Case 4.1 A Drill Sergeant at First, Question 1: From the behavioral perspective, how would you describe Mark’s leadership?
From a behavioral perspective, Mark initially demonstrated a strong task-oriented leadership style. His focus was on performance, efficiency, and implementing changes that could make the painting department more productive. As shown in Northouse (2022), leaders with high task orientation often emphasize setting goals, organizing work, and ensuring that tasks are being performed efficiently. Mark took the “drill sergeant” approach, where he restructured the department and redefined standards to align with the needs of the hospital. Mark’s leadership style aligns with the initiating structure, where the leader focuses on setting workflow and controlling operations to meet the goals of the organization.
However, as time went on, Mark’s leadership style changed (as the environment had already changed). He gradually began to adopt relationship-oriented behaviors, delegating responsibility and maintaining closer contact with his employees. The time he invited the team to weekly social gatherings, such as a trip to a sports bar, is a reflection of increased consideration behaviors, which involve building trust and fostering interpersonal relationships. According to Northouse (2022) these consideration behaviors help with employee satisfaction and loyalty, as employees feel recognized and valued for the work they do.
On the topic of task-oriented leadership style, nowadays it is interesting to think about the issue of artificial intelligence, which is a tool that can be used to increase productivity. It is a disruptive change in the market, which, in many sectors, if companies do not adapt, may put their business at risk. Li et al. (2023) showed that “This study also discovered that resistance to change, high performance work behavior, and task-oriented leadership play a vital role in perceptions of artificial intelligence readiness.” A survey by Gartner (2024) showed that “Eighty-seven percent of CEOs agree that the benefits of AI to their business outweigh its risks.” The task has to go in the right direction, because if the company insists on counter-market tasks, it will not generate productivity. Emblematic cases are Nokia and Blockbuster, which took too long and did not adapt to market changes.
The study by Syam et al. (2023) defines initiating structure as “behaving ethically; reduce the irregularity of the existing system; form concepts, ideas and ideas; creating value for its members and faculty; give clear work instructions; and facilitate what, how, when, what work is carried out.” This helps the company, as in Mark’s case, to achieve its goals.
Another key point in this issue is relationship-oriented behaviors, a paper by Montano et al. (2023) showed that relations-oriented can help employees’ mental health, as well as other factors as shown in this excerpt: “transformational, relations-oriented, and task-oriented leadership have the most favorable, whereas destructive leadership and laissez-faire leadership have the least favorable association with followers’ mental health.”
Case 4.3 Cheer Coach Monica Aldama, Question 1: How would you describe Coach Aldama’s leadership behavior in terms of initiating structure and consideration? Is she more task oriented or relationship oriented?
Her leadership has a strong emphasis on initiating structure. As seen in her coaching strategy, she sets clear expectations for her team and she works behind the scenes with the goal of winning championships. Aldama’s meticulous planning and monitoring, such as using videos to perfect choreography, is a clear sign that she is task-oriented leadership. She expects a high level of performance from her athletes, and when her expectations are not met, she tries to ensure that the team is focused on their goals.
In addition, Aldama demonstrates thoughtful behaviors. She has a deep concern and care for her athletes, showing a consideration behaviors, many of whom have a lot of difficulties on their backs. In addition to being a coach, she also acts as a mentor, advisor, and even a mother figure. An example that illustrates this is her close relationship with Morgan Simianer, which endorses her ability to provide emotional support while maintaining high expectations. She values personal growth and well-being.
When a leader displays consideration behaviors, he/she thinks a lot about the well-being of others. Ambo (2023) cites some characteristics of this type of leadership: “paying close attention to team members and other stakeholders; treating individuals well and considering them as equals; offering assistance to team members; being strongly supportive, amiable, and available; stressing the welfare of the team members.”
Despite this affection and care, Aldama tends to lean more towards the task-oriented side, especially during competition time. She is goal-driven and this is reflected in her high level of concern for performance, and while she provides the necessary emotional support, her goal is winning and ensuring that the athletes fulfill their responsibilities.
Case 4.3 Cheer Coach Monica Aldama, Question 2: Where on the Blake and Mouton Leadership Grid would you place Coach Aldama? Defend your answer.
She can be placed in the Team Management (9,9) quadrant. This type of leadership emphasizes both a high concern for people and a high concern for productivity. Lindov (2024) define this leadership like “considered the most effective management style. The leader is strongly committed to excellent people satisfaction while maximizing results.” She has a focus on competitive success while deeply caring for the well-being of her team. Her goal-oriented behavior, while holding the team accountable and demanding excellence, are characteristics that show her commitment to high performance.
The paper by Desai et al. (2023) shows that “Team Management Style is successful in fostering a supportive work atmosphere where team members feel encouraged and motivated to complete project goals.” This research indicates that “most effective leadership style required for efficient project management in the IT industry is team management.”
