Leadership styles

2. Leadership Styles: Autocratic
(Authoritarian)
O does not consult employees for input
O subordinates expected to obey orders without
explanations
O motivation provided through structured rewards
and punishments
O possess total authority and impose their will on
employees
O countries such as Cuba and North Korea
operate under the autocratic leadership style.
O this leadership style benefits employees who
require close supervision.
O Creative employees who thrive in group
functions detest this leadership style.

3. "I WILL ALWAYS CHOOSE A LAZY PERSON TO DO A
DIFFECULT JOB, BECAUSE HE WILL FIND AN EASY WAY
TO DO IT" -Bill Gates
"I'm not bossy I just know what you should
be doing"

4. Leadership Styles: Bureaucratic
O Manager manages “by the book¨
O If it isn’t covered by the book, the
manager refers to the next level above
him or her
O Everything must be done according to
procedure or policy
O Police officer more than leader

6. Leadership Styles: Democratic

7. Leadership Styles: Democratic
O Often referred to as participative style
O Keeps employees informed
O Shares decision making and problem
solving responsibilities
O “Coach” who has the final say, but…
O Gathers information from staff members
before making decisions
O Leadership boosts employee morale
because employees make contributions to
the decision-making process.

8. Democratic Continued…
O When a company needs to make changes within the
organization, the participative leadership style helps
employees accept changes easily because they play a role in
the process.
O This style meets challenges when companies need to make a
decision in a short period.
O Help employees evaluate their own performance
O Allows employees to establish goals
O Encourages employees to grow on the job and be promoted
O Recognizes and encourages achievement
O Can produce high quality and high quantity work for long
periods of time

9. "Leader don’t create more followers, they create
more leaders" Tom Peters

10. Leadership Styles: Coercive
OPower from a person’s authority to punish
OMost obvious types of power a leader has.
OGood leaders use coercive power only as
a last resort:
O In today’s sophisticated and complex
workplace, excessive use of coercive power
unleashes unpredictable and destabilizing
forces which can ultimately undermine the
leader using it.

11. When to use Coercive

13. Leadership Styles: Transactional
O Motivate followers by appealing to their own
self-interest
O Motivate by the exchange process.
O EX: business owners exchange status and wages for
the work effort of the employee.
O Focuses on the accomplishment of tasks &
good worker relationships in exchange for
desirable rewards.
O Encourage leader to adapt their style and
behavior to meet expectations of followers

14. Transactional Cont.
O Managers using the transactional leadership style receive
certain tasks to perform and provide rewards or
punishments to team members based on performance
results.
O Managers and team members set predetermined goals
together, and employees agree to follow the direction and
leadership of the manager to accomplish those goals.
O The manager possesses power to review results and train
or correct employees when team members fail to meet
goals.
O Employees receive rewards, such as bonuses, when they
accomplish goals.

15. Leadership Styles: Transformational
O Charismatic and visionary
O Inspire followers to transcend their self-interest
for the organization
O Appeal to followers' ideals and values
O Inspire followers to think about problems in new
or different ways
O Common strategies used to influence followers
include vision and framing

16. Transformational cont.
O Instils feelings of confidence, admiration and
commitment
O Stimulates followers intellectually, arousing them
to develop new ways to think about problems.
O Uses contingent rewards to positively reinforce
desirable performances
O Flexible and innovative.

17. When to use Transformational
O When leaders want members to be an active
part of the organization and have ownership to
it
O When leaders are building a sense of purpose
O When the organization has a long term plan
O When people need to be motivated

18. "(He) possessed the gift of
silence."
(Comment by President John Adams about George Washington)

19. Leadership Styles: Laissez-Faire

20. Leadership Styles: Laissez-Faire
O Also known as the “hands-off¨ style
O Little or no direction
O Gives followers as much freedom as possible
O All authority or power is given to the followers
O Followers must determine goals, make
decisions, and resolve problems on their own.

21. O Employees are highly skilled, experienced, and
educated
O Employees have pride in their work and the drive to
do it successfully on their own
O Outside experts, such as staff specialists or
consultants are being used
O Employees are trustworthy and experienced
When to use Laissez-Faire

22. Laissez-Faire

23. Other Referenced Theories
Theory X and Theory Y
O Theory X and Theory Y each represent
different ways in which leaders view
employees.
O Theory X is the traditional view of direction
and control by managers.
O Theory Y is the view that individual and
organizational goals can be integrated

24. Management/
Leader
Tight control, lots
of rules, no
freedom
Staff/
Followers

25. Staff/
Followers
Lots of freedom,
creativity & responsibility
Management/
Leader

26. Other Referenced TheoriesOther Referenced Theories
Hersey-Blanchard
Situational Leadership
OBased on the amount of direction (task-
behavior) and amount of socio-emotional
support (relationship-behavior) a leader
must provide given the situation and the
"level of maturity" of the followers.

28. Selecting a Style
O Some people are motivated by reward
O Some people are motivated by
punishment
O Social systems work best with a chain of
command
O When people have agreed to do a job, a
part of the deal is that they cede
authority to their leader