Claveria, John Lenard T.

BABR 3-3
PART 1: Define the 7 major leadership theories at every media and communication leaders
should master in the year 2023
Media and communication is essential especially in today’s times since media is a
modern form of communication to which aims to spread knowledge to whole world with no
exceptions. One of the important aspect of media is the ability to connect people that is diverse
from far and domestic places. And to be more technical means, communication media pertains
to delivering and receiving information or data through various channels. Informing the masses
is not an easy job, people who work in this industry do not just deliver anything they wanted to
broadcast to the public. Information has to be relevant, organized and credible to which case
information goes through research to verify before it can consume by the society to stay in
touch to what is happening everywhere. Media communication people consist of different jobs
and task to produce something to the public, and leadership among the group is a must to
maintain order and to stay organized. I have gathered up 7 major leadership theories at every
media and communication leaders should master in the year 2023.

1. CONTINGENCY THEORY

According to the contingency theory of leadership, a leader's ability to succeed depends

on the circumstances at hand. The effectiveness of a specific leader or leadership style in
a given circumstance is determined by a number of elements. These variables include the
project, the leader's temperament, and the make-up of the team that will be led. So
basically, Contingency theory takes everything a step further and suggests that instead of
seeing the issue as a whole, leaders should respond depending on specific circumstances.
Prior to making a decision, consider all the factors impacting the circumstance.

2. SITUATIONAL LEADERSHIP THEORY

Leaders are encouraged to take action by applying situational leadership ideas to the
circumstance. It contends that leaders should adapt their style of leadership depending
on the circumstance rather than adopting a singular strategy. When a leader is the most
informed and experienced, for instance, they should choose an authoritative leadership
style and make their own decisions. On the other hand, if team members are experts in
the field, they should use a democratic leadership approach and allow them manage the
crisis.
Most people associate and derive the phrase "situational leadership" from Paul Hersey
and Ken Blanchard's Situational Leadership Theory. The leadership style of the leader and
 the maturity or readiness of the followers should be suitably matched, according to this
leadership philosophy. According to the notion, there are four basic leadership styles:

Telling: An authoritative and directive manner. The group's leader takes decisions and
directs action.

Selling: The decision-maker is still the leader, but instead of just giving orders, he engages
the team and tries to convince them.

Participating: The team's decision-making is done in collaboration with the team leader.
He is more democratic and promotes and supports them.

Delegation: The team's leader delegates decision-making authority to team members

while nevertheless monitoring their performance.

3. TRANSFORMATIONAL LEADERSHIP THEORY

Transformational theory is also known as relationship theory. It centers on the

relationship between a leader and a follower. The effects will be better the stronger the
connection. Transformational leaders keep their followers on the same page by inspiring
and motivating them. These leaders often uphold high standards of morality and ethics,
and they would not compromise on these principles under any circumstances. They want
to succeed, but they also want each team member to participate and work to their full
ability.

4. TRANSACTIONAL THEORY

Transactional theories, as they are commonly referred as, place a strong focus on
leadership, planning, and collaboration meaning It asserts that employees need structure,
guidance, and supervision in order to execute jobs properly and on time because they
lack self-motivation. The transactional theory develops a system of rewards and penalties,
meaning that you will receive rewards for good performance and penalties for poor
performance.

5. BEHAVIORAL THEORY OF LEADERSHIP

The world is split into two groups when it comes to leadership. One group contends that
leaders are created, while the other group asserts that they are born. The idea that
leaders are born is contested by behavioral theory, which supports the former position.
Therefore, it totally disregards all the characteristics that distinguish naturally born
 leaders from their educated counterparts. This theory supports the behaviors of leaders
and promotes the idea that individuals may develop into effective leaders via experience,
observation, and instruction.
6. GREAT MAN THEORY OF LEADERSHIP

According to the "great man" view of leadership, certain people are born with the
qualities that set them distinct from others and that these qualities are what allow them
to rise to positions of influence. A leader is a hero who achieves goals for his followers
despite all circumstances. According to the notion, persons in positions of authority are
deserving because of their unique abilities. The idea also asserts that these characteristics
hold true across groups and across time. As a result, it implies that all great leaders
possess these qualities, despite of the time and place they lived or the specific role they
played in history. People use examples of famous men such as Alexander the Great,
Queen Elizabeth I, and Abraham Lincoln to illustrate their points. These social giants used
their abilities to rule countries. Leaders that seem to put this principle into practice are
typically those who possess high degrees of desire and tenacity.

