Relationship-Oriented Leadership Style

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Leadership Style
The task-relationship model classifies leadership styles with respect to the application of relationship management or performance management behaviors to attain the goals and objectives of an organization (Wong, Cummings & Ducharme, 2013). This leads to the task-oriented leadership (performance management) and relationship-oriented leadership (relationship management). Other than the differences in orientation and leadership processes, the two leadership styles also have different outcomes (Wong et al., 2013).
The results of the survey show that I am a very high range Type B leader with style and orientation scores of 45. This shows that I consistently demonstrate behaviors that are aligned with the relationship focused leadership
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This leadership style is built on the concern for the well-being. Employees are motivated when the leadership proves that they are not mere resources that are used for productivity and can be discarded if need be (Tabernero et al., 2009). The goodwill developed between the leaders who use the relationship-oriented leadership and the employees increases commitment to the organization and service delivery.
The organizations whose leaders use the relationship-oriented style are able to gain from improved customer service and reduced employee turnover. According to Sahertian and Soetjipto (2011), the employees who feel valued are motivated to ensure that the organization’s processes are performed as effectively as possible. The employees are able to serve customers with the highest level of professionalism and attempt to project a positive image of the organization (Sahertian & Soetjipto, 2011). The relationship with the leader also increases organizational commitment thus ensuring low employee
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Other than the ability to get information on potential conflicts before they escalate, the leaders’ rapport with the employees can be leveraged when handling conflicts. The leaders’ understanding of individual differences is useful in diagnosing the source of conflict and the possible conflict resolution approach (Popli & Rizvi, 2015). Task-oriented leaders lack this advantage since they maintain a distance with the employees thus unable to understand and resonate with the unique needs and personalities that can lead to interpersonal conflicts. These leaders are also able to handle task conflicts that arise from diverging behaviors and

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