The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Leadership Types".

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MTL Course Topics
LEADERSHIP SKILLS
Leadership Types

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Leadership Types
Leadership Skills
MTL Course Topics
The Course Topics series from Manage Train Learn is a large collection of topics that will help you as a learner
to quickly and easily master a range of skills in your everyday working life and life outside work. If you are a
trainer, they are perfect for adding to your classroom courses and online learning plans.
COURSE TOPICS FROM MTL
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ARE YOU READY?
OK, LET’S START!

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INTRODUCTION
All leaders differ in their approach to leadership, a
difference that is as much to do with their personalities as it
is with the times that produce them, the teams that they
lead and the situations which they must face. Leaders may
be strong and ruthless or gentle and peacemaking. They
may be popular and loved or despised and feared. They may
be wise and intelligent or carefree and adventurous. The
one feature that links them all is that they still have the
ability to get people to follow them.

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WHAT HISTORY TEACHES...
The one common feature of all leaders is their ability to get
others to follow them, whether for good as in the case of a
Mother Teresa, or evil, as in the case of an Adolf Hitler.
Apart from that one characteristic, there are no rules for
what makes leaders.
1. A leader might be born to a leadership position or have
leadership thrust upon them like the biblical kings, Saul
and the shepherd boy, David.
2. Some leaders promote themselves; others are
promoted by their followers.
3. Some leaders love the spotlight; others work unseen.
4. Some leaders lead from the front, others from within,
others from the rear.
5. The driving force of leaders to achieve their goals can be
achieved in many different ways.
6. The personalities of leaders determine their leader
style.

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LEADERSHIP TYPES
Personality typologies allow us to distinguish nine main
leadership types:
1. the prescriptive leader who leads by a set of rules
2. the team leader who leads by being liked
3. the success leader who leads by projecting an image of
achievement and glory
4. the inspirational leader who leads by making others feel
valued and important
5. the intelligent leader who leads by explaining and
communicating what others should do
6. the calculating leader who manages their survival
7. the action leader who leads by personal example
8. the conquering leader who leads by defeating opponents
9. the reconciling leader who leads by reconciling the
team's differences.

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THE PRESCRIPTIVE LEADER
The prescriptive leader is the leader who lays down the law
to others and demands compliance in return.
Characteristics: disciplined, serious, harsh, dutiful, punitive,
controlled, righteous, confident, a rule-giver, a user of
"shoulds" and "musts".
Suitable situations: when the group is in a critical situation,
has been demoralised and has no guidelines on which to
work.
Pluses: can rescue a desperate situation.
Minuses: People may turn against the harshness of this style
in time, especially if it doesn't turn things round.
Historical examples: Moses; Montgomery of Alamein; Oliver
Cromwell.

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MONTY'S TEN
When General Bernard Montgomery was sent to the
demoralised Allied forces in North Africa in 1942, he
immediately set out the ten principles by which he would
lead his men.
This is how he put them to his officers:
"1. First, there must be a change of atmosphere, then
2. two-way trust
3. teamwork
4. clear objectives
5. equally clear communications
6. self-belief
7. backed-up with adequate resources
8. insistence on good performance
9. humanity
10. controlled aggression towards the enemy."
He then warned his officers that if anyone didn't believe
they could do it, they should leave at once. Nobody left.

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THE TEAM LEADER
The team leader is best described as a father or mother
figure to others. He or she is like the head of a family, a
team captain, the chair of a group, first among equals.
Characteristics: warm, friendly, popular, well-liked,
protective, nurturing, democratic, consultative.
Suitable situations: when the group has time to devote to
building relationships and morale.
Pluses: The group leader warms to team spirit.
Minuses: The group leader may lack clear direction and
need strong leadership himself.
Historical examples: Abraham (the father of a nation); Lord
Nelson; Alexander the Great; Eva Peron.

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LORD NELSON
Admiral Horatio Nelson is the epitome of the leader who
inspires others to gallant deeds through personal example,
bravery, charisma and the devotion of those being led.
Nelson was one of the first military leaders to consult with
his team of admirals and captains, when such a leadership
style was unheard of. Each week, he would invite his
captains on board his flagship and go through what they
needed to do as a team. Sir John Harvey-Jones calls Nelson
the founder of participative management.
Nelson was not a base camp or desk-bound leader,
preferring instead to be with those he led. At the siege of
Toulon, he spent nearly two years living on board his
flagship Victory with his men. When he died at the Battle of
Trafalgar, his men were grief-stricken at the loss of one of
their own.

