Leadership Styles At Tesco: Actions And Short Answers

Leadership Styles at Tesco actions and Answer Shortly

Read a case study "Leadership Styles at Tesco" Actions and answer shortly to three questions: Explain the difference between an ‘I consult’ approach and an ‘I share’ approach to leadership. Is a laissez-faire style good for American companies? Analyse why some managers may be happy to adopt a laissez-faire style of management. Please, be concise! You can pretend that you, as a business consultant, is writing these papers for your curious client. Please, do not forget to make references to your sources using APA format for references (only for references). Around 2 pages.

Paper For Above instruction

Introduction

Leadership styles are critical in shaping organizational success, influencing decision-making processes, employee motivation, and overall company culture. The case study of Tesco provides insight into various leadership approaches, including consultative and shared leadership, and highlights the implications of laissez-faire management, especially within the context of American corporate practices.

Difference Between ‘I Consult’ and ‘I Share’ Approaches

The ‘I consult’ approach to leadership involves leaders seeking input and feedback from employees before making decisions. Leaders maintain control but value the perspectives of their team, fostering engagement and buy-in. This style emphasizes consultation but retains decision-making authority with the leader (Northouse, 2018). Conversely, the ‘I share’ approach promotes shared decision-making, where authority and responsibility are distributed among team members. Leaders act more as facilitators, encouraging collaboration and collective problem-solving (Goffee & Jones, 2020). The ‘I share’ style recognizes the competencies of team members, empowering them to co-create solutions and participate actively in leadership processes.

Is a Laissez-Faire Style Good for American Companies?

A laissez-faire leadership style, characterized by minimal supervision and guidance, can be suitable for American companies under certain conditions. American corporate culture often values independence, innovation, and entrepreneurial spirit, which align with laissez-faire principles (Bass & Bass, 2008). However, its effectiveness depends on the maturity and motivation of employees; highly skilled, self-driven teams tend to perform better under laissez-faire conditions. Nonetheless, in environments requiring coordination and oversight, such as manufacturing or service industries, this style might lead to lack of direction and decreased performance (Blanchard et al., 2013). Therefore, while laissez-faire can foster creativity and autonomy, its appropriateness varies according to organizational context and team capabilities.

Why Some Managers May Be Happy to Adopt a Laissez-Faire Style

Managers may prefer laissez-faire leadership for several reasons. It reduces their managerial workload by delegating authority, allowing them to focus on strategic rather than operational issues (Lussier & Achua, 2016). It also fosters a sense of ownership and accountability among employees, which can enhance motivation and job satisfaction. Moreover, managers confident in their team's skills and expertise may perceive this style as a way to promote innovation and independence. Additionally, in creative or research environments, a laissez-faire approach can stimulate innovation by offering team members freedom to experiment without excessive supervision (Yukl, 2013).

Conclusion

Understanding different leadership styles, such as consultative, shared, and laissez-faire, is essential for aligning management practices with organizational goals and cultural context. While ‘I consult’ and ‘I share’ approaches emphasize participation and collaboration, laissez-faire management can be advantageous or detrimental depending on employee maturity and task complexity. Managers should assess their organizational environment to adopt the most effective leadership style.

References

• Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications (4th ed.). Free Press.
• Blanchard, K., Hodges, P., & Reich, J. (2013). Leadership and the One Minute Manager. HarperBusiness.
• Goffee, R., & Jones, G. (2020). Why Should Anyone Be Led by You? Harvard Business Review Press.
• Lussier, R. N., & Achua, C. F. (2016). Leadership: Theory, Application, & Skill Development. Cengage Learning.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.