3 MAIN TYPES OF LEADERSHIP STYLES

The Autocratic or Authoritarian Leader

The Democratic or Participative Leader

The Laissez-faire or Delegated Leader

2 OTHER LEADERSHIP STYLES

The Charismatic Leader

The Servant Leader

THE AUTOCRATIC OR AUTHORITARIAN
LEADER
Given the power to make decision
alone, having total authority.

Closely supervises and controls

people when they perform certain
tasks.
THE DEMOCRATIC OR PARTICIPATIVE
LEADER

Includes one or more people

in the decision making process
of determining what to do and
how to do it.

Maintains the final decision

making authority.
THE LAISSEZ-FAIRE OR DELEGATED LEADER
Laissez-faire is a
Allows people to make their French phrase
own decisions. meaning “lets do”
Leader is still responsible for the
decisions that are made.
This style allows greater
freedom and responsibility for
people.
However, you need competent
people around you or nothing
will get done.
 THE CHARISMATIC LEADER

Leads by creating energy

and eagerness in people.
Leader is well liked and
inspires people.
Appeals to people’s
emotional side.
 THE SERVANT LEADER

The highest priority of this

leader is to encourage,
support and enable people
to fulfill their full potential
and abilities.

Helps people achieve their

goals.

Works for the people.

COMBINATIONS OF STYLES

A leader can also be a

combination of styles…

What leadership styles do

you think Adolf Hitler used?

Lets watch!!!
What leadership styles do you think
Martin Luther King, Jr. used?
 QUESTIONS

1. Which leadership style do you think is the most effective?

Why?

2. Which leadership style do you think is the least effective?

Why?
3. Which style do you like leaders to use when they are in
charge of you? Why?

4. What leadership style best describes you?

 Influence others toward goal and achievement of those goals

 Process where an individual influences others to do what s/he

wants them to

 “A leader is a person who has the ability to get other people to do

what they don’t want to do and like it” - Harry Truman
 Trust your subordinates – you can’t expect them to go all out for you if they
think you don’t believe in them

 Develop a vision – people want to follow someone who knows where he or

she is going

 Keep your cool – the best leaders show their mettle under fire

 Encourage risk – nothing demoralizes the troops like knowing the slightest
failure could jeopardize their entire career
 Be an expert – from boardroom to mailroom, everyone had better
understand that you know what you’re talking about

 Invite dissent – your people aren’t giving you their best … if they are
afraid to speak up

 Simplify – you need to see the big picture in order to set a course,
communicate it, and maintain it

Kenneth Labich – article in Fortune

 Learn from others
 Expertise
 Create trust
 Patience, Persistence, Focus, and Passion
 Communication
 Compassion and respect
1. Treat everyone with respect and dignity
2. Set the example for others to follow
3. Be active
4. Maintain the highest standards of honesty and
dignity
5. Insist on excellence and hold your people
accountable
6. Build group cohesiveness and pride
7. Show confidence in your people
8. Maintain a strong sense of urgency
9. Be available and visible to your staff
10. Develop yourself to your highest potential
Two distinctive and complementary systems

Ideal world, they’re balanced, integrated

 One person is both

*A good leader needs to manage, but not

always the case, sometimes more necessary
than others
 MANAGERS LEADERS
 Plan, coordinate  Facilitate interpersonal interaction

 Charisma
 Evaluate and supervise
 Innovate, inspire
 Negotiate, budget
 Vision, communicate it

 Reality check, sets time limits, copes

 Ability to change things, set
with complexity
direction, look at larger picture,
align people, look at competition
and do better and different, willing
 Bring order and consistency to listen and learn, sensitive to
concerns
 Planning complement to direction
 Gains trust, empowers, enable
others to reach potential
 MANAGERS LEADERS
 Administers  Innovates  Originates

 Is a copy  Is an original  Challenges it

 Maintains  Does the right
 Develops
 Accepts reality thing
 Investigates it
 Focuses on system & structure
 Relies on control  Focuses on people
 Has short-range view
 Inspires trust
 Asks how and when
 Has a long-range plan
 Has eye on bottom
 Imitates  Asks what and why

 Accepts status quo  Has eye on horizon

 Does things right

 Contingency
Behavioral (Situational)
Approach Future of
Approaches Leadership
-Leadership - Hersey and Theory
Trait Approach
Functions Blanchard Transformational
-Leadership - Fiedler Model or Charismatic
Styles
- Path-Goal
 Tries to identify what qualities a leader possesses

 Trait – predisposition to act in a certain way

 Over time it is a relatively permanent feature of behavior, thus behavior is

relatively consistent and predictable

 Underlying assumption – LEADERS ARE BORN

 Two approaches

 Compare traits who emerged as leaders with those who did not emerge

 Compare traits of effective leaders with ineffective leaders

 Trait research was unsuccessful, thus tried to isolate behavior characteristics of effective
leaders

 What effective leaders WERE and what they DID

 Behavior can be learned, thus if supported we could train people to be leaders and
teach leadership

 Several studies were done to examine leader behavior and focused on two aspects of
Leadership behavior

– Leadership Functions: task-related activities that must be performed by leader

to perform effectively

– Leadership Styles: various patterns of behavior favored by leaders during

process of directing and influencing
(High)

Low Structure High Structure

And And
High Consideration High Consideration
Consideration

Charismatic Democratic

Low Structure High Structure

And And
Low Consideration Low Consideration
(Low)

Laissez-Faire Authoritarian
(Low) Initiating Structure (High)
Basically can’t change our style, thus
better to match leader and situation
 Leader-member relations (good-poor)

 Degree of confidence, respect, trust workers have for leader

 Task structure (structured-unstructured)

 Degree to which jobs are procedurized

 Position-power (strong-weak)

 Degree of influence a leader has over promoting, hiring, and

disciplinary
 Hersey & Blanchard (1980s)
– Move through Four Phases, correlated to life cycle
– Varies depending on “maturity” of followers
 Desire for achievement (capacity of setting high,

attainable goals)
 Willingness to accept responsibility

 Task-related ability and experience

– As maturity levels increase, leader lessens task,

increases relationship
– Then as maturity proceeds, decrease task and
relationship behavior
 Transformational or Charismatic Leadership
– Leaders who, through their personal vision and
energy, inspire followers and have a major impact
on their organizations
 Seeks change, proactive
 Innovative, creative
– Leaders who determine what followers need to do
to achieve objectives, classify those requirements,
and help followers become confident they can
reach their objectives
 Inspire others to do more than expected
 Raise level to self-actualization
 Empower others