There are many theories and models of leadership, but few have been subjected to proper scientific validation.
The most thoroughly researched model identifies two broad dimensions of effective leadership:
● Transformational leadership – for change, but also for the development of organisations and people
● Transactional leadership – to monitor and reward performance and ensure service delivery
Transformational leadership
It communicates the vision: The leader has a clear vision of the future and the direction the salon should take.
Develops and “paints” a clear picture of what the future will look like, motivating and encouraging the team
by identifying and encouraging innovation and new ways of thinking about work.
It inspires the team: The leader “builds” confidence and enthusiasm for what can be achieved.
The leader uses personal credibility and confidence to inspire people to be enthusiastic,
but also proactive in pursuing difficult goals, enabling them to achieve more than they thought possible.
Personalisation of skills: the leader finally pays attention to the different needs of the team members and
makes everyone feel important.
Demonstrates respect for others by recognising their individual needs and treating each person as an individual, identifying how each can best contribute to the achievement of the company’s objectives.
Transactional leadership
Work monitoring: The leader actively monitors the performance, as well as the performance of team members and
intervenes where necessary to avoid mistakes and problems.
Evaluation and Feedback: Provide regular feedback based on performance, but also on effectiveness.
Positive performance is rewarded and negative performance is discouraged.
Passive leadership
Leadership researchers have identified a third dimension that essentially represents non-leadership.
This, then, is passive leadership and its dimensions are as follows.
Reaction to problems: The leader will only react when there is a problem that cannot be solved by someone else.
Small intervention in the group: The leader allows the team members a great deal of freedom of movement and has as a basis,
the professionalism and integrity of others to ensure the proper performance of services.
Each leader has his or her own leadership style, often based on a relative balance between transformational,
transactional and passive styles.
There is therefore no ideal combination of leadership styles.
Each style should be used according to the circumstances and the needs that exist.
But it is important for a leader to recognize, accept and understand the leadership style that
selects on the basis of professional personality and preference.
The most successful leaders in the world, of course, are not those who try to do everything themselves
but those who rely on the team to fill roles and responsibilities that they would rather not take on.
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