This article will explore the type of leadership styles are being used within the Sandwich Factory. Kirsty Flower possesses The Sandwich Manufacturing plant which was set up in 2005 by her and her fellow workers that worked in advance together in similar industry. All of the managers in the organisation consist of women which form the Senior Management Team.
Kristy's control styles integrate with modern authority theories in many different ways, one theory more than the other in some instances. The modern methods to leadership this survey will look in depth are Leader-member Exchange theory, Path-goal theory and 'New' command.
The success or failing from the Sandwich Factory is determined by Kirsty's manager command features. "Leadership is the activity of influencing visitors to strive willingly for group goals" (Kumar 2001: 190). To achieve success a head needs have a stimulated team which can only be achieved by the leader taking control as well as listening to the follower's issues or needs.
The modern management theories are generally found in today's society amongst leaders. These theories can be applied in all types of organisations from a little business to multinational cooperation's. The techniques are further commonly used as opposed to the older theories such as The Great Man theory and Characteristic theories. The present day leadership ideas take more into consideration the inspiration of subordinates, how the follower seems and considers the personnel important, it is them that lead to the success of the business.
Introduction to the Path-goal Theory approach
There are umpteen types of modern approaches to management, path-goal theory, head member exchange theory and new leadership - transformational/transactional leadership. Subordinates have a lot more power in the modern approaches when compared with the older control theories. Kirsty's command may be seen as reflective of modern leadership theories and strategies as the data will show the way the styles incorporate with the case study. Kirsty has several authority styles; Path-goal theory is one of the solutions which are being used inside the Sandwich Factory by Kirsty, the dog owner. An examples of this style is "I have a eyesight and I make an effort to inform you to staff that people are in this mutually, all going the same way towards one goal" (RESEARCH STUDY: Week 5). Kirsty is making all the supporters know by this affirmation that there is a journey and a aim for and everyone is in it together as a team. The role of the leader is to steer staff towards achieving the finish goal. "Leadership also motivates when it makes the path to the target clear and easy to travel through coaching and directions, when it takes out hurdles and roadblocks to achieving the goal, so when it makes the work itself more in my opinion gratifying" (Northouse 2007: 128).
There are many benefits to the Path-goal strategy, Kirsty and the fans have mutual value; it is much easier to communicate with subordinates when there is a flatter system and fewer channels to complete, the leaders style is informative, encourages and facilitates the employees, and shows assistance in obtaining goals. The idea works around framework and the work setting alternatively than leader's style which occurs in the contingency theory. "The primary assumption of path-goal theory is derived from expectancy theory, which suggests that subordinates will be motivated if they think they are capable of executing their work, if indeed they believe their initiatives will lead to a certain outcome, and if indeed they believe that the payoffs for doing their work are rewarding" (Northouse 2007: 127). The duty of the first choice is to help employees achieve their aim for, ensuring the road to the finish goal is understandable and simple; from this workers can be confident and be determined for future jobs. Subordinates will find the work easy as the goals will be divided and explained well by superiors.
There are also imperfections to the Path-goal procedure; the theory assumes the leader has learned everything and gets the qualities to give a clear way to followers to reach their goal. It also presumes that subordinates will be encouraged by the notion of the likelihood of achieving an objective and the first choice is expected to have an optimistic impact on the supporters and stimulate them regardless of the situation.
Introduction to the Leader-Member Exchange Theory approach.
The Leader-Member Exchange (LMX) theory is another methodology which pertains to the research study; it is the only theory that handles in and out groupings. All the employees seem to be to maintain the in group; thankfully The Sandwich Manufacturing plant has no obvious out group. The in group has dyadic romance with the first choice where as the away group has more of a formal relationship with innovator and are not felt an integral part of the jobs that are performed. These organizations are manufactured by the leader, if the followers agree to work out with the first choice then they can be a part of in the group and will be further more involved with current and perhaps future projects depending if the individual can keep the leader satisfied with the typical of performances. The job of the first choice in the LMX theory is to ensure that followers feel important and unique member of the team.
The LMX theory evolves into two periods; firstly the leaders initial impressions of the worker such as their personal and demographic characteristics. Secondly the productivity that is made by the employee, the first choice will evaluate if the duties completed are to expectations expected, on this basis the worker shall either enjoy high quality leader-member exchange or they shall be placed in the out group by the first choice, where treatment will not be so satisfying.
An exemplory case of the LMX theory in the case is when Kirsty mentions staff can add their own source to the business, these type relationships exist when the first choice has a strong and stable relationship with employees which really is a feature of the approach. "I also need to trust personnel to be totally committed to what we want and I`m available to any ideas about how to make that perspective a practical simple fact" (Case Study: Week 5). Kirsty is rolling out a loyal specific marriage with all team members which in effect will create a greater output as the Senior Management Team will be motivated by Kirsty's impact.
