Is Task-Orientated Leadership a Contradiction?

You manage things and you lead people. That’s what most Management and Leadership Training Courses will teach you.

Peter Drucker famously said that “Management was doing things right and leadership was doing the right things” which basically meant that management was focused on the task and leadership was focused on the people.

So, how can we have task-orientated leadership?

Surely that’s an oxymoron? Leadership that is based around the task? What about the people? Is it directive? Or is that more management?

Or is it something completely different?

This guide will take a closer look at the definition of task-orientated leadership, how it’s used and the pros and cons of the approach.

What is Task-Orientated Leadership?

Task-orientated leadership involves specifying tasks and goals. Everything centres around achieving a particular outcome.

Some professionals also define task-orientated leadership as “doing whatever is necessary to get the job done.”

It’s not contradictory to be a task-orientated leader. Some management models like Adair’s Leadership Model has task as an important part of its approach. You can still focus on people — i.e., your team members — while also providing them with a clear plan and detailed steps to meet your organisation’s goals.

Those who strive to live up to this task-orientated leadership definition tend to be very goal-focused.

These leaders work hard to achieve objectives based on specific deadlines. They also give their team members the support they need to accomplish goals, from defining individual roles to providing useful resources.

Task-orientated vs People-orientated Leadership Style

People-orientated leadership concentrates on interpersonal relationships.

Those who practise this type of leadership aim to build and improve relationships between themselves and their team members. People-orientated leaders hope to increase productivity and create a more positive work environment by developing these relationships.

Some fundamental tenets of people-orientated leadership include:

• Ongoing recognition and positive reinforcement
• Positive relationships with employees and between co-workers
• Emphasis on coaching instead of strict quotas or goals
• Open dialogue and constant communication

People-orientated leaders also care about setting goals and achieving objectives, just like task-orientated leaders. However, they also focus more on relationship building.

Task-Orientated Leadership Skills Examples

What does the task-orientated leadership style look like in action?

Here are some examples of how managers and supervisors might utilise task-orientated leadership:

• Step-by-step planning
• Reward/punishment systems
• Constantly defining structures and setting goals
• Prioritising achievement of specific outcomes
• Sticking to rigid schedules
• Requiring individuals to set process-orientated goals
• Requiring individuals to formulate detailed plans to achieve their goals
• Using performance reviews to assess team members and ensure they’re on track
• Relying on planners, to-do lists, and project management software to stay organised

Someone who practises task-orientated leadership might also exhibit the following traits:

• Detail-orientated: These leaders are very particular and believe no element of a project is too small or unimportant.
• Passion for Success: They are passionate about achieving goals. They want to see themselves, their teams, and their organisation succeed.
• Organised: They understand the importance of organisation for increased efficiency and productivity. They encourage their team members to be organised as well.
• Deadline-Focused: They always meet deadlines and go above and beyond to get things done on time.
• Boundary-Focused: They set and uphold clear boundaries between themselves and their subordinates.
• Realistic: They set reachable objectives that are challenging but still possible.

Task-orientated leaders are great at evaluating other’s people’s strengths and dividing work based on what each team member brings to the table. They also understand resource limitations and are willing to do what it takes to achieve results, even if they must ruffle a few feathers along the way.