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Project Report
On
Leadership Styles
By
Neha Thakur 167
MET Institute of Management
Academic year: 2013-15
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Index
Sr. No. Topic Page No.
1 Autocratic Style5
2 Bureaucratic Style 7
3 Consultative Style 9
4 Participative Style 11
5 Laissez-Faire Style 14
6 Paternalistic Style 16
7 Neurocratic Style 18
8 Sociocratic Style 19
9 Situational Style 20
10 Bibliography 24
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Leadership Styles
From Mahatma Gandhi and Winston Churchill to Martin Luther King and Steve Jobs, there can
seem to be as many ways to lead people as there are leaders.
Fortunately, businesspeople and psychologists have developed useful, simple ways to describe
the main styles of leadership.
By understanding these styles and their impact, you can develop your own approach to
leadership and become a more effective leader.What exactly makes a great leader? Do certain
personality traits make people better-suited to leadership roles, or do characteristics of the
situation make it more likely that certain people will take charge? When we look at the leaders
around usbe it our employer or the Presidentwe might find ourselves wondering exactly
why these individuals excel in such positions.
People have long been interested in leadership throughout human history, but it has only been
relatively recently that a number of formal leadership theories have emerged. Interest in
leadership increased during the early part of the twentieth century. Early leadership theories
focused on what qualities distinguished between leaders and followers, while subsequent
theories looked at other variables such as situational factors and skill levels.
So lets take a look at the leadership styles:
Autocratic Style Bureaucratic Style Consultative Style Participative Style Laissez-Faire Style Paternalistic Style
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Neurocratic Style Sociocratic Style Situational Style
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1. Autocratic Leadership styleAutocratic leadership is an extreme form oftransactional leadership,where leaders have a lot
ofpower over their people. Staff and team members have little opportunity to make
suggestions, even if these would be in the team's or the organization's best interest.
The benefit of autocratic leadership is that it's incredibly efficient. Decisions are made quickly,
and work gets done efficiently.
The downside is that most people resent being treated this way. Therefore, autocratic
leadership can often lead to high levels of absenteeism and high staff turnover. However, the
style can be effective for some routine and unskilled jobs: in these situations, the advantages of
control may outweigh the disadvantages.
Autocratic leadership is often best used in crises, when decisions must be made quickly and
without dissent. For instance, the military often uses an autocratic leadership style; top
commanders are responsible for quickly making complex decisions, which allows troops to
focus their attention and energy on performing their allotted tasks and missions.
Example of such leader is Hitler.
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Authoritarian Leaders (Autocratic)
Authoritarian leaders, also known asautocratic 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.
Researchers found that decision-making was less creative under authoritarian leadership. Lewin
also found that it is more difficult to move from an authoritarian style to a democratic style
than vice versa. Abuse of this style is usually viewed as controlling, bossy, and dictatorial.
Situation
Authoritarian leadership is best applied to situations where there is little time for group
decision-making or where the leader is the most knowledgeable member of the group.
Benefits:
It is incredibly efficient style of leadership. Decisions are made quickly and work gets done efficiently.
Downside:
Most people resent being treated this way Often lead to high levels of absenteeism and high staff turnover
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2. Bureaucratic Style
Bureaucratic leaders work "by the book." They follow rules rigorously, and ensure that their
people follow procedures precisely.
This is an appropriate leadership style for work involving serious safety risks (such as
working with machinery, with toxic substances, or at dangerous heights) or where large
sums of money are involved. Bureaucratic leadership is also useful in organizations where
employees do routine tasks (as in manufacturing).
The downside of this leadership style is that it's ineffective in teams and organizations that
rely on flexibility, creativity, or innovation.
Much of the time, bureaucratic leaders achieve their position because of their ability to
conform to and uphold rules, not because of their qualifications or expertise. This can cause
resentment when team members don't value their expertise or advice.
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Situation:
Appropriate for work involving serious safety risks (such as working with machinery,with toxic substances, or at dangerous heights) or where large sums of money are
involved.
Useful in organizations where employees do routine tasks (as in manufacturing).The downside:
It's ineffective in teams and organizations relying on flexibility, creativity, or innovation. Leaders achieve their position because of their ability to conform to and uphold rules,
not because of their qualifications or expertise
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3. Consultative Style
Leader consults subordinates before taking decisions. Leader is more open minded &
welcome suggestions. Superior makes the decision & is responsible for the decision.
Relation between superior and subordinate is informal.No urgency of decision.
