B., 2011. The influence of leadership styles
on employees’ job satisfaction in public sector organizations in Malaysia. International
Journal of Business, Management and Social Sciences, 2(1), pp.24-32.
Yung, C.T. and Tsai, K.C., 2013. Followership: An important partner of leadership. Business
and Management Horizons, 1(2), p.47.