Leadership styles , power styles

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leadership styles, power styles, leadership behaviors , mandela, ghandi

Transcript of Leadership styles , power styles

  • 1. Leadership styles, power styles and behaviours

2. Developing Teams in BusinessAim :To describe leadership approaches, power styles and leadershipbehaviors Learning objectivesWhen you have completed this session you will be able to To recap important points of last session To describe leadership styles To discover each learner preferred leadership style To identify leadership power style To explain leadership behaviors To propose the best leadership style for any situation 3. SERVANT LEADERSHIP The leader has responsibility for the followers. Leaders have a responsibility towards society and those who aredisadvantaged. People who want to help others best do this by leading them. 4. AUTOCRATIC LEADERSHIP 5. PARTICIPATIVE LEADERSHIP This approach is also known as consultation, empowerment, joint decision -making,Management By Objective and power-sharing. Team proposes decision, leader hasfinal decision or Leader proposes decision, listens to feedback, then decides 6. DEMOCRATIC LEADERSHIP 7. TRANSFORMATIONAL LEADERSHIP 8. BUREAUCRATIC LEADERSHIP 9. LAISSE-FAIRE LEADERSHIP 10. SITUATIONAL LEADERSHIP The best action of the leader depends on a range of situational factors 11. VIDEOSAutocratic leadershiphttp://www.youtube.com/watch?feature=player_detailpage&v=wRsGIvhU3iADemocratic leadershiphttp://www.youtube.com/watch?feature=player_detailpage&v=YrIocMJzrXQLaisse-faire leadershiphttp://www.youtube.com/watch?feature=player_detailpage&v=Y7byKOEBMYMVideo = Situational leadershipWhen to use which leadership style, leadership behaviorshttp://www.youtube.com/watch?feature=player_detailpage&v=_YL8Q_6gRPM 12. REFERENCES Spears, L. C. (2002). Tracing the Past, Present, and Future of Servant-Leadership. In Focus On Leadership:Servant-leadership for the Twenty-first Century (pp. 1-10). New York, NY: John Wiley and Sons, Inc Tannenbaum, A.S. and Schmitt, W.H. (1958) How to choose a leadership pattern. Harvard Business Review,36, March-April, 95-101 French, J.R.P. Israel, J. and As, D. (1960). An experiment on participation in a Norwegian factory. HumanRelations, 13, 3-19 Lewin, K., LIippit, R. and White, R.K. (1939). Patterns of aggressive behavior in experimentally createdsocial climates. Journal of Social Psychology, 10, 271-301 Bass, B. M. (1990). From transactional to transformational leadership: Learning to share thevision. Organizational Dynamics, (Winter): 19-31.