Introduction
Every leading enterprise is deliberately led by a particular approach, role, or style, ensuring the successful management of the company. Managers are responsible for addressing complex organizational issues daily and, therefore, must keep the business on track to achieve the target outcomes. Mintzberg defined the variety of roles that managers perform within the organization, categorized into three main groups: “interpersonal, informational, and decisional” (Mind Tools Editorial Team, n.d., para. 4). Such a classification emphasizes the multitasking behavior required for effective management. With this said, this paper focuses on the concept of the management style and its effect on attaining the organizational goals in the context of the current research findings.
Summary of the Article
This paper will examine the study of authoritarian leadership based on data from Chinese organizations. Wang and Guan (2018) investigated the positive effect and influencing process of such leadership style regarding employee performance and the facilitating role of individual power distance. The authors revealed that authoritarian leadership is positively correlated with employee performance through learning goal orientation and enhanced by employees’ power distance. The authoritarian management style is associated with a leader’s behavior of maintaining strong authority and control over subordinates and absolute obedience from them. However, the psychological framework of an authoritarian leader poses a complex impact on employee outcomes, and most studies support its negative influence on employee behaviors, which may rely on specific factors, including individual values.
Connection with the Course Materials
The core of the business strategy and management is based on the fundamentals of the functioning of the internal combustion engine within the organization. Feuer (2012) argues that the abundance of leaders and related guidelines hinders the company’s progress. Concerning the authoritarian leadership style, Lloyd (2011) defines it as “a direct result of the military model” after the World Wars (p. 10). The author believes that such a management style implies the total disregard of employees’ ideas and suggestions, and it can be incorporated only during a crisis or a company turnaround.
It has to be a coherent, collaborative work based on mutual trust and respect instead of having one authoritarian leader and his single idea and direction. This point is supported by Gross (2011), who argued that a team working together is a guarantee for the organization’s success. Powers (2014) draws a parallel between the notion of control and aggressive authoritarianism; however, the modern interpretation of control has to reflect flexibility, not rigidity. An American business executive, Sheryl Sandberg, demonstrates the opposite approach to the authoritarian management style within the organization (ABC News, 2013). Sandberg claims the importance of the ongoing support, attention, and help towards the employees and creating an equal environment for both men and women.
Management Style Effectiveness in Achieving Organizational Goals
As a rule, organizational culture is deeply embedded in the particular management style applied in accordance with its core business goals. The management styles refer to the leadership practices used by a manager, and some of them can be implemented simultaneously. Wang and Guan’s (2018) study might be perceived as ineffective for modern business management, although it can be explained by the external cultural differences between these viewpoints. According to the research, the effectiveness of authoritarian leadership is illustrated through its matching with traditional values. Authoritarian managers can efficiently deliver specific and unambiguous goals to their employees and offer an explicit identity for them.
Conclusion
Constant and stable growth of the business is inherently linked to the quality management skills incorporated at all organizational levels. Based on goal setting theory, the researchers asserted that employees are motivated to increase their competence and performance under specific complicated goals provided by authoritarian leaders. Nonetheless, from the contemporary perspective of Western society, the authoritarian style is destructive and adversely affects the employee outcomes, precisely their voice behavior, team identification, and job performance.
References
ABC News (2013). Sheryl Sandberg: Women must learn to “lean in” [Video, 8:54 minutes]. Web.
Feuer, M. (2012). Does your management style help or hinder employees? Smart Business Atlanta, 9(4), 22. Web.
Gross, B. (2011). Complementary skills for management teams [Video, 6:35 minutes]. eCorner, Web.
Lloyd, J. (2011). Management style important to results. Receivables Report for America’s Health Care Financial Managers, 26(5), 9–10. Web.
Mind Tools Editorial Team. (n.d.). Mintzberg’s management roles: Identifying the roles managers play. Web.
Powers, E. L. (2014). Innovating our thinking about management: A new model. SAM Advanced Management Journal, 79(1), 40–47. Web.
Wang, H., & Guan, B. (2018). The positive effect of authoritarian leadership on employee performance: The moderating role of power distance. Frontiers in Psychology, 9(357), 1–10.