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THE SUCCESS LEADER
Success leaders are high-profile leaders: others are attracted
to them because of their star-like quality.
Characteristics: glamorous, photogenic, sexy, charming,
handsome, beautiful, well-dressed, glossy, attractive;
charismatic.
Suitable situations: when a group needs a hero, a leading
light, a star player.
Pluses: success leaders have the golden touch: everything
they do seems to work; they are pin-ups.
Minuses: the appearance is often all there is; there is no
lasting substance behind the achievements.
Historical examples: Solomon; Napoleon; John F. Kennedy;
Douglas MacArthur; Bill Clinton; Tony Blair.

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CAESAR, A SUCCESS LEADER
Julius Caesar was born into an upper-class but impoverished
family in Rome in 102 BC. He was ruthlessly ambitious and
despite a difficult birth, (the first recorded Caesarean), was
determined to succeed. "You can see in every single thing
that he did a purpose aimed at absolute power," wrote
Cicero.
On his way to power, Caesar was prepared to serve and
flatter anyone. It is believed he invaded Britain in 54 BC for
the sole purpose of winning himself a victory parade
through the streets of Rome.
When he finally made it as ruler of Rome, he placed his own
head on coins and sat on a golden throne dressed in purple.
His reign ended after five years in 44 BC with the knives of
23 rivals whom he had thought were his friends.

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NAPOLEON STUCK IN EGYPT
Napoleon Buonaparte was driven by a passionate desire to
lead his country and himself to greatness.
In 1798, when he and his army of 30,000 were stranded in
Egypt, as a result of Nelson's destruction of the French fleet,
Napoleon turned to his generals and declared, "Well,
gentlemen, now we are separated from our homeland, we
are obliged to accomplish great things.“
His plan was to conquer his way home but first he
transformed Egypt, building windmills, hospitals, and an
archaeologists' institute.
When Turkey declared war on France, Napoleon escaped
from Egypt in a frigate and made his way back to Paris
where, in a blaze of glory, he turned defeat into success, and
declared himself First Consul.

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THE INSPIRATIONAL LEADER
The inspirational leader is a visionary who leads others by
the inspiration of their vision.
Characteristics: loners, different, see themselves as special,
break new ground, above the common herd, dreamers,
artists, feel more interesting than others.
Suitable situations: when a group has lost its way and needs
a new vision. "I have a dream."
Pluses: inspirational leaders can lift people up on a wave of
passion and self-belief.
Minuses: they may be accused of being "head-in-the-
clouds" and reluctant to mix with their people.
Historical examples: Martin Luther King; Mao Tse Tung;
Pablo Picasso; General Patton; Lawrence of Arabia.

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LAWRENCE OF ARABIA
T E Lawrence achieved wide renown in the 1920's as
"Lawrence of Arabia". The David Lean film of 1962, starring
Peter O'Toole, enhanced his image as one of the most
romantic figures of the 20th century.
Much of Lawrence's story is a mystery. What is known is
that he played a pivotal role in the Arab revolt of 1916-18
which overthrew the Turkish rulers of the Holy Land.
Lawrence said, "All men dream, but not equally. Those who
dream by night in the dusty recesses of their minds wake in
the day to find it was vanity. But the dreamers of the day are
dangerous men, for they may act out their dreams with
open eyes, to make it possible.“
As a romantic, adventurer, and idealist, Lawrence was an
example of an Inspirational Leader.

