Ldr 531: Leadership Models Comparison and Personal Evaluation

This report examines three key leadership models: the Managerial Grid, Situational Leadership, and the Four Framework Approach. The Managerial Grid focuses on concern for people and results, categorizing leaders into team, authoritarian, country club, and impoverished styles. Situational Leadership, developed by Hersey and Blanchard, emphasizes adapting leadership based on employee supervision and arousal levels. The Four Framework Approach, by Bolman and Deal, presents leadership through structural, human resource, political, and symbolic lenses. The report compares these models, highlighting their differences in approach and application. Furthermore, it includes a personal leadership evaluation, reflecting on the student's leadership style, which aligns most closely with a team leader, emphasizing passion, purpose, people, and practice, as indicated by the Lantern Leadership Assessment results. The student's self-assessment results show strengths in guiding and directing staff, making the Managerial Grid a suitable model to recommend.

Running Head: Leadership Models
Leadership Models
Name of the Student
Name of the University
Author’s Note

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Leadership can be defined as the art of motivating individuals to achieve curtails goals
and target (Winston & Patterson, 2006). In an organisation a leader has the responsibility and
authority to direct its workers and colleagues to achieve strategies and meet the company’s
needs. Leadership models can be defined as the guiding principle that species about the
leadership behavior in the business environment (Bush & Glover, 2014). The three leadership
models that are discussed are:
 Managerial Grid
 Situational Leadership
 Four Framework Approach
Managerial Grid- in the managerial grid there are four window or quadrants that
represents the level of strength that is concern for people and concern for result. The
four window are Team leader, Impoverished, Country club and Authoritarian (Gallo,
Tausova & Gonos, 2016).
i. Team Leader- the leaders are focused to encourage the employee and lead them
by example to make sure that the environment in the work place reach their
highest potential (Gallo, Tausova & Gonos, 2016).
ii. Authoritarian- the authoritarian type of leader are very task oriented and are
considered to be very hard working. The leaders believe on strict schedule and
expects when something goes wrong to focus on who is to be blamed rather than
on what went wrong (Gallo, Tausova & Gonos, 2016).
iii. Country club- the leaders use the reward power to preserve discipline and
encourages the team to achieve its goals. The fear of the leaders are resulted in the

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hiring of the candidate and depends on the achieving goals (Gallo, Tausova &
Gonos, 2016).
iv. Impoverished Leader- the leaders uses a representatives and disappears from the
organization. The team members are allowed to leave the team when it is feasible
and wishes to detach themselves (Gallo, Tausova & Gonos, 2016).
Situational leadership- the leadership model was developed by Paul Hersey and Ken Blanchard
in 1977 based on two structure: required level of supervision and arousal level to instruct
(Thompson, & Glasø, 2015).
i. Supervision- it can also be termed as directing by the management. The employee’s level
of management can be determined by level of supervision. The power of supervision
should not be marked low or over supervision. In case of low supervision that leads to
miscommunication, the perception of the employee that the leader does not care and lack
of coordination. The level of supervision in case of over supervision that leads to stifles
initiatives and lowers the morale. The goal is to mark on the combination of good
qualities and direct the employee (Thompson, & Glasø, 2015).
ii. Arousal- the knowledge and employee’s skill determines the amount of emotional
support that is required. The emotional support of the supervisors is important as it
motivates the employee towards learning. However the level of arousal motivates the
leader and the employee (Thompson, & Glasø, 2015).
Four Framework Approach

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The Four Framework Approach, was developed by Bolman and Deal in the year 1991. It
suggest the leadership behavior in four different parameters that is Structural framework, Human
resource framework, Symbolic framework and political framework (Cote, 2017).
i. Structural framework- the leaders focus on structure, implementation,
experimentation, environment and adaptation. The leaders are termed to be an
efficient individuals who are social architect and have a positive mind set towards
guiding the members (Cote, 2017).
ii. Human resource framework- the leaders of human resource are considered to
be visible and accessible, they share information, take up decision making and
empowers the situation. The leader’s acts like a catalyst in the situation where the
employees needs an assistance (Cote, 2017).
iii. Political framework- the leaders who maintain a political opinion clarifies that
they want and what they can get, what they can assess and what they can
distribute, powers and interest and build a bond between the stakeholders. He/she
acts like a like an advocate and builds team in an effective manner (Cote, 2017).
iv. Symbolic framework- these kinds of leader view the organization like a theater
where they play certain roles and create an impression, communicates a vision
and many more (Cote, 2017).
The comparison between the three leadership models can be identified on the basis of the grid
system, framework approach and situational reaction. The difference between the leadership
model leadership grid and situational approach is that in leadership grid the leaders are
concerned on the task and its employee and they are encouraged to do their work with proper
guidance where in case of situational approach it acts as a guideline on the leader and the type of

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coaching that requires to develop in a specific situation. The difference between the situational
framework and four framework approach is that in case of the four factor approach the
leaders’ uses the concept to guide their behavior in specified situation. In the last comparison the
difference between the leadership grid and four framework approach is that the leaders are
concerned with the work and employee but the leaders of the framework are considered to follow
four approach that are diverse in different field.
Leadership evaluation
According to my personal leadership style a leader must be an efficient and hard- working
employee who guides and direct the staff in all possible manner. The most appropriate leadership
style that can be asked to recommend would be the leadership grid or the managerial grid
because the grid specifies the potential of risk in a high and low manner. The four quadrants
discuss about the goals that would make a leader achieve its targeted goals on the basis on
concern for people and concern for results.
My leadership score suggests that I am more of a team leader. This is because of the fact that I
have secured more score in passion, purpose, people and practice. This is indicative of the fact
that I have clear focus and determination on what I value. A high score in purpose indicates that I
have a clear conception on why I want to achieve what I value and how. A high score in people
suggests the fact that I have the quality to be one leader who people can feel comfortable in
contacting, which is indicative that I make for a good team leader. My behaviors match my
intent, which is why I have a high score in practice. All of these results suggest that I am a good
team leader, because not only do I have the ability to drive forward towards a set of given goals,

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I also have the ability to be someone who would consider taking people along with me in the
process.

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References
Bush, T., & Glover, D. (2014). School leadership models: What do we know?. School
Leadership & Management, 34(5), 553-571.
Cote, R. (2017). Vision of effective leadership. Journal of Leadership, Accountability and
Ethics, 14(4).
Gallo, P., Tausova, M., & Gonos, J. (2016). Leadership style model based on managerial grid.
Актуальні проблеми економіки, (4), 246-252.
Thompson, G., & Glasø, L. (2015). Situational leadership theory: a test from three perspectives.
Leadership & Organization Development Journal, 36(5), 527-544.
Winston, B. E., & Patterson, K. (2006). An integrative definition of leadership. International
journal of leadership studies, 1(2), 6-66.
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