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Democratic leadership would be an effective approach to leading others in the workplace because members of a group are allowed to offer their ideas that are applied to solve problems. When everyone gets a chance to participate in decision-making, leaders encourage their followers to exchange their ideas on a freeway, increasing the extent to which equality and creativity are demonstrated in a group. Situations that are typified by issues that require the input of all members of a group are the appropriate scenarios to exercise democratic leadership (Hofstede, 1980). In a real-life example, in the United States of America, people are allowed to vote to express their democratic rights (Anderson & Sun, 2017). Democratic leadership may not be effective when an action plan is required urgently since this style allows members to engage in lengthy debates that hardly generate consensus (Kesting, Ulhøi, Song, & Niu, 2016). For example, when a country needs to change the law, the process is lengthy and may result in a referendum.
Leadership theories in other parts of the world are also characterized by merits and demerits; they are most effective in some scenarios, while in some cases they are not productive. For example, contingency leadership theories hold that every scenario is different; thus, no leadership style can be effective in all situations. Situational theories propose that those leading others should analyze variables in a situation to arrive at the most effective course of action. These theories are different from the democratic leadership style that allows members of a group to offer their opinions on issues affecting the workplace. Management theories partially contradict the key elements in democratic leadership. Notably, while management theories suggest rewards and punishment, democratic leadership does not propose that employees should be punished to be productive in the workplace (Nawaz & Khan, 2016).
References
- Anderson, M. H., & Sun, P. Y. (2017). Reviewing leadership styles: Overlaps and the need for a new ‘full‐range’ theory. International Journal of Management Reviews, 19(1), 76-96.
- Hofstede, G. (1980). Motivation, leadership, and organization: Do American theories apply abroad? Organizational Dynamics, 9(1), 42-63.
- Kesting, P., Ulhøi, J. P., Song, L. J., & Niu, H. (2016). The impact of leadership styles on innovation-a review. Journal of Innovation Management, 3(4), 22-41.
- Nawaz, Z. A., & Khan, I. (2016). Leadership theories and styles: A literature review. Leadership, 16(3), 1-7.
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