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Article Summary
The article under analysis dwells upon the use of adaptive leadership in organizations during different stages of their evolvement. Gibbons (1992) states that the contemporary contingent business environment, as well as internal changes, require the use of different leadership styles. Moreover, it is emphasized that a leader can no longer utilize one leadership type with all employees and at different phases of organizational development.
According to Gibbons (1992), the concept of leadership is closely related to the link between the leader and the follower who have certain roles and expectations. Employees having high growth needs require more independence and opportunities to come up with innovative approaches, so transformational leadership is the most effective choice in this case. Those who have low growth needs will benefit from the use of the goal-centered approach and transactional leadership as they necessitate more guidance and instructional efforts.
Transactional and transformational leadership can become appropriate solutions depending on the situation (complexity and resources availability). Gibbons (1992) describes the peculiarities of the roles leaders and followers take up addressing various challenges. The increased scarcity of resources is associated with transactional methods use while high complexity requires the utilization of transformational leadership.
It is stressed that effective leaders should trace the shifts that emerge, as well as identify the needs of their followers, in order to choose the most appropriate leadership style. Collaboration and communication are regarded as the foundation of the sustainable development of any organization.
Article Relevance
The article in question is important for the field of organization management since it explores the impact leadership styles have on organizations at certain stages of their development. Gibbons (1992) provides a detailed framework that can be employed by practitioners under different circumstances. Johnson and Johnson (2013) claim that situational theories of leadership have become widely used as they equip researchers and practitioners with the necessary tools to address the challenges and opportunities associated with divergent environments.
The article under consideration is based on this theoretical paradigm, which makes it a valid source for modern leaders. It is noteworthy that the article was published in the early 1990s, so it can be regarded as rather innovative. It paved the way to other studies that explored the relationship between leadership styles and organizational change.
Although the article under analysis appeared more than two decades ago, it is still relevant in the contemporary business environment. High competition and a volatile economic situation have a considerable influence on the development of organizations, and effective leadership tends to become critical for companies’ survival (Holten & Brenner, 2015). Transactional and transformational leadership styles remain the primary approaches to managing organizations, and the ability to employ the most appropriate paradigm under different circumstances leads to competitive advantage and success (Deichmann & Stam, 2015).
One of the major peculiarities of the study under consideration is its applicability to the modern business setting. The detailed description of the roles of followers and leaders, as well as the analysis of different environments, can serve as a framework for practitioners involved in different sectors of the economy.
Personal Evaluation of the Article
The article is well-written, clear, and concise, which makes it a helpful source for any leader (as well as the employee who has high growth needs). The analysis of the environments organizations have to operate in is specifically valuable especially for those who are in leading positions. However, the article is characterized by a limitation associated with the form rather than contents. It could be beneficial to provide a visual representation of the role of leaders and employees in different situations. The provision of a figure with quadrants that reflects the level of complexity and resources scarcity would enhance the article making authors’ claims more visible and understandable.
This article is relevant to the topic of organizational culture as it provides insights into the ways culture can and should be affected by external and internal factors. At different periods, organizations face new challenges and can have access to new opportunities. Thence, it is essential to make sure that the existing organizational culture is consistent with the company’s needs. Innovation and decentralized decision-making are keys to success, but they should be managed properly in certain periods.
The data included in the article will help me be an effective leader who is aware of the ways the relationships between followers and leaders evolve. I tend to use different leadership styles based on people’s personality traits, expectations, and needs. The article in question helped me acknowledge the benefits of this approach, especially regarding the ever-changing business landscape. I also learned about the need to utilize transactional leadership style under certain conditions. I used to think that the use of some autocratic methods can be harmful to the development of a company in short- and long-term perspectives, but the author depicts the situations when such alternative is vital for organizations. This article is a valuable source of information that has shaped and improved my own leadership style making it more adaptive.
References
Deichmann, D., & Stam, D. (2015). Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas. The Leadership Quarterly, 26(2), 204-219. Web.
Gibbons, P. T. (1992). Impacts of organizational evolution on leadership roles and behaviors. Human Relations, 45(1), 1-18. Web.
Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of organizational change. Leadership & Organization Development Journal, 36(1), 2-16. Web.
Johnson, D.W., & Johnson, F.P. (2013). Joining together: Group theory and group skills (11th ed.). Upper Saddle River, NJ: Pearson.
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