Leadership Philosophy
Introduction
Leadership Philosophy is a structured style to lead others. Leaders often incorporate written philosophies as a guide or referential statements. Leadership philosophies often include specific components connected to management theories, attitudes, guiding standards, and behavior. Its structure, however, varies specifically with organization management. Various forms of leadership philosophy are applied in companies (Fiaz, Muhammad, Qin Su et al. 150). Among them include democratic, autocratic, laissez-faire, strategic, transformational, and transactional leadership philosophies. Hence, this essay aims to discuss practical leadership philosophy that favors shared vision, encourages employee growth, and manages organization conflict adequately.
Laissez-faire Leadership Philosophy
Laissez-faire is one of the most-effective forms of leadership philosophy favoring employee engagements and conflict management entirely in the organization. In government, laissez-faire leadership philosophy provides equal power to the leader and the team at hand. Generally, the team expects little supervision from the leaders. While the leaders focus on high matters, employees are guided by shared visions and are challenged to share equivalent growth. A laissez-faire leader highly applies a self-rule style (Puni, Albert, Agyemang, et al. 5). They empower employees to make decisions and to decide how they will complete the missions of the organization. Organizations, especially in the incubator phase, implement a laissez-faire leadership philosophy. In the end, employees engage in high creative activities of the firm. Unlike autocratic leadership philosophy, laissez-faire streamlines its process and that of the employees. Groups are making decisions depending on their areas of interest, and that they are allowed to select comprehensive solutions vital to the workplace. Laissez-faire encompasses various features. Among them include leaders delegating authority to capable experts in the firm. Also, the employees’ skills or qualities are maximized to capacities. The latter also adds to praising accomplishments and rewarding the success of the employee. Indeed, it is a vital leadership philosophy that allows employees to solve and manage problems.
Impact of Laissez-Faire Leadership Philosophy
The above leadership philosophy promotes a shared vision for the employees. It is a practical style that brings in employees with strong skills to work together. The process is also linked to their extensive experience and education. They thoroughly analyze the organization’s vision and the application of self-motivated and driven strategies crucial in the firm’s growth. Laissez-faire leadership philosophy also challenges employees to share a new and innovative way to improve their work specialties. Generally, the leaders under this kind of leadership philosophy ensure employees operate by themselves to the fullest (Fiaz, Muhammad, Qin Su et al. 152). In the long run, they are forced to improve their achievement records on assigned projects. Also, employees working through limited supervision are positively applying several techniques to build their work quality. Examples of large-scale projects that have improved the workers’ innovation style include the transcontinental railroad, which combined new strategies and design from presidential directives, private enterprise, and congressional cooperation. Among others include the Panama Canal and Hoover Dam construction.
On the other hand, Laissez-faire leadership philosophy leaders such as John Kennedy, Jack Welch, Donna Karan, and Paul Allen have argued that the technique remains essential in encouraging growth in the firm. Growth is facilitated as leaders tend to focus on changing the firm’s culture to ensure it favors individuals from various firms. The latter follows the Global Organizational Leadership Development and services style to ensure growth. Besides, the firm’s employees are encouraged to make essential decisions, recognizing their strengths and plan for the firm’s future development.
Laissez-faire leadership philosophy also provides employees with various conflict management styles. It educates them on the multiple steps essential in conflict management. Among them include self-meditation, where employees are encouraged to solve minor misunderstandings. They are fully supported to approach the person privately and remain calm to reach a common ground. Also, the group is expected to identify the cause of the conflict. Generally, there are various reasons behind the conflict, and it is essential to get to the bottom of the problem. The leaders, in some cases, are expected to find alternative approaches to resolve the misunderstanding. Laissez-faire leadership philosophy often tries to end the conflict in its premises based on the outcome. In the organization, conflict might facilitate mental health concerns as teams affected might be frustrated (Messina, Phillip, and Ron Wilde, 10). There are incidences of decreased productivity in some cases, and employees might spend time analyzing the overall conflict and forget organization goals. The latter also facilitates employee turnover as frustrated employees might decide to end their membership.
In conclusion, leadership philosophies such as Laissez-faire let teams understand what is expected of them. Based on the shared vision, employees appreciate their values and thoroughly accomplish the firm’s objectives and goals. The environment of the workplace is left less stressful and productive. Also, via the set of principles and beliefs, employees are challenged to share new and innovative that would impact the firm’s growth. They are positively influenced to provide unique interpretations and guidelines relative to the organization’s situations and events. Furthermore, the laissez-faire leadership philosophy promotes the primary techniques of conflict management in the firm. In the long run, there is limited employee turnover and high productivity.
Works Cited
Fiaz, Muhammad, Qin Su, and Aruba Saqib. “Leadership styles and employees’ motivation: Perspective from an emerging economy.” The Journal of Developing Areas 51.4 (2017): 143-156.
Messina, Phillip, and Ron Wilde. “Developing a Collective Leadership Philosophy.” Public Management (2017): 13-15.
Puni, Albert, Collins B. Agyemang, and Emmanuel Selase Asamoah. “Leadership styles, employee turnover intentions and counterproductive work behaviours.” International Journal of innovative research and development 5.1 (2016): 1-7.