Emery Smith
Comm 5170
Dr. Canary
10 March 2011
President Ali Abdullah Saleh, the leader of Yemen, has recently proposed a shift in power in his country. His type of leadership style could be characterized as a directing leadership style. He acts in a very directive way, with very little communication with the rest of the organization (the people of the country). The communication effort seems to be very one-way, with little room for other opinions. The proposal cited a significant transfer of power to Parliament and the prime minister away from President Saleh, uncharacteristic for his style.
Unfortunately, the directing type leadership style does not work well when running such a large organization as a country, with people who want and will demand a more democratic style of government leadership. The people want a voice. The people want the leader to do what is best for the country and its people. How can a leader do that without listening to the people? The subordinates in this situation seem to fit the subordinate developmental level D2, which is described as having some competence but a lower level of commitment. This developmental level calls for a leader to be directive, but also highly supportive.
I believe the people would accept a highly directive leader if he or she were also highly supportive. The people want to be heard and want to feel as though they, too, are making important decisions for the country.
President Saleh's announcement of the shifting of power to Parliament and the Primer Minister is uncharacteristic of his current leadership style, and was vague with regard to specifically how much power would be shifted. Therefore many do not trust the gesture. President Saleh has such a “complete lock on power” that he sometimes ignores the laws which Parliament, an elected body, passes. The people are so dissatisfied with his leadership, that even this seemingly large concession may be “too little, too late,” especially when it is difficult to believe President Saleh is genuine in his proposal.
President Saleh's actions also led me to think about The Blake and Mouton Leadership Grid, discussed in Chapter 4 of the Rowe and Guerrero textbook. This leadership grid sheds light on five leadership styles with concern for two things: production and people. President Saleh's style seems to fall most into the final leadership style spoken of, opportunism, which is a combination of the five styles: authority-compliance style, country club style, impoverished management style, middle-of-the-road style, and team management style, to opportunistically use any combination of the five styles to advance his or her career. President Saleh seems to have his own well-being and position in mind.
Blake and Mouton argue that although a leader may fall in the the style of opportunism, he or she typically has a default style. In President Saleh's case, I believe his default or backup style would be authority-compliance style. This style “describes leaders who are results driven with little or no concern for people except to organize them in a way that keeps them from interfering with getting the job done.” This style cites little or not communication with followers. When communication is given, it is used only to give instruction regarding the task at hand. These leaders are typically controlling, hard driving, overpowering, and demanding, making them difficult people to work for.
This would explain the people's desire to oust President Saleh from power, despite his big concession of a transfer of power. Again, “too little, too late,” comes to mind. He has ruled this country with little input from the people, the elected body of Parliament, or the Prime Minister. Deliberate behavior contrary to the rules and laws established by Parliament is a key communication to the people that he is not willing to listen or to take input from others and has his own interests in mind.
Although President Saleh is a strong American ally against terrorism, the large body of protesters and demonstrators in the streets of Yemen have made it clear that they will not accept his offer. His willingness to change his leadership style holds no weight at this point because of the behaviors exhibited in his 32-year rule of Yemen.
I believe President Saleh may have good intentions at this point, but he has failed to recognize the people in time. He has ruled for far too long, ignoring the voice of the people and the pressure is steadily growing on him to step down. Had President Saleh implemented a change in leadership style even one year ago, he may be in a better position of power, by allowing the people and Parliament a sense of power and a voice in the government.
Leaders come in all forms, with varying degrees of effect and power on their organizations. Each leader would be wise to recognize the inherent power of his or her subordinates and allies. Strength and power are created, inherently, in large numbers. Recognizing and acknowledging this power of the people can often strengthen the leader and his sense of power. If he had switched his leadership style long ago to a more team-management style, he may have more ardent followers and may not be in danger of being ousted from his position.
Johnson, Craig. Meeting the Ethical Challenges of Leadership
Rowe, W. Glenn and Guerrero, Laura. Cases in Leaderhip
