Top Down Leadership vs Bottom Up Leadership
Top down Leadership versus Bottom up Leadership
Top down leadership has in many ways been the cultural gnome in terms of leadership styles for probably the longest time in history Likert termed it Exploitive authoritative. “In this style, the leader has a low concern for people and uses such methods as threats and other fear-based methods to achieve conformance. Communication is almost entirely downwards and the psychologically distant concerns of people are ignored.” (Likert, 1969)
Top down leadership has had a deep impact and so much intertwined with human culture that it is deemed to be simply the natural form of leadership. There are many other forms of leadership styles being nurtured so as to adapt with cultural changes and views on leadership roles, not to say they are any lesser but top down and bottom up were at both extremes of the leadership spectrum hence choosing to focus on the two.
The structure of most organizations is based on an autocratic hierarchy that is based on the notion that the ‘workers’ need to be very closely supervised by those in ‘management’. In the distant past there may have been some truth to this assertion, however, in today’s world it is becoming increasingly spurious. Yet after a whole heap of culture change initiatives carried out in many organizations very little positive change has occurred. The reason is clear to see as the hierarchy is naturally committed to retaining the status quo between the roles of those called ‘bosses’ from those labeled the ‘workers’.” (para11, Jaap, June 2011)
Bottom-up leadership however “occurs when employees become innovative and questioning, making suggestions and pushing boundaries. “Thought leadership” is similar, although it is more about championing new ideas than managing people or helping a group achieve a goal. However, in both cases, the leadership can be directed upward, and it ends once senior managers accept the proposed ideas.” (Ki-Young & Mi-Jin 2008 summer p.59) The concept
Top down leadership has in many ways been the cultural gnome in terms of leadership styles for probably the longest time in history Likert termed it Exploitive authoritative. “In this style, the leader has a low concern for people and uses such methods as threats and other fear-based methods to achieve conformance. Communication is almost entirely downwards and the psychologically distant concerns of people are ignored.” (Likert, 1969)
Top down leadership has had a deep impact and so much intertwined with human culture that it is deemed to be simply the natural form of leadership. There are many other forms of leadership styles being nurtured so as to adapt with cultural changes and views on leadership roles, not to say they are any lesser but top down and bottom up were at both extremes of the leadership spectrum hence choosing to focus on the two.
The structure of most organizations is based on an autocratic hierarchy that is based on the notion that the ‘workers’ need to be very closely supervised by those in ‘management’. In the distant past there may have been some truth to this assertion, however, in today’s world it is becoming increasingly spurious. Yet after a whole heap of culture change initiatives carried out in many organizations very little positive change has occurred. The reason is clear to see as the hierarchy is naturally committed to retaining the status quo between the roles of those called ‘bosses’ from those labeled the ‘workers’.” (para11, Jaap, June 2011)
Bottom-up leadership however “occurs when employees become innovative and questioning, making suggestions and pushing boundaries. “Thought leadership” is similar, although it is more about championing new ideas than managing people or helping a group achieve a goal. However, in both cases, the leadership can be directed upward, and it ends once senior managers accept the proposed ideas.” (Ki-Young & Mi-Jin 2008 summer p.59) The concept
References: Likert, R. (1967). The human organization: Its management and value, New York: McGraw-Hill Jaap, T (June 2011). Culture change by evolution or revolution. Retrieved from http://bottomupleadership.com/ Jaap, T (May 8 2008) .Why is leadership failing? Retrieved from http://bottomupleadership.com/why-is-leadership-failing/ N, Ki-Young &J, Mi-Jin (2008 summer). Bottom- Up Design Leadership as a Strategic Tool. Retrieved from http://www.dmi.org/dmi/html/publications/journal/pdf/08193NAM59.pdf W, H, R, Rivers (1920). Instinct and the Unconscious. Retrieved from http://en.wikisource.org/wiki/Instinct_and_the_Unconscious/War-Neurosis_and_Military_Training Jaap, T (may 3 2008) Being a Bottom up Leader. Retrieved from http://bottomupleadership.com/being-a-bottomup-leader/ T, Stan. The emotional effects of war on soldiers. Retrieved from http://www.healthguidance.org/entry/11261/1/The-Emotional-Effects-of-War-on-Soldiers.html B, Wall (2008). Working Relationships, Mountain view, CA: Davies Black Publishing 37. J, Sipe & D, Frick (2009) Seven Pillars of Servant Leadership. NY/ Mahwah, NJ: Paulist Press 142. De Baar, B (2008). Bottoms Up: Leadership style for a better world. Retrieved from http://www.basdebaar.com/bottoms-up-leadership-style-for-a-better-world-168.html