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The article “Who wants to follow the leader? Using personality and work value profiles to predict preferences for charismatic, ideological, and pragmatic styles of leading” interrogates the universal applicability of the three leadership approaches. Thoroughgood and Sawyer (2018) posit that, contrary to the popular belief that these administrative theories are ubiquitously adoptable, personal attributes and work value profiles of the led determine their preference. The author’s research question sought to predict the desirability of pragmatic, ideological, and charismatic leaders by using the followers’ traits and job-related beliefs (Thoroughgood & Sawyer, 2018). The author’s thesis is that despite their widespread adoption, ideological, pragmatic, and charismatic leadership models are not universally applicable (Thoroughgood & Sawyer, 2018). The leadership’s impact and effectiveness are influenced by the characters of their subjects and espoused occupational values.
The authors argue that the followers’ personality and the occupation’s subset of beliefs and ideas determine the adoptability, acceptance, and the subsequent success or failure of a particular theory. According to the authors, “followers’ characteristics neutralize, accentuate, or weaken the effect of a leader’s actions,” highlighting the significance of positive behavioral attribute (Thoroughgood & Sawyer, 2018, p. 183). Where an individual fits the mental depiction of their ideal leader, such person effortlessly obtains influence, experience less dissonance, and register a maximum impact with their actions. For instance, the ideological model is applicable where openness and agreeableness are limited. The authors contend that “cultivating leaders involves matching the right leaders with the right situations that fit their styles” (Thoroughgood & Sawyer, 2018, p. 193). However, a significant refutation of the publication is that it disregards the indefinite and equivocal nature of personal descriptions, such as introverts and agreeableness. The study implies that organizations should match the personalities and work values of supervisors to that of the subordinates. Therefore, the follower’s perceived compatibility with the authority and their leadership style are fundamental factors determining the effectiveness of a given administrative model.
The article has various shortcomings which considerably undermine its generalizability, applicability, and adoptability. For instance, the utilization of fictional leaders may not yield similar outcomes in a real-world organization. Additionally, the authors concentrated their survey on crises, which may impede the acceptability of the findings in ordinary circumstances. The authors integrated results from other studies, which reinforce their views and help draw robust conclusions. However, a prominent research question raised is how leader preferences are shaped by situational factors and followers’ profiles.
Reference
Thoroughgood, C., & Sawyer, K. (2018). Who wants to follow the leader? Using personality and work value profiles to predict preferences for charismatic, ideological, and pragmatic styles of leading.Journal of Business and Psychology, 33(2), 181-202. Web.
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