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Transcript of Leadership styles
INTRODUCTIONA leadership style is a leader's style of providing direction, implementing plans, and motivating people. There are many different leadership styles that can be exhibited by leaders in the political, business or other fields.
TWO THEORIES OF LEADERSHIP STYLE WE WILL DISCUSS TWO THEORIES :-
LEWINS THEORY Daniel Goleman THEORY
Lewin's Leadership StylesIt Includes 5 Different Types of Leadership Styles :-AutocraticThe autocratic leadership style allows managers to make decisions alone without the input of others. Managers possess total authority and impose their will on employees. No one challenges the decisions of autocratic leaders. Countries such as Cuba and North Korea operate under the autocratic leadership style. This leadership style benefits employees who require close supervision. Creative employees who thrive in group functions detest this leadership style.
ParticipativeOften called the democratic leadership style, participative leadership values the input of team members and peers, but the responsibility of making the final decision rests with the participative leader. Participative leadership boosts employee morale because employees make contributions to the decision-making process. It causes them to feel as if their opinions matter. 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. This style meets challenges when companies need to make a decision in a short period.
Laissez-FaireA laissez-faire leader lacks direct supervision of employees and fails to provide regular feedback to those under his supervision. Highly experienced and trained employees requiring little supervision fall under the laissez-faire leadership style. However, not all employees possess those characteristics. This leadership style hinders the production of employees needing supervision. The laissez-faire style produces no leadership or supervision efforts from managers, which can lead to poor production, lack of control and increasing costs.
TransactionalManagers using the transactional leadership style receive certain tasks to perform and provide rewards or punishments to team members based on performance results. Managers and team members set predetermined goals together, and employees agree to follow the direction and leadership of the manager to accomplish those goals. The manager possesses power to review results and train or correct employees when team members fail to meet goals. Employees receive rewards, such as bonuses, when they accomplish goals.
TransformationalThe transformational leadership style depends on high levels of communication from management to meet goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. This style of leadership requires the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals.
Daniel Golemans Leadership StylesIn the book Primal Leadership, Daniel Goleman, who popularized the notion of Emotional Intelligence, describes six different styles of leadership. The most effective leaders can move among these styles, adopting the one that meets the needs of the moment. VisionaryThis style is most appropriate when an organization needs a new direction. Its goal is to move people towards a new set of shared dreams. Visionary leaders articulate where a group is going, but not how it will get there setting people free to innovate, experiment, take calculated risks,
Affiliative This style emphasizes the importance of team work, and creates harmony in a group by connecting people to each other. Mr Goleman argues this approach is particularly valuable when trying to heighten team harmony, increase morale, improve communication or repair broken trust in an organization. But he warns against using it alone, since its emphasis on group praise can allow poor performance to go uncorrected. Employees may perceive, he writes, that mediocrity is tolerated.
CoachingThis one-on-one style focuses on developing individuals, showing them how to improve their performance, and helping to connect their goals to the goals of the organization. Coaching works best, Mr Goleman writes, with employees who show initiative and want more professional development. But it can backfire if its perceived as micromanaging an employee, and undermines his or her self-confidence.
Democratic This style draws on peoples knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group. Mr Goleman warns that this consensus-building approach can be disastrous in times of crisis, when urgent events demand quick decisions.
Pacesetting In this style, the leader sets high standards for performance. He or she is obsessive about doing things better and faster, and asks the same of everyone. But Mr. Goleman warns this style should be used sparingly, because it can undercut morale and make people feel as if they are failing. Our data shows that, more often than not, pacesetting poisons the climate, he writes
Commanding This is classic model of military style leadership probably the most often used, but the least often effective. Because it rarely involves praise and frequently employs criticism, it undercuts morale and job satisfaction. Mr. Goleman argues it is only effective in a crisis, when an urgent turnaround is needed. Even the modern military has come to recognize its limited usefulness.
Being a good leader isn't easy. You have to guide and inspire at the same time, while managing to get the results you want. To help strike the right balance, Roxi Hewertson, president and CEO of theHighland Consulting Group, offers the following tips for leaders.
DOSDONTSRead/understand own emotions and recognize the impact on self and others Discount others' emotions and perspective Know one's strengths and limits Miss key organizational clues, norms, decision networks and politicsKnow and have a good sense of one's self-worth and capability Blame others for outcomes Think and act with optimism seeing the upsideAvoid dealing with and resolving conflicts See and seize opportunities for contributing to the greater good Isolate self and/or teamfrom others in the organization
CONCLUSIONSCoaching Try and help them improve their skills to do their job better. Give them feedback on their performance with observations and give good advice. Use specific statements rather than general comments, whether good or bad.
Mentoring Help them understand what you are all about, guide them for a better chance of promotion, and have them learn about other aspects and functions of the business.
Communicating Clearly share your visions and goals, encourage individuals and groups, praise when praise is due, and take the time for one-on-one meetings.
Listening Let them share ideas, concerns, and know you are approachable and caring.
The objective of every leader should come with the mindset of striving for mission accomplished.