Our approach is inspired by research initiated by James Mc Gregor Burns,Bernard M.Bass, Plato, Socrates, Carl G Jung, Freud and many others....
We propose a comprehensive framework that tends to reduce complexity of social psychologiy and related matters.
1. Orientation towards Relationships or Tasks and the importance given to focusing on relationships vs completing tasks and achieving goals
2. Proactive i.e., tendency to take the lead/to be on the front vs Reactive i.e. tendency to agree/to be in the back. The test questions will uncover your natural tendencies regarding these two attributes.
Combining these two scales creates 4 categories of preference
EXPRESSIVE : Relationship with Others - Proactive
PARTICIPATIVE : Relationship with Others - Reactive
DIRECTIVE : Orientation to Tasks - Proactive
NORMATIVE : Orientation to Tasks - Reactive
There are 16 combinations
Leadership consists of two elements: (1) “status” - where power is granted by virtue of being named to the role, and (2) “personal authority” - where power is recognized as a result of the skills demonstrated while performing the role.
The survey assesses the ‘personal authority’ aspect of your leadership type, using two widely accepted models of leadership: Transactional and Transformational.
1. Transactional Leadership
This leadership is based on a "give and take" exchange between the employee, the one who contributes the work, and the leader, the one who rewards the work. The leader acknowledges his teams by granting benefits, promotions, prestige - or sanctions - as necessary, and these are given according to the accomplishments achieved.
The leader operates within an official hierarchy relative to the team members: s/ he decides on the objectives and gives instructions so the employee can achieve them. The Transactional Leader meets the employee’s psychological needs related to the lower stages of the Maslow pyramid. In the economic model, s/he fulfills the extrinsic “offer and need” framework.
2. Transformational Leadership
This leadership is based on an attitude of ‘sharing’: the leader takes into account the intrinsic, specific and individual needs of each employee.
These leaders communicate a clear, optimistic, convincing, meaningful and inspiring vision. They are attentive and show empathy, they educate, coach and support, they are open to new perspectives and they encourage innovation and creativity. They embody the values and beliefs they communicate. Hence they project, in varying degrees of intensity, the 4 dimensions of Transformational Leadership: inspiration, consideration, intellectual stimulation and charisma.
The two types of Leadership are necessary and complementary: Transactional Leadership is the foundation of all work relationships. Transformational Leadership is developed on top of Transactional Leadership, not the other way around. Transformational Leadership can be developed and improved. Training that sensitizes leaders to the four dimensions of this type of leadership can be used to enable the leader to create, communicate and promote a shared vision. Transformational Leadership has become the contemporary type of leadership; it has a powerful impact on employee engagement and can transform organizations.
Each management style and leadership type plays an important role in maintaining the health and stability of individuals and organisations. For all organizations, having too much or too little of any management style and/or leadership type can lead to serious organizational problems that are potentially harmful. Having a balance of complementary and diversified styles and using them wisely can help employees and organizations grow and experience long-lasting success.