1
Competency 1 Summative Preview
Darlene Grayson
South College
EDU 6510
October 31, 2023
2
Competency 1 Summative Preview
Many theories explain how leadership works and why certain individuals become leaders.
They highlight the characteristics and behaviors individuals can adopt to improve their
leadership skills. The emphasis of early leadership models was on what qualities differentiated
leaders and followers, while subsequent models examined other elements, such as situational
aspects and skill levels (Northouse, 2021). Understanding the theories can help leaders perform
their roles effectively. There are three leadership theories developed before 1960: the trait theory,
the behavioral theory, and the contingency theory (Northouse, 2021). Unlike behavioral theory,
trait and contingency theories barely talk about the leadership styles and behaviors of leaders.
The following is an overview of the behavioral theory and my preferences related to each style of
the theory.
Leadership Preferences Summary (Behavioral Theory)
According to the behavioral leadership theory, the success of a leader depends on their
behavior instead of natural traits (Northouse, 2021). The behavioral leadership model involves
observation and evaluation of a leader’s actions and behaviors when they are reacting to
particular circumstances. The theory posits that leaders are made rather than born. Supporters of
the theory argue that a person can become a leader by learning and implementing specific
behaviors. There are two major styles of behavioral leadership: task-oriented leadership and
people-oriented leadership.
3
People-oriented Leadership and Preferred Aspects
Leaders who follow the people-oriented or relationship-oriented approach majorly focus
on establishing relationships and making team members feel valued, included, and motivated.
People-oriented leaders prioritize the team and its well-being. The idea behind people-oriented
leadership is that team members are the most important asset, and if they are happy, everything
else will follow (Henkel et al., 2019). People-oriented leaders empower followers, an aspect of
the style that I prefer. In the leadership style questionnaires, I identified strongly as a leader who
makes suggestions about how to solve problems, which is part of empowering team members.
Empowering team members increases motivation and engagement among team members. When
members feel that their leader values their input and allows them to participate in
decision-making, they become more invested in shared goals and are more likely to put in extra
effort (Henkel et al., 2019). Besides, by empowering followers, leaders create a situation where
team members are capable of making decisions and taking action when they are unavailable
(Henkel et al., 2019).
Another aspect I prefer about relationship-oriented leadership is that leaders who
subscribe to this leadership style care about their followers. These leaders show more concern for
followers rather than the work they are assigned. Leaders who genuinely care for their followers
foster trust between them and the followers. Trust is crucial for cohesion and productivity
(Demircioglu & Chowdhury, 2021). Besides, team members are more likely to be loyal and
committed to a leader who cares about their well-being (Demircioglu & Chowdhury, 2021).
Loyalty leads to dedication and a willingness to put in extra effort for the leader and the
organization. In the leadership styles questionnaire, I identified strongly as a leader who is more
4
likely to show concern for the well-being of others because caring for team members is essential
in driving a team toward success.
The relationship-oriented style also emphasizes collaboration. Collaborative leadership
aims to bring leaders and team members to work together. I believe that the success of a team
does not only depend on the leader’s direction and guidance but also on the suggestions made by
team members. In the leadership styles questionnaire, I identified strongly as a leader who
responds favorably to suggestions made by others, shows flexibility in making decisions, and
helps group members work with each other. All these qualities are key to collaborative
leadership. According to Kelemen et al. (2020), a collaborative leader is a leader who regularly
seeks out a diversity of opinions and ideas among team members to develop strategies and solve
problems. Leaders who foster collaboration create an environment where team members are
more engaged, feel trusted, and are more likely to take ownership of their roles.
Task-oriented Leadership and Preferred Aspects
Task-oriented leaders prioritize task completion to reach set goals by a specified deadline.
These leaders notably focus on results, performance, and productivity of team members. The
strengths of task-oriented leaders lie in their ability to set goals, create an organized plan, and
steer the plan to success (Demircioglu & Chowdhury, 2021). They clearly define the roles and
responsibilities of team members and assign duties based on the strengths and responsibilities of
each member. An aspect I prefer about the task-oriented leadership style is that leaders who
follow this approach frequently communicate with team members and offer constructive
feedback. By providing feedback, leaders give team members insights into their work, pointing
out the areas they are excelling at and the areas that require improvement (Demircioglu &
Chowdhury, 2021). Another aspect I prefer about task-oriented leaders is that they are organized.
5
Leadership often involves managing many responsibilities, making decisions, and guiding a team
towards achieving shared goals. Therefore, being organized is crucial to effective leadership.
