1. + Leadership Styles Leadership in our Lives What is your true style? Kathleen Lyons-Zentar

2. + “ “ LeadershipLeadership is the capacity to translate vision into reality” is the capacity to translate vision into reality” Leader: An innovator, has long-range perspective, challenges the status quo, and “does the right thing.”

3. + Kurt * Leadership Theory In 1939, a group of researchers led by Kurt Lewin identified three styles of leadership. In the study, schoolchildren were assigned to one of three groups with an authoritarian, democratic or laissez-fair leader(participative) leader. The children were then led in an arts and crafts project while researchers observed the behavior of children in response to the different styles of leadership.

4. + Authoritarian (Autocratic) Leaders Authoritarian leaders provide clear expectations for what needs to be done, when it should be done, and how it should be done. There is also a clear division between the leader and the followers. Authoritarian leaders make decisions independently with little or no input from the rest of the group.

5. + Authoritarian Leadership Summary Directive/Authoritarian leadership: Directive/Authoritarian  Take personal responsibility for decision making  Taskmaster to get things done  “Take charge”

6. + Participative (Democratic) leadership Participative leadership is generally the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members. In Lewin’s study, children in this group were less productive than the members of the authoritarian group, but their contributions were of a much higher quality.

7. + Participative Leadership Summary Participative leadership: Participative  Present ideas  Asks for staff feedback  Makes final decision

8. + Delegative (Laissez-fair) Leadership Delegative leaders were the least productive of all three groups. The children in this group also made more demands on the leader, showed little cooperation and were unable to work independently. Delegative leaders offer little or no guidance to group members and leave decision-making up to group members. While this style can be effective in situations where group members are highly qualified in an area of expertise, it often leads to poorly defined roles and a lack of motivation.

9. + Delegative Leadership Summary Delegative leadership Delegative  Decision making depends on staff  Take part in decision making, no one person has more authority than another.

10. + Practicing leadership styles The leadership style that is practiced depends on the operation and characteristics of the staff. For example, if employees manifest intelligence, education, and experience; if they are motived to be involved in decision making; if they identify with the goals and mission of the organization; manage unstructured situations, have self-confidence, etc. A manger may use a participative or delegative leadership style.

11. + Flawed leadership styles The Oblivious Manager The Oblivious Manager  No leadership  Assumes workers know their roles and tasks  Passive when it comes to giving direction or creating a vision  Low-expectation results  Ignoring problems; thinking they will just go away  Are okay with limited staff performance

12. + Flawed Leadership continued… The Loner The Loner  Office door usually closed  Limited contact with colleagues  Unapproachable  Doesn’t want to be bothered  Self-imposed isolation  Staff usually feel ignored and abandoned

13. + Flawed Leadership continued… The Mistruster CCCConstantly checks on staff performance and attitudes because of insecurity CCCConstantly monitors staff whereabouts, reading all correspondence, etc. SSSSuspicious nature IIIImmobilize staff from taking initiative

14. + Quick Tips on How to be a Transformative Leader Carry your vision Identify, shape, and stay true to your vision Practicing patience and politeness Build and maintain relationships through all levels of the organization Embrace diversity Learn as you go Remember the importance of understanding and improving the work processes. Building Community Focus on teamwork, dialogue, connectedness, engagement and awareness.

15. + Modeling the wayInitially involves leaders developing self- awareness and examining and recognizing their personal and professional values. Once these ideals are clarified, they can express their vision by synchronizing their behaviors with these values Inspiring a Shared Vision Entails envisioning improvements and possibilities, then enlisting the team to share and participate in the aspirations. Challenging the ProcessRequires leaders to search for opportunities, take the initiative, and experiment with new ideas and alternative systems. Encouraging Others to ActIncludes fostering collaboration, interaction and trust. The resulting ‘enabling environment’ promotes choice, accountability and power sharing Encouraging the HeartMeans that others’ contributions are recognized, appreciated and celebrated to develop community spirit and common goals

16. + " The boss drives people; the leader coaches them. The boss depends on authority; the leader on good will. The boss inspires fear; the leader inspires enthusiasm. The boss says I; The leader says WE. The boss fixes the blame for the breakdown; the leader fixes the breakdown. The boss says, GO; the leader says Lets GO! " -H. Gordon Selfridge

17. + Thank You!

18. + References "Great Leadership Quotes." Holden Leadership Center. http://leadership.uoregon.edu/resources/quotes>. Thompson, J. (2012). Transformational leadership can improve workforce competencies. Nursing Management - UK, 18(10), 21-24.