At the same time, Aldama provides emotional support and guidance to the team, acting as a mentor and a mother figure. Such actions align with the Team Management style, where leaders thrive on maximizing both productivity and team harmony and cohesion.
Case 4.3 Cheer Coach Monica Aldama, Question 3: How would you describe Coach Aldama’s leadership behavior in terms of paternalism/maternalism?
From the situation presented, her behavior clearly has maternalistic traits. She has a nurturing role towards the athletes, and many of them see her as a maternal figure. Aldama provides emotional support and guidance, especially for the professionals who have challenging backgrounds. However, her more maternal leadership is balanced with high performance expectations. She does not give up on demanding responsibility and discipline; she expects the athletes to have high standards.
This approach reflects the concept of paternalism/maternalism, where the leader acts in a benevolent way that cares for the well-being of the team, but in return, expects greater loyalty and adherence to the rules.
Huang and Liu (2023) show that paternalism can go in two directions, a more positive direction: “exhibiting high moral standards, a moral paternalistic leader will deliver a sense of the justice of the organization (norm-based motives) and enhance their subordinates’ loyalty and their admiration of role models (affective motives).” But if it goes in an authoritarian direction it can go in a negative direction: “authoritarian paternalistic leadership negatively affects employees’ work, motivations and performance.” Something similar can happen with maternalism.
Case 4.3 Cheer Coach Monica Aldama, Question 4: Do you think the leadership behavior of opportunism could apply to Coach Aldama? Explain your answer.
Accusing someone of being an opportunistic leader is very serious. Opportunism is when someone tries to gain personal advantage in a situation. I do not consider Coach Aldama’s case to be a case of opportunism. Her strategy was not used for self-interest; it adapted to the needs of the team. She focused on the success of the team and the personal growth of the professionals who were with her.
Opportunistic behavior can be defined as: “refers to a lack of sincerity or honesty in transactions, including pursuing personal interests and using cunning tactics, both parties in a relationship may occasionally or frequently exhibit this behavior”(Brown et al., 2000; Hill, 1990; Joshi & Stump, 1999; Williamson, 1993 as cited in Chang & LI, 2024).
The paper of Chand and Li (2024) shows “that ethical leadership leads to higher perceived service climate.” They demonstrate: “Service climate and empowerment climate reduce opportunistic behavior.”
She managed to balance task orientation with relationship-oriented behaviors. She showed that she was more committed to the team’s results than her own personal gain.
References
Ambo, K. (2023). Leadership Evolved: From Innate Traits to Learned Behaviors. Perspectives in Social Sciences and Arts, 1(1), 9-3200.
Chang, C. C., & Lin, C. H. (2024). Running a Tight Ship? The Impact of Leadership Styles and Organizational Climate on Salespeople’s Opportunism. The Impact of Leadership Styles and Organizational Climate on Salespeople’s Opportunism. https://papers.ssrn.com/sol3/Delivery.cfm/c4fd4941-dee6-4cb0-9443-cb49743a4415-MECA.pdf?abstractid=4695862&mirid=1
Desai, N., Prasad, L., & Patil, K. (2023). A Study of The Influence of Project Manager’s Leadership Styles on Effective Project Management in The It Industry: A Black And Mouton Managerial Grid Perspective. The Online Journal of Distance Education and e-Learning, 11(2). https://www.tojdel.net/journals/tojdel/articles/v11i02/v11i02-10.pdf
Huang, Q., & Liu, H. (2023). How does paternalistic leadership enhance civil servants’ public service motivation? The mediating mechanism of trust in leader. Administration & Society, 55(9), 1680-1709. https://journals.sagepub.com/doi/epub/10.1177/00953997231186994
Li, C., Ashraf, S. F., Amin, S., & Safdar, M. N. (2023). Consequence of Resistance to Change on AI Readiness: Mediating–Moderating Role of Task-oriented Leadership and High-Performance Work System in the Hospitality Sector. Sage Open, 13(4), 21582440231217731. https://journals.sagepub.com/doi/epub/10.1177/21582440231217731
Lindov, I. (2024). LEADERSHIP IMPACT ON THE EFFECTIVENESS IN DIGITALISED IT ORGANISATIONS. SCIENCE International Journal, 3(3), 153-158. https://scienceij.com/index.php/sij/article/view/202/167
Montano, D., Schleu, J. E., & Hüffmeier, J. (2023). A meta-analysis of the relative contribution of leadership styles to followers’ mental health. Journal of Leadership & Organizational Studies, 30(1), 90-107. https://journals.sagepub.com/doi/epub/10.1177/15480518221114854
Northouse, Peter G. (2022). Chapter 4: Behavioral Approach: Theory and practice (9th ed., p. 84–108). SAGE.
Syam, A. R., Wiyono, B. B., & Imron, A. (2023). Leadership behaviour of a boarding school in Indonesia. Pegem Journal of Education and Instruction, 13(1), 100-108. https://pegegog.net/index.php/pegegog/article/view/1741/605
