2.1 Charismatic leadership
The core of this leadership style is the leader has the special charm of the quality. Charm that could exist in the special quality of leaders, could also be formed in the interaction between leaders and followers. The behavior characteristics of charismatic leadership mainly include: Role modeling, image creation, display abnormal behavior, impression management, value guide, depicting attractive vision, role model (Jogulu, 2010). Leaders constantly will through their own behavior to infection around employees and followers.
Early charismatic leadership theory is that leadership behavior has a profound influence on followers; there was not detail on how to obtain the efficiency. Garcia (2006) expounds the more complete theory to illustrate the incentive effect of charismatic leadership. From the perspective of motivators, prominent leader through the following actions on the motives of followers have a positive impact. There have five points to explain the detail of the charismatic leadership. Firstly, the leader should clearly out forward a transcendent purpose, which is the same ultimate value believed by leaders and followers. Secondly, the leader should be selectively awaken the enthusiasm and vision of followers, that to make the self-evaluation in a greater degree of implementation by followers. Thirdly, leaders should show confidence and expectations of achieved excellent performance to followers, that to enhance their sense of self-esteem and self-worth. Next point, leaders should be associated with followers’ positive aspects of self-concept for the target and efforts, which is using of self-expression, self-esteem and motivation that further strengthen the self-esteem and self-worth from the followers. In the end, leader should emphasize the ultimate value of the collective, that encourage followers from tool rational orientation to moral orientation, also turned their attention from personal income to pay close attention to for the collective contribution (Muchiri, Cooksey, Milia and Walumbwa, 2011). A leader can influence the behavior of the subordinates who has charm more than an unattractive leader.
2.2 Transformational Leadership
Transformational leadership theory is put forward in the early 1980s. Cacioppe (2005) point out that, Transformational Leadership refers to the leader by making employees aware of the task and the importance of responsibility, to motivate subordinates need high-level or extend the subordinate, which can make subordinates for the team, organization and greater political to take beyond the interests of the individual. At all levels of the organization, including team, parts, and the overall organization could be found a transformational leadership. Transformational leadership through provides attractive role model for followers, by its own charm, make followers has a tendency to try to imitate the behavior of them (McMillan, 2010). Charismatic leaders for subordinates to provide clear, infectious, can produce incentive goals and vision for them.
Transformational leadership will let the individual as a whole, in order to provide the difference solution to generate the intellectual stimulation, including by questioning assumptions and challenge the status quo to stimulate creativity of staff (Cacioppe, 2005). Leaders could sympathize with personalized care and supports to the subordinate’s personal needs, tolerant of individual differences, pay more attention to satisfy every followers of achievement and growth needs.
Transformational leader behavior style mainly includes four main dimensions (Neider and Schriesheim, 2007).
2.2.1 Idealized influence
The meaning of idealized influence is that, leader can make other people behavior of trusting, admiring and following. It includes leaders become subordinate behavior model, leaders will be able to get affiliate identity, respect and trust. These leaders have recognized high ethical and moral standards and very strong personal charisma, well liked by his subordinates and trust. Employee recognition and support vision and planning from leader, also give the high hopes to the leader.
2.2.2 Inspirational motivation
Leaders will show their high expectations to employee, which inspire them to join the team and be the one part of the team. Leaders often use the team spirit and emotional appeals to achieve team goals. So that the performance obtained during the struggle for self interest, which is higher than staff performance.
2.2.3 Intellectual stimulation
The key point of intellectual stimulation refers to encourage innovation and challenge employee. Leaders inspire by intelligence excitation can make subordinate in consciousness, which can make change for formation of beliefs and values.
2.2.4 Individualized consideration
Personalized care refers to care about each subordinate, attaches great importance to the individual needs, abilities and desires, patience careful listening, and according to the different situation of each subordinate and need to train and guide the distinguishing of each subordinate. Transformational leader same as consultant, which can help staff to cope with challenges in the process of growth.
2.3 Transactional Leadership
There is unlike between transformational leadership, transactional leadership is based on the point of social transaction, the relationship between leader and subordinate contract behavior is a kind of reality (Schafer, 2009). Garcia (2006) said transactional leadership is a process of leaders and subordinates to achieve mutual benefit through negotiations, the leader and subordinates under the principle of minimum and maximum benefit, to achieve common goals.
The behavior of the transactional leadership style mainly includes two aspects, which is contingency reward and exception management (Mastrangelo, Eddy and Lorenzet, 2004). Contingency reward type refers to the leaders to give subordinates appropriate rewards and to avoid punishment as the motivation, when subordinates to complete the task, that can get the paid back. Leaders can through different contingency payment transaction, which can be motivation of subordinates. Exception management into the exception of the positive and negative exception management, leaders can be transform according to the needs of specific. Positive management refers to the leader of the active correction of errors, let subordinates know the root cause of the mistakes, and help the staff fixed. Negative management is that, leader and subordinate joint setting work together, leader does not try to change any work rules, only pay attention to the deviation behavior of subordinates, once there is deviation behavior, the leader to give correct (Cacioppe, 2005).