Suggestions of subordinates are vital in decision making. Subordinates are matured and
can provide suggestions & comment.
Situation:
When there is no urgency of decision Suggestions of subordinates are vital in decision making Subordinates are matured and can provide suggestions & comments
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Downside:
The Consultativeleadership requires some favorable conditions in that the labor mustbe literate, informed and organized. This is not always possible.
This approach is very time consuming and too many view-points and ideas may takethe- solid decision more difficult and may be a source of frustration to impatient
management.
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4. Participative leadership
Participative leadership, also known as Democratic leadership, is a type ofleadership style in
which members of the group take a more participative role in the decision-making process.
Researchers have found that this learning style is usually one of the most effective and lead to
higher productivity, better contributions from group members, and increased group morale.
Characteristics of Participative leadership
Some of the primary characteristics of Participative leadership include:
Group members are encouraged to share ideas and opinions, even though the leaderretains the final say over decisions.
Members of the group feel more engaged in the process.
Creativity is encouraged and rewarded.
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Benefits:
Because group members are encouraged to share their thoughts, Participative leadership can
leader to better ideas and more creative solutions to problems. Group members also feel more
involved and committed to projects, making them more likely to care about the end results.
Research on leadership styles has also shown that Participative leadership leads to higher
productivity among group members.
Downsides:
While Participative leadership has been described as the most effective leadership style, it does
have some potential downsides. In situations where roles are unclear or time is of the essence,
Participative leadership can lead to communication failures and uncompleted projects. In some
cases, group members may not have the necessary knowledge or expertise to make quality
contributions to the decision-making process.
Situation:
Participative leadership works best in situations where group members are skilled and eager to
share their knowledge. It is also important to have plenty of time to allow people to contribute,
develop a plan and then vote on the best course of action.
In 1939, a group of researchers led by psychologistKurt Lewin set out to identify different styles
of leadership. While further research has identified more specific types of leadership, this early
study was very influential and established three major leadership styles. In the study,
schoolchildren were assigned to one of three groups with an authoritarian, democratic or
laissez-fair 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.
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Lewins study found that Participative leadership, also known asparticipative 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
Lewins study, children in this group were less productive than the members of the
authoritarian group, but their contributions were of a much higher quality.
Participative leaders encourage group members to participate, but retain the final say over the
decision-making process. Group members feel engaged in the process and are more motivated
and creative.
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5. Laissez-Faire Leadership style
Researchers found that children under delegative leadership, also known aslaissez-fair
leadership,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.
Laissez-faire leadership, also known as delegative leadership, is a type ofleadership style in
which leaders are hands-off and allow group members to make the decisions. Researchers have
found that this is generally the leadership style that leads to the lowest productivity among
group members.
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Characteristics of Laissez-Faire Leadership
Laissez-faire leadership is characterized by:
Very little guidance from leaders Complete freedom for followers to make decisions Leaders provide the tools and resources needed Group members are expected to solve problems on their own
Benefits:
Laissez-faire leadership can be effective in situations where group members are highly skilled,
motivated and capable of working on their own. While the conventional term for this style is
'laissez-faire' and implies a completely hands-off approach, many leaders still remain open and
available to group members for consultation and feedback.
Downsides:
Laissez-faire leadership is not ideal in situations where group members lack the knowledge or
experience they need to complete tasks and make decisions. Some people are not good at
setting their own deadlines, managing their own projects and solving problems on their own. In
such situations, projects can go off-track and deadlines can be missed when team members do
not get enough guidance or feedback from leaders.
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6. Paternalistic leadership
Leader acts as the father figure of their people and is responsible of taking care of their
peoples needs. In turn, the followers will have to give full trust to the leader.
The followers are not able to go against the leader. China is often described as a paternalistic country. It is deeply rooted in Chinas patriarchal tradition and in Confucianism. Taiwan and Mexico are also paternalistic countries. It is said that most of European countries use this kind. (ex: Switzerland)
Benefits:
The followers have to follow any leaders instructions. Leader makes good decisions = Followers will get benefits + more loyal The relationship between the leader and the followers are extremely solid. Strong diplomatic relationship.
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Downside:
Followers are dependent No decision making skills They are also not free and they are restricted to what the leader thinks. The leader could start to play favorites in terms of making decisions.
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7. Neurocratic Style
A Neurocratic leader is highly task oriented and wants to get the things done at
done at any cost. He is highly sensitive and gets quickly upsets by failures.