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VISION
In his book "Managing People at Work", John Hunt describes
the characteristics of those people who make it to the top of
large organisations. They are the characteristics of
inspirational leaders:
1. They see themselves as "special", often they are the
first-born in their families
2. They have high energy levels and are politically active
3. They are loners
4. They are goal-directed and think long-term
5. They are competitive
6. They are field-independent, ie they can differentiate
between what is and isn't important.
"Write the vision and make it plain upon tables, that he may
run that readeth it. Where there is no vision, the people
perish." (Habbakuk)

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THE INTELLIGENT LEADER
The intelligent leader leads by offering insights and
understandings of situations which enable others to know
how to act.
Characteristics: thoughtful, interested, observant,
perceptive, clever, quick on the uptake, wise, knowing,
distant, witty, articulate, silver-tongued.
Suitable situations: when the group are willing to act but
don't know how to make sense of their situation.
Pluses: intelligent leaders know what to do...
Minuses: ..but need others willing to act on their advice.
Historical examples: Rene Descartes; Isaac Newton, Albert
Einstein, Sir John Harvey-Jones, prophets, pundits and
gurus.

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THE BILLION £ GOAL
Sir John Harvey-Jones is perhaps the best-known of British
industrial leaders: under his chairmanship in 1984, ICI was
the first British company to pass the £1 billion profit goal.
Harvey-Jones personifies the intelligent leader, the person
whose driving force is being able to see what needs to be
done and communicating this to others.
Having served in naval intelligence during World War II,
Harvey-Jones was a self-taught manager. His first act on
heading the ICI board was to take the whole board away for
a week to think through their strategy. This became a
regular feature of his leadership style.
Harvey-Jones describes management as an absorbing
interest..."Industrial management has depths of fascination
which few other callings can enjoy."

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THE MANAGERIAL LEADER
The managerial leader excels at the traditional managerial
aspects of carrying out a task, planning, organising,
counting, decision-taking and information-gathering.
Characteristics: sound, sure, certain, reasoned, informed,
reliable, obedient, self-effacing, calculating, cautious.
Suitable situations: as a second-in-command, deputy leader
and assistant to strong figurehead bosses.
Pluses: makes good use of resources. The managerial leader
can analyse and sniff out risks in situations.
Minuses: needs clear mandate on which to act. Reluctant to
expose themselves to danger.
Historical examples: Bismarck; Clement Attlee; George
Bush; Peter Mandelson.

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DEPUTY LEADERS
Some of the most effective managerial leaders throughout
history have been deputy leaders: obedient number twos to
powerful number ones.
Three examples from different historical periods are: the
Biblical Joseph to Egypt's Pharaoh; Lord Burleigh (1520-
1598), chief minister to Queen Elizabeth I; Bismarck (1815-
1898), Prussian chancellor to Kaiser Wilhelm I.
Good deputy leaders represent many of the leadership
qualities that are currently unfashionable, but still
important: devotion, obedience, loyalty; a grasp of
administrative detail; wasteful of little, spendthrift, cautious;
a view of people as a resource not to be wasted; and totally
committed to finding ways to ensure the survival of the
organisation they serve.

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ENGLAND'S FIRST ELIZABETH
The reign of Elizabeth I from 1558 to 1603 was in many ways
considered a golden age when popular culture flourished.
But at the same time, it was a time of great danger where
books were censored and people killed for their views.
Elizabeth was at the heart of this conundrum. Quick-witted,
clever, and as calculating as any king before her, she could
be both ruthless and indecisive.
Decisive in rallying her troops to face the Spanish Armada,
she was also infuriating in her indecision. When faced with
the dilemma of signing the execution warrant of her cousin,
Mary Queen of Scots, she busied herself with other matters
for months on end.
In her ability to wriggle out of difficult situations while also
having extreme courage to act, Elizabeth I was an example
of a Calculating Leader.

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THE ACTION LEADER
The action leader inspires adventure and excitement in their
followers. Full of bravado, risk-taking and activity, they are
the type of leaders who respond to challenges and inspire
others.
Characteristics: high energy, fun, action, heroic, dizzying,
fast, involved, multi-talented, hedonistic, self-indulgent.
Suitable situations: when a situation calls for an act of
boldness or risk to be taken.
Pluses: always willing to "have a go"; leads by example.
Minuses: may not stick to one thing long enough; may be
more interested in their own needs, not others.
Historical examples: Sir Walter Raleigh; Richard Branson;
Tom Peters; Anita Roddick.