One of the undeveloped parts of the idea is a follower from the in group is recognized to be proficient at all task because the subordinate is good at one process "For example, a member's significantly less than satisfactory job performance is tolerated due to loyalty he has shown to the first choice" (Othman, Ee and Shi 2009: 340). Therefore that the leader may misunderstand the employee and misclassify their performance. That is a defect of the LMX approach which is major compared to other theories as it affects the grade of work. There can be continuous change within the organizations, people maybe be fallen or may begin affecting themselves with in the in group depending on circumstances.
Introduction to the 'New' Control Theory approach
Transformational leadership came into focus in the early 1980's. This theory provides attention to charismatic and effective aspects of command; it changes and transforms subordinates as the name indicates. "It really is concerned with emotions, values, ethics requirements, and long-term goals and includes examining enthusiasts' motives, satisfying their needs, and dealing with them as full humans" (Northouse 2007: 175). Kirsty's authority style is seen as transformational as she is interested in on concentrating on helping every member of the group succeed. Kirsty says "I try to be hand readily available to clarify any issues the personnel have" (RESEARCH STUDY: Week 5).
One of the components of the transformational theory is Idealised impact (charisma). This technique the first choice shows clear set of values that need to be followed and serves as role model to the workers. "This charismatic aspect of transformational authority is characterised by providing a eyesight and a sense of objective, instilling pride on the list of group, and getting respect and trust" (Humphreys, Einstein 2003: 86). The leader is seen as a hero by employees.
Kirsty is getting more out of her personnel since they manage to be in high spirit at work. A good example of this approach being applied in the case study is "the personnel seem to be to be happy and enjoying the devolution of authority and responsibility I`ve been able to provide" (RESEARCH STUDY: Week 5). This is seen as specific consideration to participants of the team that Kirsty feels can be developed to accomplish more.
The flaw of the strategy is it attempts to involve too many factors which can create bafflement and doubt to the follower and the first choice if it were too be utilized upon. Transformational theory is unlike other theories it generally does not consider how the head should take action to particular situations to reach your goals.
Transactional behaviour is a part of the modern theory approaches, which comes under the 'New' command approach. It works by motivating subordinates and rewarding or punishing them depending about how well they perform with the tasks. In this process the first choice has hold over the fans and expects the workers to execute to high standards. Kirsty does not hold this kind of style; her control procedure is more into the Transformational theory which is more lenient and considerate towards follower.
The strengths and weaknesses of Kristy's control - Path-goal theory approach.
There are extensive strong items and weakness of Kirsty's leadership within the Sandwich Factory. The first methodology that'll be critically analysed is the Path-goal theory. This style can be involved with how management behaviour can effect the satisfaction and performance of your follower in an organisational setting up. The Path-goal strategy is approximately diminishing obstructions to attain goals then pleasing the employees for job achievements. "Essentially, the path goal theory makes an attempt to describe the impact that innovator behaviour is wearing subordinate drive, satisfaction and performance" (Jain 2005: 328)
One of the strengths of the Path-goal methodology is the fact that it handles a combination of factors. There are many types of leadership styles in the road goal theory, the procedure suggest that these behaviours should be used in different circumstances to encourage subordinates.
Supportive Command - the first choice attempts to solve any concerns of the subordinate, so if the follower is unsatisfied the leader will show genuine support to help deal with the problem facing the person. "The supportive leader likes an agreeable environment and provides strong focus on the needs and wellbeing of his or her subordinates" (Silverthorne 2001: 151). This type of approach is best used when jobs are boring or tense e. g. car creation factory.
Achievement Orientated Authority - The first choice has arranged high expectation for supporters at this style, challenging the employee to his/her fullest, hoping the subordinate will excel in their field, demonstrating confidence that they will achieve goals arranged and perform well. "People who perform a number of tasks could find their jobs more satisfying and have less dependence on public support" (Marriner-Tomey 2004: 174).
An exemplory case of this approach being applied in the event analysis is "the personnel seem to be happy and enjoying the devolution of authority and responsibility I`ve been able to provide" (RESEARCH STUDY: Week 5). This implies that subordinates are content and happy to defend myself against extra responsibilities.
The down sides of the Path-goal theory are it is too broad and will try to entail all aspects (directive, supportive, participative and achievements orientated leadership), and incorporate all these together rendering it difficult to actually practice upon the idea fully. It also does not clarify how these four types of solutions will have an effect on the employees work. This leaves the practitioner with insufficient facts how this theory will continue to work in reality and how it can be put on an company.
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The advantages and weaknesses of Kristy's leadership - Leader-Member Exchange way.
