Alternative Leadership Styles

Transformational Leadership in Social Work

Initially it can be difficult to understand where some leadership theories relate and are a part of social work practice. However, it recent years leadership and social work has had growing interest. Arches (1997) found during his research that effective social service supervisors were using traits and characteristics associated with transformational leadership without necessarily being conscious of this.  It is noted by researchers (Arches,1997; Gellis, 2001; Packard 2003) that transformational leadership principles are compatible with social work principles such as empowerment and valuing individuals (Fisher, 2009).

In most research, a particular study was carried out in Sweden social services looking at transformational leadership within social work. It studied 158 workers within the social services organisation exploring the direct and indirect effects of a transformational leadership on employee attitudes. The study carried out in 2010 (published in 2012) explored two particular employee attitudes these were role clarity and commitment. Its hypothesis were as follows:

‘Hypothesis 1: Transformational leadership is positively related to role clarity and organisational commitment.’

‘Hypothesis 2: The positive effect of transformational leadership on role clarity and commitment is moderated by leader continuity and co-worker support’

The study concluded that there are positive benefits of transformational leadership in social work. It found that the longer period of time spent with transformational leaders employees showed clearer role clarity and stronger commitment.

This is area of social work practice is relatively newly researched, however recommendations

of this study suggest further research would be very useful. 

Tafvelin, S. (2012). Transformational Leadership in the Social Work Context: The Importance of Leader Continuity and Co-Worker Support.British Journal of Social Work. 2 (1), p327-367.

Trait Approach to Leadership

Trait approach to leadership can be related closely to the personality ‘traits’ mentioned on the ‘what is leadership’ page.  Original research on Trait theories (Stodgdill, 1948; Mann 1959) and trait approach often started with a list of ‘leadership qualities’ which were seen as necessary for a successful leadership. This pie chart shows the Key Traits associated with leadership. 

(http://catalog.flatworldknowledge.com/bookhub/reader/3?e=bauer-ch12_s01)

When research into trait theories was carried out in the 1920’s it was believed that leadership traits could only be inherited and not taught (Goodwin, 2006). This theory was criticized by the 1940’s as it was noted that these same ‘leadership traits’ were shared by a wider group of individuals who were not in leadership roles. Research continued to be carried out on trait approach despite some criticism.  Gardner (1989) suggested that one individual with certain ‘leadership’ qualities that can lead in one situation is able to lead in a different situation too. Again, this was criticised for minimising the impact of the situation (Sadler 1997 in Doyle and Smith, 2001) and for the example of leadership qualities suggests, some were seen as ‘behaviours and skills’ rather than qualities (Doyle and Smith, 2001). 

It is difficult to link trait approaches to specific examples of leaders as many leaders have some, all or more of the traits that are recognised. Coach Carter falls into the category. Coach Carter is intelligent this is shown because he is well educated but he also has previous experience and knowledge of coaching basketball teams. Throughout the film coach carter shows integrity through upholding his believes and values even when doubted by other such as the head teacher, other staff members, certain team members and even the whole local community. Similarly coach carter also shows signs of the other traits self-esteem, extraversion, conscientious and open to experience. Therefore it is arguable coach carters leadership style is trait approach. However, as criticised by Doyle and Smith (2001) these are behaviours and skills rather than qualities therefore it is dependent on how the individual uses these behaviours to determine whether they are an effective leader. Many individuals have these traits however it does not mean that every one of them will be a leader (Northouse, 2010). In conclusion it is arguable that coach carter has these traits but it is the way in which he uses them that makes his leadership style successful.

Transactional Leadership

Transactional leadership shows a clear hierarchy. The leader motivates his followers on an exchange basis. It is a clear ‘you do what I want I will reward this achievement accordingly’. Transactional leadership can also include ‘punishments’ if the expected requirement are not met. Bass (1985) cited in Hay (2012) describes the difference between transactional leaders and transformational leaders as ‘Transactional leaders work within the organizational culture as it exists; the transformational leader changes the organizational culture’. 

Here is a link to an excellent explanation of transactional leadership. Click Here for Video on Transactional Leadership!

It clear that Coach Carter is not a transactional leader, coach carter does not offer out ‘rewards’ for the completion of tasks. Similarly Coach carter does not expect followers to complete tasks for his benefit but for the benefit of themselves and the team.  Coach carter focuses on inspiring the team to want to carry out tasks for the benefit of themselves and the whole team. 

Situatitional Apprach 

Situational approach to leadership was developed by Hersey and Blanchard (1969).  It focuses on the idea that both a directive such as delegating tasks and supportive such as a mentoring approach should be applied dependent on the situation. The approach works on the assumption that at different times in diverse situations follower’s skills and motivation vary. Therefore it is the situational leader’s role to adapt their degree of support or direction to meet the changing needs of followers (Northouse, 2010).

Click Here For Video on Situational Leadership!

Although coach carter is not a situational leader some of the concepts can be applied to the film. Northouse (2010) suggests that as followers change between their level of skill and motivation therefore situational leaders need to be flexible about their directive and supportive approach. Furthermore situational leadership is prescriptive in that it is specific about how a leader should act in certain situations, for example they will adapt whether to be directive or supportive to different team member depending on their traits for example if someone lacked confidence they would be more supportive to them than other followers. Coach Carter does not do this within the film, from the beginning it is clear that coach carter has a strong value base and treats each team member within the team equally. This is reinforced at a point in the film when Damien Carter (Coach Carter’s son) joins the team; Coach Carter ensured that his son was treated in the same way as other players for example ensuring that he has the same contact to stick by and same initiation.

There is a point in the film where coach carter does show flexibility, however he still displays his value base. Cruz left the team because he did not agree with some of the new rules made by coach carter. After leaving the team Cruz found himself wrapped up in a drugs deal in which his cousin was shot. At this point Cruz realised the error of his ways and wants to re-join the team and turn his life around. Cruz turns up to Coach Carter’s house distraught. Coach Carter reacts in a supportive manner, letting Cruise into the house and helping him. This can be loosely related to situational leadership as Coach Carter understands that Cruise is in a poor mind set therefore more supportive then he would usually be. However, Coach Carter still sticks to his strict value base and rules and ensure that Cruz has to complete the initiation to re-join the team. This part cannot be linked to the style of a situational leader and relates more to the integrity value that is recognised in Transformational and Trait leaders.

To conclude looking at situational leadership, although coach carter does show a some behaviours associated with situational leaders there are many more that he does not fit.