High Task & High Relationship Leadership Style

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Introduction

Leaders differ in a number of respects in their focus of attention. Some leaders have emphasized task accomplishment, while others concentrate on driving performance through quality relationships.

The behavior of a leader can be explained in terms of how they structure communications and working methods for their teams. Research has shown that most progressive leaders are those who exhibit task and relationship orientation (Yukl, 2010).

In respect to tendencies for direction, task, participation and relations orientation, high task-high relationship leadership tend to rely on a leader’s personal attributes and situational contingencies.

In this paper, I seek to give a critical examination of my leadership style characterized by high task-high relationship orientations. I shall present justifications for the leadership style while drawing from numerous research literatures that have explored the concept of leadership (Yukl, 2010).

Discussion of high task-high relationship leadership style

The leadership underpinned by high-task-high relationship concerns with the inclusion of both tasks and relationships. This means that the leader under this grid approaches leadership by considering them as crucial components in driving organizational performance (Yukl, 2010).

Many leadership scholars argue that high task-high relationship style of leadership entails coaching toward achievement of workplace goals (Wren, 1995).

While it is worth appreciating the difficulty of achieving high-end outcomes, the high task-high relationship incorporates task behaviors and relationship behavior to overcome the temptations of setting unrealistic objectives through seeking communication.

The high task-high relationship depicts a leader that emphasizes engaging people in all aspects that seeks high productivity.

This means that a high task and high relationship leader is highly esteemed and is motivated by behavior of their subordinates, and combines task together with relationship behaviors. He or she establishes lasting relationships through mutual trust and respect for his followers.

This is enhanced through respect and listening to employees’ needs (Wren, 1995). Studies suggest that leaders who have excelled employ a high task-high relationship leadership style. According to Wren (1995), high task-high relationship leaders have excellent planning and organizational skills.

Yukl (2010) argued that high task behaviors include high expectations and the need to attain high achievements in life. These leaders tend to import leadership attributes from their personal behavior.

Although many people have criticized this leadership style as letting personal character override workplace situation, research has shown that high expectations coupled with setting of clear path of achieving the expectations have far-reaching impact on the productivity of a team (Yukl, 2010).

Team leaders that have high task-high relationship skills have been seen to stimulate productivity among followers.

Studies show that high task-high relationship is appropriate for leaders who find themselves in moderately motivated teams. These teams need encouragement to hit the set goals in the effective way possible.

Leaders falling in this class of leadership are positive-minded people who lead by setting outstanding examples to their followers. They facilitate mobility of employees to reach their full potential, as a working team and individually.

It is through this leadership style that employees appreciate being in a team underpinned by communicative leadership ready to discuss the way forward (Yukl, 2010).

Ordinarily, people who exhibit confidence in their work with low productivity should be encouraged through persuasion and supervision.

Low employee productivity will demand that leaders turn around employees through building their self-esteem and ensuring that staffs are involved in the process of decision-making in restoring their commitment and confidence for improved performance (Wren, 1995).

Personal reflections on why I believe should belong to high task-high relationship

As a leader, I feel that I should belong to the high task-high relationship quadrant of leadership based on the fact that it integrates both task and relationship. This leadership model has proven to be one of the effective models of leadership in organizations.

This leadership style emphasizes the need for guidance to facilitate followers in performing their duties. While it is critical to mention that high task and high relationship leader defines roles and tasks, they also embrace consultative approaches to work.

The model concerns with the extent to which a leader supports his or her followers to achieve high-end results. I rely on the assessment of my character that corresponds with high task-high relationship style of leadership to support my choice of this leadership style.

I am a highly motivated person who always seeks high outcomes from tasks. I believe in setting achievable goals that resonate with the circumstances of different workplace settings.

Since the leadership style depends on a leader’s ability to set clear communication strategies, I have learned how to create strategic communication that enhances the concept of multi-way communication.

The typical character of this leader is the ability to set short-term objectives that are measurable, achievable, and time-bound. A leader in this category should exhibit high sense of trust and respect to inspire the rest of the team.

Therefore, I am motivated to create and manage relationships, which is the basis of attaining best results through a high-end relationship with team members.

References

Wren, T.J. (1995). The leader’s companion: Insights on leadership through the ages. New York, NY: The Free Press.

Yukl, G. (2010). Leadership in organizations (7th ed.). Saddle River, NJ: Prentice Hall.

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High Task & High Relationship Leadership Style

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