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"At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him. It's the inner core, the source, of a leader's outer leadership effectiveness." (Scouller, 2011). The idea is that if leaders want to be effective they must work on all three levels in parallel.
According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation".
Research has found that this leadership style is one of the most effective and creates higher productivity, better contributions from group members, and increased group morale. Democratic leadership can lead to better ideas and more creative solutions to problems because group members are encouraged to share their thoughts and ideas.
The results indicated a hierarchy of leadership styles and related subcomponents. Transformational Leadership characteristics were the most effective; in the following order of effectiveness from most to least: productive-inspiration, intellectual stimulation, and individual consideration.
Drucker put forward that effectiveness in leadership is learned, "To be effective is the job of the executive… whether he works in a business or in a hospital, in a government agency or in a labor union, in a university or in the army, the executive is, first of all, expected to get the right things done." [21]
“There's a lot of mystique around it, and so when people get into the role, they realize there's a whole other world—the board management, the external management, the integrating piece—that ...
This leadership style can be seen as the absence of leadership, and is characterized by an attitude avoiding any responsibility. Decision-making is left to the employees themselves, and no rules are fixed. Laissez-faire is the least effective leadership style, when measured by the impact of the leader's opinion on the team.
Finally, task oriented leadership can be neutralized/negated by several organizational characteristics; a formal environment, inflexible structure, specific staff functions, cohesive work groups, organized rewards outside of the leaders control, and physical distance between the leader and members. The characteristics of organized rewards ...