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PASSION
Anita Roddick was co-founder of the retail chain, the Body
Shop. She is thought to have been the 41st richest woman
in the UK. The Body Shop was sold for £1 billion to the
Brazilian cosmetics firm, Natura, in 2017.
Roddick was an action leader. She was passionately involved
in all aspects of her business and was continually launching
new products and new ideas. She called herself and her co-
founder husband Gordon: "troubadours and nomads".
The driving force behind the success of her enterprise was
the enthusiasm which she generated amongst her
employees: "What I find riveting is passion. Passion for
anything. I know Gordon's gone on the record saying we're
going to wind it all up but bugger that. The Body Shop is my
child, my embryo. Everybody needs a passion.“
In her passion to do things few women entrepreneurs had
done before, Anita Roddick was an example of an Action
Leader.

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THE CONQUERING LEADER
The conquering leader is the figure we most associate with
strong leadership. They thrive in battle whether in the fate
of a nation or the fate or a business.
Characteristics: strong, confident, dramatic, powerful,
ruthless, focused, energetic, aggressive, violent,
indefatigable, entrepreneurial.
Suitable situations: when the group is under threat.
Pluses: can focus all their energy on righting a wrong or
beating an opponent.
Minuses: may be destructively combative when more
peaceful solutions are needed.
Historical examples: Boadicea; William the Conqueror;
Winston Churchill; Golda Meir; Margaret Thatcher.

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ENTREPRENEURS
Entrepreneurial leaders - for example, those who start up
their own businesses, or lead teams in cut-throat businesses
- may be examples of "conquering" leaders.
Geoffrey Timmons found eight common characteristics in
his study of leaders. These are the typical features of
conquering leaders. They are: high energy levels; self-
confidence; high but achievable goals; a belief in controlling
one's own destiny; a long-term vision of the future; a
competitive urge; the ability to get others to do what you
want; money seen as a means of telling them how well they
were doing.
"To conquer the enemy without resorting to war is the most
desirable. The highest form of generalship is to conquer the
enemy by strategy." (Sun Tzu: "The Art of War")

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GOLDA MEIR
Golda Meir was an Israeli teacher, kibbutznik, and politician
who became the fourth Prime Minister of Israel from 1969
to 1974.
During her time in office, she was forced to lead Israel in
successive crises, including the Yom Kippur War of 1973, a
dispute with Austria over the terrorist seizing of Jewish
emigrants, and, most notably, the massacre of 11 Israeli
Olympic team members at the 1972 Olympic Games in
Munich.
Outraged at the perceived lack of global action following the
massacre, Golda Meir gave the order to the Israeli secret
service, Mossad, to hunt down and assassinate every one of
the suspected killers.
Called "strong-willed, straight-talking, grey-bunned
grandmother of the Jewish people", Golda Meir was an
example of a Conquering Leader.

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THE RECONCILING LEADER
The reconciling leader is the antithesis of the accepted
notions we have of leadership, but can be the most
effective. He or she puts unity and harmony above
everything else. The gentle leader leads not by putting
himself first but by supporting, encouraging and
empowering others.
Characteristics: yielding, bending, quiet, still, listening,
humble, non-doing, non-rescuing, non-intervening,
facilitating, helping, mentoring.
Suitable situations: a team with internal differences
Pluses: allows people to develop their own abilities.
Minuses: may not be able to respond to people's needs for
a strong interventionist leader.
Historical examples: Mahatma Gandhi; Buddha; Sir Alf
Ramsey; John Major; Nelson Mandela.

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NELSON MANDELA
Nelson Mandela was the epitome of the Reconciling Leader.
In February 1990, he was released from Robbin Island after
27 years of imprisonment and became the first black leader
of South Africa. Contrary to many fears among all sections
of South Africa's mixed race population, there was no civil
war. Mandela showed the country the need to forgive, to
reconcile and to find peace.
"I have three precious things which I hold fast and prize:
the first is gentleness; the second is frugality; the third is
humility.
Be gentle and you can be bold;
be frugal and you can be liberal;
Avoid putting yourself before others and you can become a
leader among men." (Lao Tzu BC600)
With a personality that reflected his gentle and determined
nature, Nelson Mandela was an inspiring example of a
Reconciling Leader.

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THAT’S
IT!
WELL DONE!

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THANK YOU
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