Four Types Of Leadership

Leadership

What is leadership?

To understand different types of leaderships it is paramount to first have a clear understanding of leadership. There are many different definitions of leadership. For example, Richards& Engle (1986) defined leaderships as the ability to embody value, articulate ones vision and the ability to create the environment in which all of these things can be achieved. In addition Yukl (2002) defines leadership as the process of motivating and facilitating others towards achieving shared objective. Thus it can be understood that leadership is the ability to be able to influence individuals and providing the support necessary towards effectively attaining a shared objective.

Types of leadership

Burns (1978) introduced

These categories are known as ‘the four I’s’. Idealised influence is a dimension in which the leader gains an admiration from his subordinates. These leaders usually possess particular traits such as high self-confidence, determination and are also extremely competent (Bass & Avolio, 1998). Inspirational motivation is the leader’s ability to inspire and motivate his subordinates through giving meaning and goals towards a task. Thus enabling the subordinates to become committed to the task as well as to influence them to share the leader’s vision (Bass, 1997). Dubinsky et al (1995) also found that these leaders also increase motivation and enthusiasm of their subordinates and through providing an attractive but attractive image of the future it also instils self-confidence in their subordinates. The third dimension is intellectual stimulation, this is when leaders challenge their subordinates to think outside the box and encourage them to be innovative and actively contribute intellectually (Bass, 1997). This sort of leadership invokes new ideas, perspectives and novel approaches to achieve the leaders’ goal. Finally individualised consideration focuses on the leader’s ability to assess the needs and wants of each of his subordinate thus able to make each one feel

The positive perspective from an employer’s point of view is that they are riding themselves of undesired employees. While employees could perceive this positively in that moving to a new job will promote self-development. While one of the negative views of turnover is that employees are unhappy with their job (ibid). A study in Australia showed that the average turnover rate in 64 four and five star hotels were as high as 50.74% for operational employees and 39.19% for managerial employees (Davidson, Timo, & Wang, 2010). This is plausible for operational employees as hotels tend to hire many casuals to adapt to the flexibility of working