Week 4 LDR 804 Original Question - Modern Society Gives Pref

Week 4 LDR 804 Original Question- Modern society gives preference to the inclusive style of leadership and the traits that are associated with it

Modern society tends to favor inclusive leadership as a preferred style due to its emphasis on diversity, equity, and participation within organizations. Inclusive leadership promotes the active involvement of diverse individuals, fosters collaboration, and emphasizes the importance of understanding varied perspectives. However, while inclusive leadership offers numerous benefits, there are specific situations where it might not be the most effective approach. In such contexts, alternative leadership styles could be more appropriate to address particular organizational needs or challenges.

Inclusive leadership is characterized by traits such as openness, empathy, and a commitment to fostering an environment where all employees feel valued and empowered. According to Choi, Tran, and Park (2015), inclusive leadership influences workplace engagement by meeting employees' emotional and intellectual needs while maintaining perceptions of neutrality. This neutrality is crucial because any deviations might risk alienating certain groups or creating perceptions of favoritism, which can hinder the organizational climate. For example, changes motivated by diversity and inclusion initiatives may sometimes generate tension or stress if employees perceive them as superficial or unfair, especially if they feel that the process disrupts existing norms or creates divisions (Shore & Chung, 2021).

Despite its strengths, inclusive leadership may not be the best fit in organizations facing crisis or urgent decision-making scenarios. During situations requiring rapid, decisive action—such as emergencies, highly competitive markets, or significant organizational upheavals—leaders might need to adopt more directive or transactional styles. These styles, which focus on clear commands, immediate results, and structured processes, can be more effective in ensuring swift responses and maintaining order. For instance, in crisis management, a transformational approach that emphasizes vision and inspiration might be insufficient if quick, authoritative decisions are vital for survival. In these cases, autocratic or authoritative leadership styles provide the clarity and control necessary to navigate tumultuous circumstances efficiently (Bass & Avolio, 1994).

Additionally, in highly regulated or safety-critical environments—such as healthcare, aviation, or military operations—the strict adherence to procedures and protocols is paramount. Inclusive leadership, which may prioritize participative decision-making and consensus-building, might hinder timely responses required to prevent accidents or meet legal compliance. In such settings, more hierarchical or transactional leadership styles that focus on compliance, discipline, and clear authority are often more suitable. These styles ensure that safety standards are maintained rigorously, minimizing risks and errors (Yukl, 2013).

Furthermore, organizational culture and maturity levels influence the appropriateness of leadership styles. In organizations with hierarchical structures or limited experience with collaborative approaches, transitioning to inclusive leadership may encounter resistance or inefficiencies. In these contexts, transformational or transactional leadership may facilitate smoother change management processes and provide the stability needed during periods of growth or restructuring (Avolio & Bass, 2004).

Therefore, while inclusive leadership is generally advantageous, its applicability is context-dependent. Leaders must assess organizational needs, environmental conditions, and cultural factors before adopting an inclusive approach exclusively. Situations demanding rapid decision-making, strict compliance, or high-stakes environments may benefit more from directive, transactional, or authoritative leadership styles. Flexibility and adaptability are essential qualities for effective leaders to navigate complex organizational landscapes and optimize outcomes according to specific circumstances (Northouse, 2018).

References

• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Choi, S. B., Tran, T. B. H., & Park, B. I. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior & Personality: An International Journal, 43(6), 867-882.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Shore, L. M., & Chung, B. G. (2021). Inclusive Leadership: How Leaders Sustain or Discourage Work Group Inclusion. Group & Organization Management, 46(2), 182-209.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.