My total score is 9, meaning in terms of task-oriented, I am on the lower side, but for the people-oriented, I am on the upper side. This is because 9 is lower than 10 but more than 7, making me more of a too people-oriented leader. The results similarly indicate that I am not one of the best leaders, following the fact that the scores did not balance both too people-oriented and task-oriented by scoring more than 10.
There are two main reasons why I believe that being too task-oriented (autocratic) leadership demoralizes employees and leads to poor performance. First, when employees are not given a voice or a say in how the company is run, they may feel disenfranchised or unimportant. This can lead to a sense of apathy or disengagement, which can impair performance. Second, when employees are constantly being micromanaged by a boss who does not trust them to do their job, it can breed resentment and frustration. This can also lead to poor performance, as people will be less likely to put in extra effort if they feel that their work is not being appreciated or recognized.
On the other hand, I have been strongly convinced that being too people-oriented, which is associated with laissez-faire leadership, can increase my success chances at the workplace. The laissez-faire approach to leadership creates an environment where employees are given more freedom and autonomy; they give their best not to disappoint. This type of leadership can lead to increased performance among employees because they feel empowered and motivated to do their best work. Laissez-faire leaders also tend to trust their employees and give them more responsibility, which can lead to higher levels of satisfaction and commitment from workers.
Employee trust, autonomy, and motivation are important for better performance because they create a sense of psychological safety in the workplace. When employees feel safe to take risks and share new ideas, they are more likely to do their best work. Employees who trust their managers and feel autonomous in their work are more motivated to perform better. They feel like they have a stake in the company and are invested in its success. When employees feel encouraged and supported, they are more likely to produce high-quality work.