This document discusses several leadership styles: autocratic, democratic, laissez-faire, paternalistic, trait theory, behavioral theory, situational theory, Fiedler's contingency model, and leadership behaviors and characteristics. It provides descriptions of each style/theory and outlines their key aspects, such as levels of authority and decision making in autocratic versus democratic styles.

2. “The ability to influence a group toward the
achievement of goals.” -Robbins

4. In an autocratic leadership style, the person in charge
has total authority and control over decision making. By
virtue of their position and job responsibilities, they not
only control the efforts of the team, but monitor them
for completion –often under close scrutiny.

5. The democratic leadership style is a very
open and collegial style of running a team.
Ideas move freely amongst the group and are
discussed openly. Everyone is given a seat at
the table, and discussion is relatively free-
flowing.

6. Laissez-faire leadership, also
known as delegative leadership, is
a type of leadership styple in
which leaders are hands-off and
allow group members to make the
decisions. 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

7. Paternalistic leadership is a managerial approach that involves a dominant,
male father figure who takes complete charge of the employees, his
subordinates, in an organization. In return, employees show their trust,
loyalty and obedience. This style of leadership is fairly similar to autocratic,
or authoritarian, leadership, with the only difference being the lack of a
fatherly leader in the latter style.

8. It describes leadership in
terms of observed behaviors.
According to this theory,
people are described in terms
of qualities and competencies
to understand their
leadership behaviors. Certain
characteristics distinguishes
leaders from non-leaders.
Leaders generally possess
charismatic qualities.

9. This theory basically concern about what a leader
actually does and how he or she does it. It consist of:
1. Michigan Studies
2. Ohio State Studies
3. Managerial Grid

13. The five resulting leadership styles are as follows:
• Impoverished Management (1, 1): Managers with this approach are low on both the dimensions and
exercise minimum effort to get the work done from subordinates. The leader has low concern for
employee satisfaction and work deadlines and as a result disharmony and disorganization prevail within
the organization. The leaders are termed ineffective wherein their action is merely aimed at preserving
job and seniority.
• Task management (9, 1): Also called dictatorial or perish style. Here leaders are more concerned about
production and have less concern for people. The style is based on theory X of McGregor. The
employees’ needs are not taken care of and they are simply a means to an end. The leader believes that
efficiency can result only through proper organization of work systems and through elimination of
people wherever possible. Such a style can definitely increase the output of organization in short run but
due to the strict policies and procedures, high labour turnover is inevitable.
• Middle-of-the-Road (5, 5): This is basically a compromising style wherein the leader tries to maintain a
balance between goals of company and the needs of people. The leader does not push the boundaries
of achievement resulting in average performance for organization. Here neither employee nor
production needs are fully met.
• Country Club (1, 9): This is a collegial style characterized by low task and high people orientation where
the leader gives thoughtful attention to the needs of people thus providing them with a friendly and
comfortable environment. The leader feels that such a treatment with employees will lead to self-
motivation and will find people working hard on their own. However, a low focus on tasks can hamper
production and lead to questionable results.
• Team Management (9, 9): Characterized by high people and task focus, the style is based on the theory
Y of McGregor and has been termed as most effective style according to Blake and Mouton. The leader
feels that empowerment, commitment, trust, and respect are the key elements in creating a team
atmosphere which will automatically result in high employee satisfaction and production.

14. According to fielder, there muse be proper balance between
leader behavior towards follower and degree of situation.
Leadership Style
1. Task Oriented
2. Employees
Oriented
Situational Dimension
1. Task Structure
2. Power of Position
3. Leader Followers
Relationship
Matching
Leadership and
Situation

15. Leaders Behavior
1. Directive
2. Supportive
3. Participative
4. Achievement
Oriented
Followers
Characteristics
1. Locus of control
2. Perceive Ability
Environmental
Situation Factor
1. Task Structure
2. Authorative System
3. Work Group
Outcomes
Employees Satisfaction
Leaders Acceptance

16. • Gender difference in
leadership
• Leadership is not always good
• Training for leadership
• Cross cultural effects
• Team leadership
• Moral leadership
• Emotional intelligence

17. Methods of Minimizing Non-sampling Errors
• Checking the sampling process
• Preparation of questionnaire
• Pilot survey
• Fix procedures
• Use of competent manpower
• Provide information
• Provide training
• Use of experts
• Checking data processing and analysis