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Laurie Talbot Leadership Styles1
 

Laurie Talbot Leadership Styles1

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These slides explain the different types of Leadership Styles in my own words except where italicized.

These slides explain the different types of Leadership Styles in my own words except where italicized.

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    Laurie Talbot Leadership Styles1 Laurie Talbot Leadership Styles1 Presentation Transcript

    • Mr. Laurie E. S. Talbot Copyright Leadership Styles Training Seminar 1 T
    • Action Centered Leadership
      • Is determined by your outcome not your ego
      • Competently balances the needs of the assignment , the group and the entity
      • Executes the purpose and exhibit the performance apposite to the circles (assignment, group, entity), changing the intensity according to the needs of the situation. 
      • Whilst balancing the three circles, monitors the process by ensuring the best possible indication of what is happening.
    • Transformational Leadership 1
      • In James MacGregor Burns’ concept of ‘transforming leadership’ he states;
      • Leadership is relationship of mutual stimulation and elevation
      • Converts followers into leaders and may convert leaders into moral agents
      • Occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation or morality 
      • Transformational leadership is about the ability of the leader to motivate and empower their followers
    • Transformational Leadership 2
      • The goal of transformational leadership is to ‘transform’ people and organizations in a literal sense
      • Change people in mind and heart
      • Enlarge vision, insight, and understanding and clarifies purpose
      • Make behavior congruent with beliefs, principles, or values
    • Transformational Leadership 3
      • Brings about changes that are permanent, self-perpetuating, and momentum building” (Bass and Avolio, 1994)
      • Transformational leadership is frequently contrasted with ‘transactional’ leadership where the leader gains commitment from followers on the basis of a straightforward exchange of pay and security etc. in return for reliable work
    • Transformational Leadership 4
      • Transformational leadership evokes images of extraordinary individuals such as Martin Luther King, Jr., or Ghandi
    • Charismatic Leadership
      • Is one of the more contemporary theories on leadership
      • Is not thoroughly tested and proven
      • Carries great responsibility
      • Is defined as an extraordinary characteristic of some leaders. People usually feel attracted to charismatic leaders, and this attraction can lead to powerful leadership
      • Leader is highly motivated which is good for team spirit
    • Servant Leadership 1
      • The servant-leader is “Servant first.” It begins with a heart inspired to “serve” first, not to lead
      • Leadership decisions then becomes inevitable and inspires the servant leader to assume responsibility
      • He or she is sharply different from the person who is “Leader first”
    • Servant Leadership 2
      • “ Leaders first” are obsessed with power to acquire material possessions and usually “serve” only after leadership is established
      • The “leader-first” and the “servant-first” are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature
    • Distributed Leadership 1
      • Distributed leadership entails allocating leadership across the organization
      • Is referred to as ‘ unceremonious’, ‘embryonic’, ‘discrete’ or ‘disseminated’ leadership
      • Less formalized type of leadership models
      • Is usually dissociated from the organizational hierarchy
    • Distributed Leadership 2
      • It proposes that individuals at all levels in the organization and in all roles can exert headship authority over their colleagues and thus manipulate the overall trend of the organization.
    • Authoritarian (Autocratic) Leadership 1
      • This style is used when the leader tells employees what needs to be done and how it should be done, without requiring any recommendation or contribution from them
      • Is normally abused by many
      • It is an abusive, unprofessional style called “ bossing people around ”
      • It has no place in a leaders repertoire
    • Authoritarian (Autocratic) Leadership 2
      • The authoritarian style should only be used on rare occasions such as (when handling large sums of cash)
      • Dedication and Inspiration comes from participation
      • Team members have little opportunity for making suggestions, even if these would be in the team or organization’s interest
      • Leads to sporadic absenteeism and staff turnover
    • Participative (democratic) Leadership 1
      • The leader include one or more employees in on the decision making process
      • The leader maintains the final decision making ability
      • This method is not a indication of weakness; rather it is a symbol of strength that your employees will respect
    • Participative (democratic) Leadership 2