2.4 Patriarchal Leadership
Schafer (2010) point out that, patriarchal leadership is a kind of expression in the personality, contains strong discipline and authority, and contains the paternal kindness and virtue of leadership behavior. Paternalistic leadership includes three important dimensions: authoritarian leadership, kindness and virtue. Authoritarian leadership is refers the leader's leadership behavior, leader has the absolute authority, subordinates must be obeyed. Kindness is refers to the leader's leadership behavior on subordinates show personalization, concerned with personal or family members of subordinates. Virtue is that leader has highly personal virtue, discipline and selflessness.
Paternalistic leadership is a common leadership behavior existing in Chinese enterprises. Chinese social economy and culture had the characteristics of different from the western; Garcia, (2006) believes that the patriarchal clan system is an important feature of Chinese enterprises. Paternalistic leadership has the following characteristics:
- On the state of mind, subordinates must rely on the leader.
- Groups of loyalty make subordinates to obey.
- Leaders will examine subordinate's point of view, which was revised there arbitrary.
- When everyone recognized authority, can not turn a blind eye or ignored.
- Hierarchy, social power distance.
- No clear authority or strict rules, the intention of the leader is not clear.
- Leaders are role models and mentors.
Madzar (2005) point out, that paternalistic leadership not only exists in the Chinese society, and also in some high collectivism and power distance culture characteristics of non-western countries have paternalistic leadership. Japanese companies are more serious in this area. Jofulu (2010) point out that the patriarchal clan system is an important component of the national culture system of Japan parts, only of paternalistic leadership style, to become qualified employees of Japanese companies.
2.5 Participative leadership
The core of this style leadership style is the leader to share power, which subordinates can get a certain power. Participatory leaders tend to see subordinates as equal, which leaders will give them enough respect. In order to make the staff and workers to make the spontaneous efforts for the target, Muchiri, Cooksey, Milia and Walumbwa, (2011) point out that leaders tend to seriously listen the voice of subordinates and take the initiative to solicit their opinions. Leaders in participatory management team, the main decision-making often decided jointly by collective discussion, team members. Leaders will use the attitude of encourage and assist, and ask the staff to actively participate in decision-making.
Participative leadership style according to the subordinate's participation degree can be divided into three different types (Cohen, 2010).
- Consulting type. Consulting type, which means, the leader will be consulted with subordinates for their views before making a decision. But for the opinion of the subordinates, which is often just as a decision-making reference for the leader, does not have to accept it.
- Consensus type. Consensus type, which means, leaders will fully encourage subordinates to decision problem in discussion, and then jointly by the team members to make a decision, which most people agree with it.
- Democratic type. Democratic type, which means, leaders will award subordinates the final decision-making power, the role of leader in the decision making of opinions from all aspects are more like a collection and transmission, mainly engaged in communication and coordination.
Leaders can organize employees to participate in decision-making and management, to enhance staff's sense of ownership, to make it easier for employees to personal goal fusion in organizational goals, to achieve organizational goal as own duty (Schafer, 2010). Let employees involved in management; on a trust completely equal position with leader and subordinate, the problem is solved by democratic consultation and discussion.
2.6 Servant-Leadership
This is a kind of leadership style for the center with employees, from the view of the morality of stronger to manage the relationship between the leadership and the subordinate. Schafer (2009) point out, the core of servant leadership is selfless love to others, in the decision-making when considering all the benefit of the followers, the leader active service staff. Leaders use authority and desire to encourage people, which can establish leadership. Servant leaders emphasize fairness and impartiality, and as a way to achieve high performance organization behavior. Servant leader is very different from those leaders to lead; he desired was to ease the remarkable leadership, weaken in the possession of resources. By the leader's humility and accessibility, which the leaders inspire followers to join the team and following the example of leadership.
Servant leadership behavior includes the several patterns (Thomas and Cheese, 2005).
- Leaders help subordinates found its inner spirit, namely help subordinates find their inner spiritual power and develop potential.
- Leaders trust obtained on the basis of trust, that is, through their own honest and keep faith win the trust of subordinates.
- Leaders go beyond self-interest to serve others, regardless of personal interests and willing to help and guide the subordinates.
Servant leadership as servant of all, in the group and inconspicuous, unknown to provide resources and support to other members of the group, but not for others to recognize or acknowledge. Cohen (2010) point out that, through uninterrupted service behavior, servant leadership eventually becomes a key figure can determine group survival, and take on leadership positions.
3. Conclusion
Those six kinds of leadership styles have similarities, but also very different in each parts. Their main similarity is that each style of leadership behavior classification basically with "human oriented" and "task oriented" as the core, which emphasizes leaders should not only pay attention to the needs of the subordinates and growth, also need to focus on the goal and task. Those six leadership styles are the different relationship between leader and subordinate position, which reflects the unique function of each model. Charismatic leadership, transformational leadership, transactional, paternalistic leadership is all let the "leader" as the center, which emphasizes the subordinate receive tasks from leaders and responsible for the leadership, leader will give more control and instructions. Servant leadership and participative leadership is let "employees" as the center, stressed that leaders need to be more multidirectional subordinates to provide services, guidance and support, to help subordinates to complete the work. Enterprises can apply the six kinds of leadership in daily management, will effectively improve the quality of management, and improve enterprise efficiency level.
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