Task-Oriented Leadership

Task-OrientedLeadership

Task-OrientedLeadership

Thebusiness operates through different practices and theories in pursuitof getting high productivity. As a result, companies adopt and usedifferent leadership basing on which suits them best. Two principalplans are the task-oriented and relational orientated direction(Brebels, De Cremer and Van Dijke, 2014). This paper will concentrateon the task-oriented leadership, the benefits, downsides, and whereit can be successfully applied.

Task-orientedleadership is a leadership style that focuses on the tasks other thanthe employees doing duty. The approach focuses more on thestructure, schedules, and plans that are associated with the activitybeing requested other than which employee will perform that job(DeRue, Nahrgang and Ashford, 2015).

Theprocess involves developing plans and schedules that are detailed,setting up goals to be followed, continuously evaluating the progressof the tasks being performed, and checking on all the other elementsof each particular project. The task-oriented leadership approachcombines both the control of issues and also leadership (DeRue,Nahrgang and Ashford, 2015).

Thebenefits of this style of leadership are the ability to give ananalytical and logical platform which allows the people involved tounderstand the necessary job procedures better. Additionally, thismethod allows managers to subdivide a task into smaller activitiesbecause they can figure out what happens during the job. Forinstance, an accounts manager is aware of the functions performed inthe accounting system, and therefore can divide the task to dataentry, statement reconciliation, and payments. Others arecoordination, strict adherence to the plan, and ability to define thework to be carried out (Basu, 2016).

Thedownsides of this style are the fact that it assumes the fundamentalaspect of productivity while planning about goals and productivity.The workers are the ones who make a task successful, and therefore,before any other consideration the company should provide a positiveenvironment for them. Other issues such as the employee’sinter-relationships with people should be considered while planningthe success of that project. The others are minimized creativity,morale, and attention of employees. Additionally, it leads to highemployee turnover and burnout (Spahr, 2016).

Basu(2016), approach is best used in companies that use complexprocedures and programs. Also, they best strict suit firms which usea lot of details such as information technology.

References

Basu,C. (2016). The Strengths &amp Weaknesses of a Task-OrientedLeadership Style. Smallbusiness.chron.com. Retrieved 8 November 2016,fromhttp://smallbusiness.chron.com/strengths-weaknesses-taskoriented-leadership-style-37835.html

Brebels,L., De Cremer, D., &amp Van Dijke, M. (2014). Using self-definitionto predict the influence of procedural justice on organizational-,interpersonal-, and job/task-oriented citizenship behavior. Journalof Management, 40(3), 731-763.

DeRue,D. S., Nahrgang, J. D., &amp Ashford, S. J. (2015). Interpersonalperceptions and the emergence of leadership structures in groups: Anetwork perspective. Organization Science, 26(4), 1192-1209.

Spahr,P. (2016). : Qualities, Drawbacks.Online.stu.edu. Retrieved 8 November 2016, fromhttp://online.stu.edu/task-oriented-leadership/