As discussed before in the record the LMX theory pertains to the truth, Kirsty and her friends that previously proved helpful for Mr Bakes all changed across to get started on a new company called The Sandwich Manufacturing plant which consisted of Kirsty and several other co-workers as having talk about in the business. The friends are noticeably in the in group, which is known as a durability, where Kirsty has a solid relationship with these subordinates, who've been given a professionals role "Kirsty`s fellow workers now hold senior positions on the Senior Management Team (SMT) (RECRUITING, Finance and Production)" (RESEARCH STUDY: Week 5). Kirsty and the fans have mutual respect and trust towards one another which are advantages of the LMX theory.
The theory emphasises the importance of recognising the existence of in and out organizations within the task place. LMX theory is the only leadership theory that makes the concept of a relationship between leader and follower the centrepiece of the control process. "Leaders in high quality LMX relationships rely seriously on followers to act in their stead (Dunegan et al. , 1992) and cause them to become undertake more in charge activities (Graen and Uhl-Bien, 1995)" (Kang, Stewart 2007: 534). Inside the interview Kirsty solved saying "most of us got on well with our previous workplace" (Case Study: Week 5), this implies that the partnership must of been healthy with Mr Bakes organisation. The in group has been carried ahead to Kirsty's company The Sandwich Manufacturing plant, one of the advantages of this way.
It can be argued there are limits to the LMX theory, the out group are deprived of attention from the leader "in the framework of work teams, it's possible that such a predicament can be divisive and undermine group performance" (Othman, Ee and Shi 2009: 340). This type of behaviour is is seen as destructive control as it upsets employees even though partially a few of them may be quite happy with their job and supervisor. The out categories morale will be extremely lower compared to the in group who will be enjoying a wholesome relationship with the leader. Personnel in the out group will never be so devoted and motivated to do well in their careers. The Sandwich Stock does not have an out group at this time this can be because the business is relatively new and Kirsty management style will not allow it for these types of circumstances to occur as they have negative repercussions.
First impression of the theory will never be great to leaders and practitioners as it shows unfairness and favouritism on the out group as market leaders are only worried about performance.
The advantages and weaknesses of Kristy's control - 'New' Authority approach.
Kirsty has transformational command attributes, which is another modern control approach, this also called 'New' Command which in addition has Transactional Control. She can take control of situations by conveying an obvious vision on the Sandwich Factory's goals and aims; she's a enthusiasm for the task and the ability to make the enthusiasts feel re-energized. This sort of leadership consists possessing a shared perspective and unity within the team.
One of the advantages of transformational authority is to give clear route and involve others in producing the vision. This statement distributed by Kirsty in the Young Businessperson (London) Monthly relates to this theory "The original idea to begin up the business was mine, but I needed people to include me to make my perspective benefit the betterment of most involved in the company" (Case Study: Week 5).
The transformational theory is becoming popular over time as it allows the first choice to get the most from the follower when carried out in a considerate but professional manner. Bass (1990) shows that through the use of the behavioural characteristics of transformational control, market leaders can guide their fans toward performance beyond objectives (Humphreys and Einstein 2003: 85).
The drawback of the transformational approach it depends on highly skilled and developed employees to be triumphant in tasks assigned to them. Another criticism about the theory is the procedure presumes followers want change. This theory also thinks that leaders are people that can change others around them. Then this brings up the question, how sure are the followers that the leader is making the right decision?
The Transactional theory is about the first choice having full control and expert over subordinates. The first choice helps it be clear what's required from the follower. A kind of transactional approach in the event is when Kirsty says "I found myself papering over some splits that came out in the first days whenever we had to get things done fast" (Case Study: Week 5). Transactional innovator works or a reward or punishment basis to inspire supporters, if the worker reaches goals within a minimal budget then they will be given an incentive in case the worker fails the task or is not complete on time the worker will be punished or the first choice will begin to make the follower feel uncomfortable.
The limitation of the transactional strategy is the fact that its primary concentrate is on rewards and punishments. As opposed to the progress and needs of employees which the transformational theory specializes in and also other styles, maintaining an equilibrium of what's important.
Conclusion
All three modern command theories and strategies have been determined in this report and how they may have impacted subordinates as well as the leader. The path-goal theory motivates workers to make them feel that they can do the work and Kirsty uses this style to encourage subordinates that they can fulfil jobs. Transformational theory has the same kind of idea but it appears less complex to utilize and apply within the Sandwich Manufacturer. The LMX procedure is not trusted or applied but there are tips of the idea with in the event, mostly about the in groups which have been created in the company by Kirsty.
The entire just how through the case study Kirsty keeps discussing 'we' as the company went through various different stages alongside one another e. g. "we created market", "we had to get things done faster" and so on. That is clear proof that Kirsty does not simply see herself operating The Sandwich Factory but strategically as team, which shows great leadership to progress onward. Evidentially these modern command ideas have been employed by Kirsty and also have functioned well. The research has discovered the advantages and weaknesses of the present day leadership approaches related towards the Sandwich Manufacturing plant.
