Leadership Styles in Organizations
Notably, there are different styles of leadership that are applied in the management of human resources in organizations and businesses (Iqbal 2011, p. 55). In an organizational context, leadership entails ability to influence employees in meeting specific objectives and goals. In ensuring that the set goals are met, leaders apply manipulative as well a non-manipulative or persuasive tactics (Adeniyi 2017, p. 51). Manipulative leaders use coercion, power, and position in order to derive their outcomes. Such leaders ensure that employees are psychologically manipulated with the aim of achieving specific objectives. Critical to understand is that manipulative leadership does not respect or value employees. Falsely, they assume and believe that by applying manipulative tactics, their personal goals and success will be achieved. In this style of leadership, there is poor application of communication skills and employees are not listened to or involved in the decision making process. On this basis, there is clear failure to make open and transparent decisions (Burke & Friedman 2010, p. 45; Armstrong and Stephens, 2015, p. 26). The views and ideas of employees are not considered in moving an organization forward. Study shows that although manipulative behaviors may be part of organizational policies, they are due to lack of emotional intelligence among some leaders. On the other hand, a non-manipulative or persuasive leader is an individual who listens to employees and includes their opinions in decision making process. The following paper seeks to argue that leaders should seek to avoid manipulative methods of leadership in order to meet organizational objectives. In order to support this thesis, the paper will argue that manipulative leadership fails to apply open-minded approach in dealing with employees, which inhibits sharing of ideas (Gallo 2011, p. 92). Secondly, this paper seeks to argue that by applying manipulative tactics, leaders encourage resistance to change from their followers or employees. Finally, this argumentative piece will posit that if leaders become manipulative, employees lose trust in them, yet trust is a key element in winning employees loyalty for the achievement of goals. However, the paper will also provide a counter argument of those who support manipulative leadership. One of such arguments is that manipulative leadership helps in saving time and timely delivery of goals.
Open Minded Approach in Leadership
Applying open minded approach towards leadership is an important aspect in ensuring that employees are offered flexibility in coming up with new ideas that foster creativity (Iqbal 2011, p. 65). However, manipulative leadership limits opportunities for innovative minds within an organization, thus affecting businesses’ competitive advantage through enhancing services delivery. Study shows that the most successful organizations are those that allow employees to use their skills and knowledge in developing ideas on how the provision of products and services can be improved. Currently, all industries and businesses are facing stiff competition (Jey 2011, p. 49). Therefore, businesses’ leadership and management are coming up with strategies that not only help in boosting their competitive advantage, but also assisting in coping with the current changes. Open minded approach also plays an instrumental role in promoting a sense of accountability as well as empowerment within an organization. By ensuring that employees are given opportunities to use their talents, skills, and knowledge, a leader creates a sense of ownership in their minds. In this way, they apply all their abilities in perfecting their tasks, thus achieving both individual and organizational goals (Walker 2011, p. 28). Thirdly, through open minded approach, a non-manipulative or persuasive leader creates and builds confidence among individuals and groups. Confidence in service delivery within a workforce is an asset that cannot be wished away. Finally, a strong working relationship between leadership and employees is enhanced when a persuasive leader uses open minded approach. In meeting both individual and organizational objectives, employees and the management or leadership must work together. In any organization, it is normal to have some resistance to change (Brophy 2010, p. 54). Although there are different reasons that make employees resist changes, leadership is considered to be among the main issues. One of the characteristics of manipulative leadership style is that employees are not involved in decision making process (Peach 2017, p. 19). Failure to include employees’ views in making decisions contributes greatly to resistance, which affects the implementation of proposed changes. According to studies application of ineffective, well-coordinated communication strategy that includes employees’ participation is one of the main causes of resistance to change (Gold et al. 2016, p. 38). The role of communication in preventing and managing resistance to change cannot be underestimated. Leaders ought to ensure that at all times, employees, through their representatives, are well informed. The required information should be disbursed to employees using the right channel, while at the same time taking consideration of time and accuracy. However, prior to providing the outcome of deliberations or meetings, employees need to be involved in the decision making process. Study shows that organizations that consider the views of their workers, experience less resistance to any changes that they propose unlike those that ignore employees’ inputs (Katulwa 2015, p. 87). In fact, participative process of decision making ensures that workers’ issues and concerns are addressed before they reach uncontrollable levels. However, manipulative style of leadership ignores the plight of employees in the decision making and communication processes, thus encouraging stiff change resistance. In this way, it is not possible to implement the change expected. On this basis, it is recommended that leaders practice non-manipulative methods such as involving workers in making decisions that affect them.
