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    Essay - Unit 15.3

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    Leadership styles can be categorized into two main contrasting styles: the affiliative style and the pacesetting style. The affiliative style prioritizes employee satisfaction and emotional well-being, while the pacesetting style focuses more on goals and expectations. While the affiliative style seems more appropriate, a combination of the two styles may be most beneficial. Effective leadership requires considering employee trust, motivation, productivity and well-being. Leaders should acknowledge strengths and weaknesses in their own style.

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    Essay - Unit 15.3

    Uploaded by

    ggdhga
    76 views1 page
    Leadership styles can be categorized into two main contrasting styles: the affiliative style and the pacesetting style. The affiliative style prioritizes employee satisfaction and emotional well-being, while the pacesetting style focuses more on goals and expectations. While the affiliative style seems more appropriate, a combination of the two styles may be most beneficial. Effective leadership requires considering employee trust, motivation, productivity and well-being. Leaders should acknowledge strengths and weaknesses in their own style.

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    Leadership styles can be categorized into two main contrasting styles: the affiliative style and the pacesetting style. The affiliative style prioritizes employee satisfaction and emotional well-being, while the pacesetting style focuses more on goals and expectations. While the affiliative style seems more appropriate, a combination of the two styles may be most beneficial. Effective leadership requires considering employee trust, motivation, productivity and well-being. Leaders should acknowledge strengths and weaknesses in their own style.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    76 views1 page

    Essay - Unit 15.3

    Uploaded by

    ggdhga
    Leadership styles can be categorized into two main contrasting styles: the affiliative style and the pacesetting style. The affiliative style prioritizes employee satisfaction and emotional well-being, while the pacesetting style focuses more on goals and expectations. While the affiliative style seems more appropriate, a combination of the two styles may be most beneficial. Effective leadership requires considering employee trust, motivation, productivity and well-being. Leaders should acknowledge strengths and weaknesses in their own style.

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    of 1

    Leadership styles are multifarious and each presents advantages and disadvantages.

    The texts
    introduce two contrasting examples – The “Affiliative Style” and The “Pacesetting Style”. The
    former appears to be the more appropriate style to follow although it is not without its faults. This
    essay argues that a combination of both styles would be more beneficial in general.

    To begin with, the Affiliative Style of leadership denotes that an employee’s allegiance stems from
    how appreciated their work is alongside their emotional state. Conversely, under the Pacesetting
    Style employees lack a sense of belonging as their roles within their organizations are not
    recognized. This distinct difference conveys the crucial relationship between a leadership style and
    the allocation of resources. Should employees not feel appropriately valued, they are more likely
    to terminate their employment and the resources allocated to them will see no return on
    investment.

    Additionally, by setting unrealistic goals and expectations, Pacesetting leaders erode the morale of
    their workforce from the beginning. On the other hand, Affiliative leaders highlight the importance
    of emotionally intelligent employees in order to maintain a productive work environment by
    ensuring their satisfaction. Moreover, trustworthiness is a differing issue in both leadership styles.
    Affiliative leaders delegate responsibility dutifully so that people have the free will to do their jobs
    in the most effective way. However, Pacesetting leaders negate the necessity of upholding trusting
    bonds with employees which demotivates staff. Regardless of the setting, topics such as trust and
    emotional stability are closely linked with productivity. Therefore, these issues should not be
    undermined; rather they should be underpinned.

    Furthermore, pacesetting leaders are able to ascertain poor performance and those responsible
    for it. By increasing their workload, pacesetters hope to correct this hindrance. Whereas, affiliative
    leaders have the luxury of overlooking subpar productivity and not remedying it. These opposing
    spectrums bespeak of managerial incompetence which cannot lead to efficiency.

    In conclusion, both leadership styles have pros and cons. Thusly, it is my view that a combination
    of their strengths can be advantageous in any employment context. Notwithstanding, a holistic
    approach should be considered, where each strength of the aforementioned styles is reinforced
    and heightened while each of their weaknesses is diminished. Leaders must nurture success while
    remaining humble by acknowledging their own personal flaws and seek assistance when they
    deem it necessary.

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