The different between old leadership and new leadership (Research Paper Sample)

Old Leadership versus New Leadership Student’s Name Institution Affiliation Table of Contents TOC \o "1-3" \h \z \u Old Leadership versus New Leadership PAGEREF _Toc532047718 \h 3The Difference between Old Leadership and New Leadership PAGEREF _Toc532047719 \h 4Leadership Models PAGEREF _Toc532047720 \h 4Environment PAGEREF _Toc532047721 \h 5Relationships PAGEREF _Toc532047722 \h 5Power Structure PAGEREF _Toc532047723 \h 5Information-Sharing PAGEREF _Toc532047724 \h 6Personal Values and Behaviors PAGEREF _Toc532047725 \h 7Purpose and Motivation PAGEREF _Toc532047726 \h 7Conclusion PAGEREF _Toc532047727 \h 8References PAGEREF _Toc532047728 \h 10 Old Leadership versus New Leadership Also known as the directive leadership, the traditional leadership style has roots in the industrial revolution (Fox, 2018). In the traditional systems, consistency and control were achieved through coercion and dominance, with organizations primarily set up as pyramids. This implied that power was distributed linearly from a small, select number of people at the top of the pyramid, often controlling the majority who were positioned at the bottom. The top-down leadership style was inherently hierarchical. In this case, each leader was vested power and authority over those below them. The leaders ruled with compulsion, force, secrecy, and control, with physical, psychological, and economic violence applied when necessary. Today, this kind of characterization has changed. With the recent technological evolution beyond the industrial area, people's ideas about leadership, productivity, and progress have as well evolved, giving rise to a new leadership model. Though many leaders today may yet rely on the outdated techniques from the industrial revolution, the new model is dominated by numerous changes, inherent in better leadership. As companies are adopting an open innovation culture today, a different leadership paradigm is surfacing. Corporate leaders are, for instance, assuming the aspects of power-sharing and team-building thus phasing out the traditional forms of corporate hierarchy. In the new leadership paradigm, diversity is also inherent in participation as opposed to the traditional homogeneity. In this paradigm, interaction with the environment is based on stewardship and integrity. Contrary, the old leadership system was instrumental and authoritative. Overall, the two models differ substantially in various aspects. This paper aims to discuss the differences between the old leadership model and the new paradigm of leadership. The Difference between Old Leadership and New Leadership The old leadership paradigm and the contemporary leadership model differ in a couple of aspects. For instance, there is a significant difference in the power structure, with the former being characterized by a hierarchical structure of leadership as opposed to the former, where power is distributed in teams. Other significant differences are also evident in their leadership models, environment, information-sharing, purpose and motivation, and personal values and behaviors. Leadership Models The old models of leadership include behavioral model and the trait leadership model. The trait leadership model is aimed at examining the characteristics and leadership methods of people in authority to explain the process of becoming a leader. The model is based on the fundamental principle that anybody in a leadership position is born a leader and not made a leader. On the other hand, the behavioral leadership theory emphasizes that great leaders are made not born (Amanchukwu, Stanley, & Ololube, 2015). The model primarily focuses on leaders' actions and not their intellectual capabilities. This theory assumes that people learn the art of leadership through observation and training. On the other hand, the new leadership styles maintain that good leaders are those with a cognitive and behavioral capacity of recognizing and reacting to the conflicts and complexities of their work environments. These leadership models include charismatic, transactional, and transformational leadership. Transformational leadership model is based on creating a positive and valuable change to the followers, aimed at developing them into meaningful leaders (Braun, Peus, Weisweiler, & Frey, 2013). The model essentially redefines people's mission and vision and restructures their systems of goal accomplishment. In contrast, the transactional leadership style is grounded in the exchange of service for different kinds of rewards as partly controlled by the leader. Leaders in this category should be in a position to identify the type of rewards which can motivate their followers to achieve their goals. For charismatic leaders, the power of encouraging social change through communication, persuasion, and the force of personality is inherent (Antonakis & Day, 2017). These are the leaders who arise in times of physical, economic, ethical, and political distress. The followers of these leaders place their destinies in their hands and often support their mission. Environment In the old leadership styles, the environment is dominated by stable market forces. (“Leadership Skills and Values,” n.d) Contrary, in the new leadership paradigm, market forces are rather driven by the rapid change in technology and society. Additionally, in the traditional system, change is driven by necessity and crisis in the management positions. Employees are, in this case, required to adhere to some specific roles and responsibilities. The situation is rather different from the new leadership paradigm, where change is driven by innovation and continuous learning. As a result, the impact in this model is global as opposed to the old leadership where it is local. Relationships The work relationships in the old leadership styles are characterized by self-reliance and autonomy. This means that workers do not rely on teamwork like the case of the new paradigm. In the new leadership styles, interdependence is a crucial aspect. Leaders constantly engage their subordinates in aspects like information-sharing, education, motivation, and problem-solving. Power Structure In the old leadership system, the power structure is made up of hierarchies, where power and authority are vested in a few top individuals who exercise it on those below them (Fox, 2018). In this paradigm, leaders hold that power comes from their position of authority. The power flow is hierarchical, with a top-down leadership approach being dominant. The power relationships in this model are dominated by a command and control system though the leaders sometimes listen to suggestions and ideas from their team. The military is a typical example of the traditional leadership style. In this field, officers or leaders make decisions, and those under their command assume the role of executing the orders. This form of leadership is also typified by police and fire departments. On the other hand, the power structure in the new leadership paradigm is made up of networks and communities. Leaders believe that power is substantial in teams and thus power flows in all directions (Fox, 2018). This implies that everyone, regardless of their position or rank, is subject to the same rules of behavior, reward systems, and processes. In regards to power relationships, leaders encourage suggestions and ideas from their teams. Information-Sharing Whereas information is guarded in the old leadership systems, it is shared across all boundaries in the new leadership paradigm (Fox, 2018). In the old model, information is restricted and only passed down to those who need it. The approach of hoarding essential information creates a layer of protection for the leaders against the proverbial lower level of the leadership pyramid. With the leaders hesitant to share information with the rest of the staff members, employees are left in the dark regarding the company's operations. The new leadership paradigm, however, allows leaders to give employees information regarding cutbacks, reorganizations, and details of various projects for them to make informed decisions about their life (Fox, 2018). This initiative promotes business literacy and creates a progressive culture marked by transparency. Personal Values and Behaviors The communication style in the old leadership model is characterized by talking, giving orders, and answering questions. A leader using this system would, for instance, concentrate on giving orders to his/her subordinates without requesting for their contribution. When it comes to motivating the employees, the common tactics include rewards, threats, and demand for compliance. On the other hand, the collaborative leadership models use motivational tactics like discerning other people's needs, coaching, and generating commitment (“Leadership Skills and Values,” n.d). Here, the communication style is characterized by listening, consulting, and asking questions. In regards to problem-solving, collaborative leadership encourages equal participation across different levels thus allowing solutions to be developed from the group’s ideas (Jartese, 2013). The process often takes the form of discovering problems and meeting the unstated needs. Since information is the lifeblood of effective problem-solving, leaders using the new leadership paradigm rely on the knowledge and experience of their team members for effective problem-solving. On the other hand, leaders using the old leadership paradigm do not ask questions to narrow down the root cause of a problem. Problem-solvi...