The leader may be emotional and eccentric.The leader may not consult the subordinates in decision making.The leader takes decisionThe leader is responsible for decision making, but he may shift the
responsibility on to his subordinates.
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8. Sociocratic Style
The Sociocratic leader tries to run the organization just like a Social Club. He gives less
importance to production and more importance to friendship. That is, he tries to keep
his subordinates very happy. So, he creates a warm and good social environment. For
them the interest of subordinates comes first and then that of the organization.
The superior takes a decision by keeping the interest of the subordinates. Theinterest of organization may be secondary.
The superior consults the subordinates for the decision making.
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9. Situational leadership theory:Now-a-days, in most well managed organizations, the managers follow situational leadership
style. This means, the leadership style varies depending upon the situation. In other words, the
leader may be autocratic at times, consultative at times, and participative at times, depending
upon the decision and the situation.
Situational leadership theory also called as contingency theory because it focuses on the best
leadership style for a given situation. Specifically the scientists who developed this theory argue
that leaders are effective when they select the right leadership style for the conditions they
face. Specifically this depends on maturity of followers - i.e. their readiness to take
responsibility for their own behavior. This in turn is based on two variables.
The Hersey-Blanchard Situational Leadership Theory
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The Hersey-Blanchard Situational Leadership Theory was created by Dr. Paul Hersey, a
professor and author of "The Situational Leader," and Ken Blanchard, author of the best-selling
"One-Minute Manager," among others.
The theory states that instead of using just one style, successful leaders should change their
leadership styles based on the maturity of the people they're leading and the details of the
task. Using this theory, leaders should be able to place more or less emphasis on the task, and
more or less emphasis on the relationships with the people they're leading, depending on
what's needed to get the job done successfully.
Leadership Styles
According to Hersey and Blanchard, there are four main leadership styles:
Telling (S1)Leaders tell their people what to do and how to do it. Selling (S2)Leaders provide information and direction, but there's more communication with
followers. Leaders "sell" their message to get people on board.
Participating (S3)Leaders focus more on the relationship and less on direction. The leaderworks with the team, and shares decision-making responsibilities.
Delegating (S4)Leaders pass most of the responsibility onto the follower or group. Theleaders still monitor progress, but they're less involved in decisions.As you can see, styles S1 and S2 are focused on getting the task done. Styles S3 and S4 are more
concerned with developing team members' abilities to work independently.
Maturity Levels:
According to Hersey and Blanchard, knowing when to use each style is largely dependent on the
maturity of the person or group you're leading. They break maturity down into four different
levels:
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M1People at this level of maturity are at the bottom level of the scale. They lack theknowledge, skills, or confidence to work on their own, and they often need to be pushed to
take the task on.
M2at this level, followers might be willing to work on the task, but they still don't have theskills to complete it successfully.
M3Here, followers are ready and willing to help with the task. They have more skills than theM2 group, but they're still not confident in their abilities.
M4These followers are able to work on their own. They have high confidence and strongskills, and they're committed to the task.
The Hersey-Blanchard model maps each leadership style to each maturity level, as shown
below.
Maturity Level Most Appropriate Leadership Style
M1: Low maturity S1: Telling/directing
M2: Medium maturity, limited skills S2: Selling/coaching
M3: Medium maturity, higher skills but lacking
confidence
S3: Participating/supporting
M4: High maturity S4: Delegating
To use this model, reflect on the maturity of individuals within your team. The table above
shows which leadership style Hersey and Blanchard recommend for people with that level of
maturity.
Leadership Style Examples1. You're about to leave for an extended holiday, and your tasks will be handled by an
experienced colleague. He's very familiar with your responsibilities, and he's excited to do the
job.
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Instead of trusting his knowledge and skills to do the work, you spend hours creating a detailed
list of tasks for which he'll be responsible, and give full instructions on how to do them.
The result:
Your work gets done, but you've damaged the relationship with your colleague by your lack of
trust. He was an M4 in maturity, and yet you used an S1 leadership style instead of an S4, which
would have been more appropriate.
2. You've just been put in charge of leading a new team. It's your first time working with thesepeople. As far as you can tell, they have some of the necessary skills to reach the department's
goals, but not all of them. The good news is that they're excited and willing to do the work.
You estimate they're at an M3 maturity level, so you use the matching S3 leadership style. You
coach them through the project's goals, pushing and teaching where necessary, but largely
leaving them to make their own decisions. As a result, their relationship with you is
strengthened, and the team is successful.
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