Trust and Loyalty in Leadership
On the other hand, application of manipulative style of leadership affects the trust and loyalty of employees towards organization’s management (Moyles 2016, p. 72). Manipulative leaders rely on policy adjustments and lies in order to meet their objectives. The continued use of such methods, including imposing measures on noncompliance to directives, can only harm the trust and loyalty of employees, as opposed to encouraging it. The strength of any organizational structure is measured by the leadership-employees relationship (Carmichael 2011, p. 94). Employees put a lot of premium on the kind of relationship they have with the management or leadership since they seek to advance their career by improving skills, experience, and knowledge. One of the key elements of building and developing this kind of relationship is trust. However, it is unfortunate that when a leader employs manipulative methods, the development and growth of an employee is limited. Notably, employee development consists of several levels of trust. For example, a leader is expected to spare time for assessing and monitoring the performance of an employee, including creation of developmental plan that aims at helping individuals improve on their skills (Mckimm et al. 2009, p. 66). Based on the kind of relationship shared between a leader and an employee, the guidance provided is taken as accurate by a worker. On the other hand, leaders put trust on their employees that the developed plans will be respected and followed. In the manipulative leadership context, employees are not given such opportunities, which affect the trust bestowed on the management and the entire organization. Additionally, it is worth noting that employees’ loyalty is based on their trust to the leadership. For example, if employees are requested to effectively complete a specific task, they want to trust that they will not only be appreciated, but that they will as well follow every aspect of the instructions given. The management and leadership of an organization is a collaborative process (Bertocci 2009, p. 65). Leaders rely on workers to get job done, while employees expect respect and appreciation for their efforts. The loyalty created plays a pivotal role in meeting both individual and organizational objectives (Tery 2009, p. 55). Unfortunately, manipulative leaders fail to understand the need to cultivate and protect trust and loyalty that they receive from employees. On these grounds, leaders should apply non-manipulative tactics in their practice, thus gaining the much-needed trust and loyalty.
Counter-arguments for Manipulative Leadership
Although there are strong arguments that support non-manipulative leadership, some observe that manipulative methods help in "getting things done" (Bush et al. 2010, p. 68). According to this argument, the main objective of establishing an organization or a business is to meet specific goals within a given timeframe. Therefore, managers or leaders have no time to include and involve employees’ ideas on what should be done (Howatt 2008, p. 23). On the same breath, the proponents of this position are of the opinion that employees are "follows", which means they are expected to adhere to the instructions of their seniors. Notably, these arguments take the views of a transactional leadership theory, which is pegged on the basis of exchanging services to work compensation between employees and organizations (Gillam & Cosford 2011, p. 39). The role of an employee is to work and deliver services, while an organization’s responsibility is to ensure that employees are compensated. In this school of thought and practice, employees are only contracted to work but not to be consulted.
The support for the manipulative leadership style is also based on the view that involvement of employees in the decision making process takes time, thus affecting implementation of proposed changes (Pound et al. 2008, p. 28). The problem with this argument is that it fails to underscore the effect of change resistance to the business or organizational operations. Although decision making process takes a long time in some cases, thus delaying delivery of services, leaders should not ignore the views of employees in decision making process. Additionally, communication is vital in reducing resistance. Therefore, even when employees’ views are not involved for specific reasons, they need to be informed of the stages and steps taken, thus managing resistance and supporting implementation process.
Conclusion
In reference to the above arguments, it is clear that non-manipulative leadership should be preferred as opposed to the manipulative style. The paper has argued that that if leaders manipulate their employees, they limit application of open-minded approach, thus negatively affecting sharing of innovative ideas. Further, this analysis has shown that manipulative leadership leads to reduced trust in organizations. Finally, this paper has posited that manipulative methods encourage resistance to change. Based on this observation, the paper’s thesis has been supported.
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