Case Summary: The Style Of Leadership Theory

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The leader in this case can be described as autocratic. An autocratic leader takes control over all decisions and has little input from other members of the team. These leaders make choices based on their thoughts and do not often seek advice from followers. Two behaviors used by the manager in this case include:
Provided his idea of ‘praise/encouragement’ by pushing staff beyond their capabilities. He expected staff to ‘argue back’ if they disagreed with what he was saying.
Never provided positive feedback (felt that there were three negative aspects for every single positive aspect). He thought staff could ‘read through the lines’ to receive their positive feedback. These behaviors were unsuccessful because, in America, because it is the
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In the examples above, the right leader was placed in the right situation. Therefore, staff were able to mimic the leader’s traits and improve the experience.
The Style of Leadership Theory (Zigarelli, 2013): styles like being demanding may work well in the example of leading the tight-deadline project. Whereas, being participative is a good approach to the example of improving the workplace morale.
The Contingency Leadership Theory (Zigarelli, 2013): this theory describes that there is no ‘one size fits all’ approach to leadership. It recognizes that some leaders work better in some situations than another. It recognizes that a leader may need to be replaced instead of transformed (relational vs. disciplinary for the two examples above).
Two relevant and specific behaviors and attributes of toxic leadership applicable to this case include:
Being pushy and demanding (not trusting staff): Alex’s leadership style of pushing staff and not trusting them to do activities can be discouraging and toxic to the team environment. It may actually discourage staff from doing their best

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