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 :-LEWIN’S THEORY DANIEL GOLEMAN THEORY

LEWIN'S LEADERSHIP STYLES

It 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 GOLEMAN’S LEADERSHIP STYLES

In 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 it’s perceived as “micromanaging” an employee, and

undermines his or her self-confidence.

Democratic This style draws on people’s 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 the Highland Consulting Group, offers the following tips for leaders.

DO’S DON’T’SRead/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 politics

Know and have a good sense of one's self-worth and capability

Blame others for outcomes

Think and act with optimism … seeing the upside

Avoid dealing with and resolving conflicts

See and seize opportunities for contributing to the greater good

Isolate self and/or team from others in the organization

CONCLUSIONS• Coaching   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.” 

THANK YOU