Comparison with the Case Study 4.2
Case study 4.2 presents a complex situation where confusion ensues due to leaders
employing two different leadership styles. Nevertheless, valuable lessons can be learned from the
case study. Betsy, the director of marketing communications, displays both task-oriented and
relationship-oriented leadership styles, while Marianne, the vice president of the college
advancement, displays relationship-oriented leadership. Some aspects of relationship-oriented
leadership can be drawn from the actions taken by both leaders. Marianne prioritizes a culture of
teamwork and empowerment and maintains that she prefers being a mentor to her team than a
manager. She goes to lunch with two junior employees, which she believes is part of her
mentorship program. She states that they work like a family in the company, showing that she
cares about her relationship with those who work under her. Relationship-oriented leaders focus
on supporting, motivating, and developing their team members. By fostering positive
relationships and good communication, the way Marianne does, they encourage good teamwork
and collaboration (Kelemen et al., 2020).
When Betsy criticizes Suzanne, one of the junior employees, Marianne defends her,
saying that she is an insecure person and fears being criticized. Again, Marianne shows that she
cares about the well-being of her employees. Relationship-oriented leaders value the welfare of
every team member (Kelemen et al. 2020). Betsy feels that the relationship Marianne has with
the junior employees has significantly affected the progress of her project; however, Marianne
defends the employees, saying that they are still young in their careers and that her relationship
with them is crucial to helping them develop their abilities. Relationship-oriented leaders often
6
encourage employee’s professional development (Henkel et al., 2019). Marianne’s leadership
style significantly mirrors relationship-oriented leadership.
While she focuses more on effectively completing tasks to achieve organizational goals,
Betsy also displays some actions that indicate a relationship-oriented leadership approach. When
presenting her desired goals for the new communication plan to the team, she asks for ideas on
the initiatives and improvements. Relationship-oriented leaders usually ask for the suggestions
and ideas of team members regarding projects (Fries et al., 2021).
Analysis of Leadership Scenario and Steps for Improvement
In a previous role as a project manager for a marketing campaign, I led a team of diverse
members. Our goal as a team was to launch a new product. My major role as a leader was to
facilitate team coordination and ensure effective product launch. Throughout the project, I
fostered an inclusive atmosphere. This was important since it helped members feel valued and
were an integral part of the project. They were able to come up with many ideas and suggestions
that were crucial to the successful completion of the project. I also ensured open communication
with team members, allowing open dialogue about concerns, questions, and ideas. As a leader, I
figured out that if team members felt listened to and understood, they would feel respected and
would be more willing to participate in the project. Another important trait that I displayed
during my leadership of the project was empathy. At one point, a member came and told me that
she was having a difficult time because of domestic issues. I gave them one week’s leave and
advised them to seek help if they needed to. It was so fascinating and inspiring that the team
member later contributed a brilliant idea that significantly played a part in the project’s success.
In addition, I facilitated a positive relationship between me and team members, which helped
7
build trust and loyalty. As a result, members were always willing to go the extra mile and could
even perform their duties in my absence.
While the project was a big success, some areas proved challenging, indicating room for
improvement. I had some problems giving honest feedback at times because I feared it would kill
the morale of some team members. However, I now realize that feedback is necessary for
improvement. In the future, I will work on balancing my relationship-oriented approach with the
need to provide constructive feedback. Addressing issues promptly is necessary for a project’s
growth. In addition, while I valued open communication during the project, in the future, I need
to empower team members to take more ownership and initiative.
8
References
Demircioglu, M. A., & Chowdhury, F. (2021). Entrepreneurship in public organizations: the role
of leadership behavior. Small Business Economics, 57, 1107-1123.
Fries, A., Kammerlander, N., & Leitterstorf, M. (2021). Leadership styles and leadership
behaviors in family firms: A systematic literature review. Journal of Family Business
Strategy, 12(1), 100374.
Henkel, T. G., Marion Jr, J. W., & Bourdeau, D. T. (2019). Project manager leadership behavior:
Task-oriented versus relationship-oriented. Journal of Leadership Education, 18(2), 1.
Kelemen, T. K., Matthews, S. H., & Breevaart, K. (2020). Leading day-to-day: A review of the
daily causes and consequences of leadership behaviors. The Leadership Quarterly, 31(1),
101344.
Northouse, P. G. (2021). Leadership: Theory and practice. Sage publications.
