Advance Leadership Management: Leadership Styles Report

This report provides an overview of three distinct leadership styles: Laissez-Faire, Transactional, and Transformational. It delves into the advantages and disadvantages of each style, exploring their potential benefits and drawbacks in various organizational contexts. The report specifically examines the impact of each leadership style during periods of organizational crisis, analyzing how they might influence outcomes and the ability of an organization to navigate challenging situations. The analysis includes discussions on the effectiveness of each style in crisis management, considering factors such as communication, control, and employee motivation. The report concludes with a comprehensive understanding of how different leadership approaches shape organizational resilience and success, especially when facing adversity.

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Advance Leadership Management
3/22/2020
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Contents
Overview..........................................................................................................................................2
Laissez-Faire Leadership Style........................................................................................................2
Transactional Leadership Style........................................................................................................2
Transformational Leadership Style..................................................................................................3
References........................................................................................................................................4

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Overview
The objective of this report is to develop an understanding over different type of leadership style
including Laissez-Faire, Transactional, and Transformational leadership style. The report will
address pros and cons of each of them alongwith their impact during the period of organisational
crises.
Laissez-Faire Leadership Style
This is a hands off approach where manager assign some work to employees and do not take
follow up unless the task is completed. The first advantage of this leadership style is that it
allows people to use their own specific skills and enhances level of satisfaction among them.
Further it creates environment of independence among workers. In addition to it, this leadership
style encourage team member to explore innovative ideas. Some disadvantages of this leadership
are also there. Firstly due to lack of communication and follow up, it decreases cohesiveness of
the group (Gaille, 2018). It does not only allow leaders to avoid leadership but also develops
chances of employee litigation.
At the time of crisis, this leadership style is likely to make the situation even worse because such
situation demands involvement and control of leader and if an entity relies on this leadership
style then there are chances of having no control of the causes of crisis.
Transactional Leadership Style
The second type of leadership is Transactional style that focus on organization, supervision or
performance. The first pros of this style is that it motivates employee in positive as well as

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negative manner which maximize productivity. Further, as it improves productivity level, the
same reduces cost. Lastly, it develop an easy to follow system. If to discuss the other side of the
coin i.e. cons of transactional leadership style this is to state that it increases dissatisfaction
among employees where they are held accountable for everything that goes wrong in the process.
In addition to this it is strict and rigid style where employees are liable to work as per
instructions provided by management and prevent creativity (futureofworking.com, 2020).
This leadership model is likely to succeed at the event of crisis as organisation remain in the
control of leaders and matters can be decided at central level considering situation of overall
entity. Impact of this leadership style is expected to be positive to address the issue of crisis.
Transformational Leadership Style
Transformational leadership is the one where leader encourage and motivate workers to create
and innovate change that grow shape of the future success of the entity (White, 2018). The lead
advantage of this theory is that the same is able to check the company’s current situation and
generate a right vision for the growth and improvement. Another benefit of this style is that it
keeps the company ethical and open. In addition to this, it promotes morale via better
communication. To discuss disadvantage of this leadership theory this is to state that the same
carries high potential for abuse and can lead to employee burnout. In addition to the same can be
disruptive and risky (Thompson, 2019).
This leadership style seems to be successful at the time of organisational crisis as these leaders
have ability to transfer their high power, enthusiasm and inspirational motivation to their
employees and subordinates that lead to better interaction to crisis (Zhang, Jia and Gu , 2012).

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References
futureofworking.com. (2020) 8 Transactional Leadership Advantages and Disadvantages.
[online] Available from: https://futureofworking.com/8-transactional-leadership-advantages-
and-disadvantages/ [Accessed on 21/03/2020]
Gaille, B., (2018) 15 Laissez Faire Management Style Advantages and Disadvantages. [online]
Available from: https://brandongaille.com/15-laissez-faire-management-style-advan tages-and-
disadvantages/ [Accessed on 21/03/2020]
Thompson, J. (2019) Advantages and Disadvantages of Transformational Leadership. [online]
Available from: https://smallbusiness.chron.com/advantages-disadvantages-transformational-
leadership-20979.html [Accessed on 21/03/2020]
White, S., K. (2018) What is transformational leadership? A model for motivating innovation.
[online] Available from: https://www.cio.com/article/3257184/what-is-transformational-
leadership-a-model-for-motivating-innovation.html [Accessed on 21/03/2020]
Zhang, Z., Jia, M. and Gu, L., 2012. Transformational leadership in crisis situations: evidence
from the People's Republic of China. The International Journal of Human Resource
Management, 23(19), pp.4085-4109.