7. TRAIT THEORY OF LEADERSHIP

The Great Man theory, which describes early notions about leadership, placed a strong
emphasis on people's intrinsic abilities. The situational interplay of qualities was the main
emphasis of leadership theory in the 1950s, while personality and behavior took over in
the 1970s. Intelligence, self-confidence, drive, integrity, and sociability are the five key
leadership attributes that are the emphasis of the current paradigm, known as trait
theory. Obviously, trait theory was the modern version of great man theory. Essentially,
the leader and the attributes of the leader are what make an organization successful,
according to trait theory. Finding individuals with the correct attributes, it is assumed,
would improve organizational performance. In accordance with trait theory, the follower
is completely ignored and solely focuses on the leader.

PART 2: What are the different types of organizational structure and explain. Provide at least 5.
1. Hierarchical structure

A hierarchical organizational chart is the pyramid-shaped organizational structure that we

previously mentioned. The chain of authority runs from the top down, and each person
has a supervisor. This is the most typical sort of organization.
o ADVANTAGE
• More precise descriptions of levels of responsibility and power.
• identifies who each person reports to or to whom to discuss certain
initiatives.
• Clear career paths and possibilities for promotion encourage motivation.
• It gives each employee a specialization.
• Promotes camaraderie among employees who work within the same
department.
o DISADVANTAGE
• Increased red tape may impede down innovation or substantial
advancements.
• Can influence employees to act in the district's best benefits instead of
those of the entire company.
• Might give lower-level employees the feeling that they don't have as much
ownership and can't express their opinions to the company.

2. Horizontal or flat structure

Organizational structures that are horizontal or flat work well in businesses when there
are few levels between higher management and staff-level personnel. Before they
become large enough to create separate divisions, many start-up enterprises adopt a
horizontal organizational structure; nonetheless, some businesses continue to use this
form since it promotes less oversight and greater employee engagement.
o ADVANTAGE
• increases employee accountability
• encourages improved communication
• enhances coordination and efficiency of putting fresh ideas into action
o DISADVANTAGE
• might possibly lead to confusion as there is no obvious higher-ups for the staff
to talk and report to.
• can result in workers with more diversified knowledge and skills
• might be challenging to sustain once the business has grown past the startup
stage.
3. Matrix structure
 Cross-functional groups that form for specific projects are displayed on a matrix
organizational chart, which has a grid-like appearance. An engineer, for instance, could
ordinarily be a part of the engineering department, which is overseen by an engineering
director, but might work on a transient project (led by a project manager). Both of these
positions and the reporting connections are shown in the matrix organizational chart.
o ADVANTAGE
• Enables managers to hire employees quickly based on a project's
requirements.
• Presents an organization's dynamic side.
• Encourages staff to apply their expertise in positions outside than their
primary ones.
o DISADVANTAGE
• Demonstrates a disagreement among department executives and project
managers.
• Can fluctuate more often than other forms of organizational charts.

4. Team-based structure

It should not come as a surprise that an organizational structure centered on teams

groups people into teams; for example, consider Scrum or tiger teams. A team
organizational structure is intended to challenge the conventional hierarchy by
emphasizing cooperation, problem-solving, and providing employees more power.
o ADVANTAGE
• Breaks through the silo mindset, boosting performance, transparency, and
productivity.
• Encouraging a development mentality.
• encourages people to take lateral steps, which modifies conventional
career patterns.
• Prioritizes experience above seniority.
• Minimum management is necessary.
• Fits very well with scrum or tiger teams in agile businesses.
o DISADVANTAGE
• Goes against many companies’ natural inclination of a purely hierarchical
structure.
• Might make promotional paths less clear for employees.

5. Divisional structure
 Divisions of a firm can manage their own resources under divisional organizational
structures, effectively acting as independent businesses inside the parent company. It is
possible for each division to have its own marketing, sales, IT, etc. teams. This
organizational structure is effective for big businesses because it allows different
departments to take charge of their own choices without having to answer to a small
group of leaders.
o ADVANTAGE
• keeps large enterprises flexible.
• It makes it possible to respond to shifts in the market or customer
demands more quickly.
• Promotes independence, freedom, and individuality
o DISADVANTAGE
• Duplication of resources is a high possibility
• May allude to unclear or ineffective communication between both the
management and its subdivisions.
• Could result in a company engaging in internal rivalry.

References:
7 Types of Organizational Structures. (2020, June 2). Lucidchart.
https://www.lucidchart.com/blog/types-of-organizational-structures
Leadership Theories and Styles. (2021, March 23). Western Governors University.
https://www.wgu.edu/blog/leadership-theories-styles2004.html
Lumen Learning. (n.d.). Situational Theories of Leadership | Principles of Management.
Retrieved November 4, 2022, from https://courses.lumenlearning.com/suny-
principlesmanagement/chapter/situational-theories-of-leadership/
What is Transactional Leadership? Structure Leads to Results. (2022, June 16). STU.
https://online.stu.edu/degrees/education/what-is-transactional-leadership/