Leadership Styles and Subordinates


A leader is the one who knows the way, goes the way and shows the way – John Maxwell

Too many say that organization’s leadership alluding to the senior most executives in the association. They are simply that, senior executives. Authority doesn’t consequently happen when you achieve a certain pay grade. Assuredly you discover it there, yet there are no insurances. Leadership has nothing to do with titles. Like the point above, only in light of the fact that you have a C-level title, doesn’t consequently make you a “pioneer.” In the greater part of my discussions I stretch the way that you needn’t bother with a title to lead. Truth be told, you might be a pioneer in your spot of live, your neighbourhood, in your family, all without having a title. To me leadership is beyond organisational positions and titles. A leader is someone who can lead and make others follow him.


What makes leadership powerful in a gathering or association? Researchers have been engrossed with tending to this key address maybe since the initiation of leadership as a formal field of exploratory request. One excellent approach that picked up conspicuousness throughout the 1970s and 1980s is contingency theory of leadership (Sage REFERENCE, 2012). This theory states that initiative adequacy is identified with the exchange of a pioneer’s attributes or practices and situational components. In the 1960s, Fred Fielder progressed the first hypothesis utilizing the possibility approach, the possibility hypothesis of adequacy. The principle thought of this early hypothesis is that leadership viability (regarding gathering execution) relies on upon the communication of two components: the pioneer’s assignment or relations inspirations and viewpoints of the circumstances. The leader’s assignment or relations inspiration is measured through the Least Preferred Co-worker 1scale (LPC). This scale asks pioneers to review an associate (long ago or presently) they work with minimum well and to portray this single person with appraisals on an arrangement of 8-point bipolar modifiers (e.g., distant– frosty). High LPC scores reflect more positive portrayals of the minimum favoured associate, while low LPC scores proof more negative observations. Fielder contended that a single person with a high LPC score is persuaded to keep up concordant interpersonal connections, inasmuch as a single person with a low LPC score is persuaded to accomplish tasks.


Management vs. Leadership

We can discuss this phenomenon as simply as possible: leaders develop followers and managers just manage subordinates. Leadership does not necessarily have to take a hierarchical structure, but it can happen at any point of the chain and can be portrayed in different ways; management on the other hand takes place in a structured organisational setting with prearranged roles and works towards a set of objectives (Mullins, 2013). Leaders create a vision and shape the culture whereas managers just “tell” vision and execute the culture of an organisation. Leaders focus on changing and managers are focused on stability. Leaders tend to be magnetic and give credit and managers usually take the credit for any succeeding element in the organisation. Leaders set the direction they want their followers to follow but managers take the already existing safe path towards success. The list doesn’t end here. Managers can also be leaders but they need to make sure that they do not betray the trust of their subordinates.

Management Styles vs Leadership Styles

John Maxwell, a motivational speaker and author quotes, “leaders must be close enough to relate to others, but far enough ahead to motivate them” (Maxwell, 1999). Command and control management is becoming the old approach in today’s fast-changing globalised world and there has been an inclination towards leadership giving more empowerment to the employees. Organisations used to run on the concept of managers and bosses giving instructions to their subordinates for work giving them less flexibility to do work as employees please to. This may have a positive effect on some organisations but it limits creativity. The most discussed styles of management are autocratic, laissez-faire, and democratic. Western economies no longer quite use autocratic styles in organisations unless for strategic industries like  nuclear and armed forces.

Some Inspirational Leaders

We always talk about Steve Jobs of Apple Inc. to be a very inspirational leader and here is what he says:

He managed to create a cult following with his brand because of his transformational, inspirational and situational approach of leadership, which even after his death, it has up till now remained. He deviated from the traditional Theory X and Theory Y approach (Mullins, 2013) of management and made sure employees were taught the importance of quality customer services. We all know Apple has a fascinating customer service domain and this is not possible if customer services representatives were not “happy” with what they were doing.



Maxwell, J. C., 1999. The 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow. s.l.:Yates and Yates.

Mullins, L. J., 2013. Management and Organisational Behaviour. 10th ed. s.l.:Pearson.

Sage REFERENCE, 2012. Contingency Theories of Leadership. Group Processes and Intergroup Relations.

CMI (2013) Understanding Management Styles Checklist 236, Chartered Management Institute: London




4 thoughts on “Leadership Styles and Subordinates

    • I think managers can be leaders if they are charismatic enough to gain followers. They just need to create that distinctive impact on their subordinates that can have long lasting effects.

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