      • This all inclusive method means combining all ideas (of leaders and employees) for the benefit of the organization
      • Participative leadership utilizes the knowledge and skills of employees
      • Has mutual benefits because of team participation
      • Allows you to make better decisions
    • Delegative (free reign) Leadership 1
      • In this style, the leader allows the employees to make decisions
      • The leader is still “accountable” for all decisions made
      • This is used when employees are able to evaluate the situation and determine the solution
      • Sets priorities and entrust certain tasks
    • Delegative (free reign) Leadership 2
      • Does not allow the leader to shun responsibility because the leader is still in charge
      • The leader should use this style when full trust and confidence in the people below is established
      • NOTE: Also known as lais…sez faire (or lais…ser faire) which is the noninterference in the affairs of others?
    • Bureaucratic Leadership
      • Bureaucratic leaders work “by the book”
      • Is too rigid
      • Has very low or no flexibility
      • Only appropriate for certain types of work (such as working with machinery, with toxic substances or airborne)
      • Is necessary when large sums of money is involved
    • Laissez-faire Leadership
      • This French phrase means “leave it be”
      • Leaders using this style promote independent work ethics
      • Can be effective if the leader monitors what is being achieved and converse with their teams
      • Laissez-faire leadership works well in teams involving very knowledgeable and capable employees
      • Leaders using this style are sometimes reflected as not exerting sufficient control
    • People-Oriented Leadership or Relations-Oriented Leadership
      • This style of leadership is the opposite of task-oriented leadership
      • The leader is totally focused on arranging, sustaining and improving the people in the team
      • Is predisposed to good teamwork and ingenious alliance
      • In practice most leaders use both task-oriented and people-oriented styles of leadership
    • Task-Oriented Leadership
      • Task-oriented leaders focus only on getting the job done
      • Usually quite autocratic
      • Will actively define the work and the roles required, put structures in place, plan, organize and monitor
      • Task-oriented leaders show little thought for the well-being of their teams
      • Results in similar issues as autocratic leadership, such as inspiring and retaining staff
    • Transactional Leadership 1
      • This style of leadership starts with the idea that team members agree to obey their leader totally when they take on a job
      • The deal is that the organization pays the team members in return for their effort and “compliance”
      • Have the right to “punish” the team members if their work does not meet the pre-determined standard
      • Team Players can do little to improve their job fulfillment under transactional leadership
    • Transactional Leadership 2
      • Does not give team members control of their income or remuneration
      • Does not use incentives that encourage even elevated standards or superior productivity
      • Focus is on short-term tasks
      • It has serious limitations for knowledge-based or creative work, but remains a regular style in many organizations
    • Transformational Leadership
      • This Leadership style represents a true leader who inspires his or her team constantly with a shared vision of the future
      • Transformational leaders are highly visible, and spend a lot of time communicating
      • They don’t necessarily lead from the front, as they tend to delegate responsibility amongst their team
      • Need to be supported by “details people”. In many organizations, both transactional and transformational leadership are needed
      • The transactional leaders ensure that routine work is done reliably
      • Transformational leaders look after proposals that add worth
    • Situational Leadership 1
      • While the Transformational Leadership approach is often highly effective, there is no one “right” way to lead or manage that suits all situations. To choose the most effective approach for you, you must consider:
    • Situational Leadership 2
      • The proficiency levels and knowledge of your team
      • The work involved (routine or new and creative)
      • The organizational environment ( stable or radically changing, conservative or adventurous)
      • You own preferred or natural style
    • Situational Leadership 3
      • A good leader will change intuitively between styles according to the people and work they are dealing with
      • This is often referred to as “Situational Leadership”
    • Situational Leadership 4
      • For example, the manager of a small factory trains new machine operatives using a bureaucratic style to ensure operatives know the procedures that achieve the right standards of product quality and workplace safety. The same manager may adopt a more participative style of leadership when working on production line improvement with his or her team of supervisors.