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2. Leadership Chapter # : 5 Leadership Styles 2

3. Leadership Continuum: Classic Leadership Styles: 3  Leadership behavior can be classified in terms of how much involvement leaders havewith people related versus work related issues.  Research into initiating structures and consideration, and work centered versus employee centered leadership extended these ideas.

4. Leadership Continuum: Classic Leadership Styles (Cont,d): 4

5. What is Leadership Style? 5 The manner and approach of providing direction, implementing plans, and motivating people. OR The relatively consistent patterns of behavior that characterizes a leader.

6. Types of Leadership Styles: 6 No Two Are Alike, meansthat no two People lead in exactly the same way. Following are several of the most common leadership styles:

7. Types of Leadership Styles (Cont’) 7 1. Autocratic Leadership Style: Is based on centralization and most of the autocratic leaders retain authority for themselves and autocratic leaders are also called dictator. Characteristics of Autocratic Leaders:  Leader makes decisions without reference to anyone else  Can create de-motivation and alienation (isolation) of staff  They usually are not concerned with group members attitudes toward a decision.  Autocratic leaders are usually task oriented, Example: what to do and when to finish the activities

8. Characteristics of Autocratic Leaders (Cont’) 8  No Mistakes: The autocratic or dictator expects performance to be the highest quality at all times. Mistakes aren't tolerated and mistakes usually result in dismissal or some other form of punishment for the individual.

9. When this Style Works Best? 9 The autocratic or dictator can be Particularly effective when a group has gotten out of control and is making little or no effort to actually work. In suchcases, the dictator can provide a wake-up call to team members that they are each individually responsible for carrying the work properly.

10. 2. Participative or Democratic Leadership Style: 10 Is based on decentralization and we can also say empowerment. The leader in this situation strives to make sure that group is well informed and participating in the direction of the team as a whole. For Example: Kate holds regular meetings each morning for her team and in the staff meeting she outline the agenda she has prepared for the day.

11. Characteristics of Participative or Democratic Leaders 11 Here is the list of the characteristics of Participative or democratic leaders:  Participative leaders share their decision making with group members.  Participation: These type of leaders engage the team in most aspects of business, and making sure that each member of the team should equally understand what is going on throughout the unit.

12. Characteristics of Participative or Democratic Leaders (cont’) 12  Encourages decision making from different perspectives  Workers feel ownership of the firm and its ideas  Improves the sharing of ideas and experiences within the business  They function as collectors of group opinion and take a vote before making a decision

13. When this Style Works Best? 13 The almost democracy works best when You are leading a highly innovative staff that still needs direction.

14. 3. The Free-Rein Leadership Style 14 Mix of both autocratic and democratic style. This free in is also called Laissez-faire a French word mean do not interfere. Characteristics of Free-Rein Style:  Team members are allowed all the freedom they want as long as they don not violate policy  They delegates the authority completely

15. The Leadership Grid Style 15 The leadership grid is formerly know as the managerial grid is a framework or structure and specifying the concern for the production and employee dimensions of leadership. The grid is also a comprehensive system of leadership training and organization development. Robert R. Blake and Jane S. Mouton (1985)Robert R. Blake and Jane S. Mouton (1985):

16. The Leadership Grid Style 16 t C O N C E R N F O R P E O PLE I t CONCERN FOR RESULTS 1,9 9,9 Country Club Team Managemen Management 5,5 Middle Of Road Management 9,1 1,1 mpoverished Authority Management Compliance Managemen

17. The Leadership Grid Style (Cont’) 17 Key Grid Positions:  Authority Compliance (9.1): Maximum concern for production and minimum concern for the people. A leader in this orientation concentrates on maximizing production by exercising power and authority dictating to people

18. The Leadership Grid Style (Cont’) 18  Country Club Management (1.9): The country club style shows a minimum concern for production and maximum concern for people. Primary attention is placed on good feelings among team members and coworkers.  Impoverished Management (1.1): This style shows minimum concern both for production and people. (according to the current definition of leadership this kind of manager does not qualify as a leader)

19. The Leadership Grid Style (Cont’) 19  Middle of the Road (5.5): This type of leader compromise between high production and employee satisfaction at optimum level of ensuring effective performance by the group.  Team Management (9.9): This style of management integrates concern for production and people. It seeks to gain optimum results through participation, involvement, and commitment.

20. Authoritarian Team 20 Country Club Impoverished  Task oriented  Strong on schedules  Expects directions to be followed  Intolerant of dissent  Task oriented  Positive examples  Fosters environment for people to reach their highest potential  Works to strengthen bonds among team members  Uses rewards almost exclusively  Thoughtful attention to needs of people, friendly  Delegates  Detaches from team  Lets team work out power struggles  Low commitment to task accomplishment

21. Which Style is best? 21  Robert R. Blake and Jane S. Mouton Robert R. Blake and Jane S. Mouton (1985)(1985):  The creators of the Grid argue strongly for the value of team management (9.9). They present evidence that the team management orientation usually results…. 1.Improved performance 2.Low absenteeism 3.Low turnover 4.High employee satisfaction

22. The Entrepreneurial Leadership Style: 22  Entrepreneurs… General picture about them is that they are task oriented and charismatic leader. They drive themselves and others relentlessly, yet they inspire others.  Entrepreneurial leadershipstyle often incorporate certain behaviors. Stevenson regards it as a behavior focusing on the pursuit of opportunity without regard to available resources.

23. The Entrepreneurial Leadership Style (Cont,d): Behaviors are…..:  Strong achievement motive & sensible risk taking  High degree of enthusiasm & creativity  Tendency to act quickly when opportunity arises  Constant hurry  Visionary Perspective  Dislike of hierarchy & Bureaucracy  Preference for dealing with external customers 23

24.  Women ….  Exhibit cooperative, empowering style  Nurture teammembers  Are better listeners than males  Find participativemanagement style more natural  Feel morecomfortable interacting with people  Are slightly more likely to be described as charismatic  Women’s natural sensitivity to people gives them an edge over men in encouraging group to participate in decision making Gender Difference of Leadership Styles: 24

25.  Women score high on transformation factor than men, they relyheavily on interpersonal skills  Women care more than men  Women are likely to praise workers more than men  Men tend to manage by punishment and women by reward  Men incline towards command & control, militaristic leadership style Gender Difference of Leadership Styles: 25

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