Discover Leadership Styles

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  • Fiedler believes that leadership success requires the right style–situation match. He classifies leadership styles as either task-motivated or relationship motivated, and views them as strongly rooted in our individual personalities. He describes situations according to the leader’s position power, quality of leader–member relations, and amount of task structure. In situations that are most favorable and unfavorable for leaders, his research shows the task-motivated style as a best fit. In more intermediate situations, the relationship-motivated style provides the best fit.
  • Transactional leaders are generally good at short term crisis or stable situations. Transformational leaders tend to build long term effective organizations.
  • Emotional intelligence is thought by some to be more important IQ.
  • Peter Drucker – One of the most influential management consultants of the 20 th century.
  • Discover Leadership Styles

    1. 1. Discover Leadership Styles Allison Johnson Kentucky Regional Officer
    2. 2. Leadership Styles <ul><li>Leadership Style </li></ul><ul><ul><li>The recurring pattern of behaviors exhibited by a leader </li></ul></ul><ul><ul><ul><li>Autocratic Style </li></ul></ul></ul><ul><ul><ul><ul><li>Acts in unilateral command and control fashion </li></ul></ul></ul></ul><ul><ul><ul><li>Human Relation Style </li></ul></ul></ul><ul><ul><ul><ul><li>Emphasizes people over tasks </li></ul></ul></ul></ul><ul><ul><ul><li>Democratic Style </li></ul></ul></ul><ul><ul><ul><ul><li>Encourages participation with an emphasis on both task accomplishments and development of people </li></ul></ul></ul></ul><ul><ul><ul><li>Lassize-faire Style </li></ul></ul></ul><ul><ul><ul><ul><li>Is low on both tasks and people </li></ul></ul></ul></ul>
    3. 3. <ul><li>Traits Often Shared by Effective Leaders </li></ul><ul><li>Drive </li></ul><ul><ul><li>Successful leaders have high energy, display initiative, and are tenacious. </li></ul></ul><ul><li>Self-confidence </li></ul><ul><ul><li>Successful leaders trust themselves and have confidence in their abilities. </li></ul></ul><ul><li>Creativity </li></ul><ul><ul><li>Successful leaders are creative and original in their thinking. </li></ul></ul><ul><li>Cognitive ability </li></ul><ul><ul><li>Successful leaders have the intelligence to integrate and interpret information. </li></ul></ul><ul><li>Business knowledge </li></ul><ul><ul><li>Successful leaders know their industry and its technical foundations. </li></ul></ul><ul><li>Motivation </li></ul><ul><ul><li>Successful leaders enjoy influencing others to achieve shared goals. </li></ul></ul><ul><li>Flexibility </li></ul><ul><ul><li>Successful leaders adapt to fit the needs of followers and demands of situations. </li></ul></ul><ul><li>Honesty and integrity </li></ul><ul><ul><li>Successful leaders are trustworthy; they are honest, predictable, and dependable. </li></ul></ul>Leadership Styles
    4. 4. <ul><li>Fiedler believes that leadership success requires the right style–situation match. He classifies leadership styles as either task-motivated or relationship motivated, and views them as strongly rooted in our individual personalities. He describes situations according to the leader’s position power, quality of leader–member relations, and amount of task structure. In situations that are most favorable and unfavorable for leaders, his research shows the task-motivated style as a best fit. In more intermediate situations, the relationship-motivated style provides the best fit. </li></ul>
    5. 5. <ul><li>House’s Path Goal Theory </li></ul><ul><ul><li>Leaders are most effective when they help followers move along paths through which they can achieve both professional and personal goals </li></ul></ul><ul><li>House’s Four Path-Goal Leadership Styles </li></ul><ul><li>1. “Directive leader” lets others know what is expected; gives </li></ul><ul><li>directions, maintains standards. </li></ul><ul><li>2. “Supportive leader” makes work more pleasant; treats </li></ul><ul><li>others as equals, acts friendly, shows concern. </li></ul><ul><li>3. “Achievement-oriented leader” sets challenging goals; </li></ul><ul><li>expects high performance, shows confidence. </li></ul><ul><li>4. “Participative leader” involves others in decision making; </li></ul><ul><li>asks for and uses suggestions. </li></ul>Leadership Styles
    6. 6. <ul><li>Charismatic Leader </li></ul><ul><ul><li>develops special leader–follower relationships and inspires followers in extraordinary ways. </li></ul></ul><ul><li>Transactional Leader </li></ul><ul><ul><li>directs the efforts of others through tasks, rewards, and structures. </li></ul></ul><ul><li>Transformational Leader </li></ul><ul><ul><li>Inspires Enthusiasm and Extraordinary Performance </li></ul></ul>Trends In Leadership Development
    7. 7. Trends In Leadership Development <ul><li>Interactive Leadership </li></ul><ul><ul><li>is strong on motivating, communicating, listening, and relating positively to others. </li></ul></ul><ul><li>Emotional Intelligence (EI) </li></ul><ul><ul><li>is the ability to manage our emotions in social relationships. </li></ul></ul>
    8. 8. Trends In Leadership Development <ul><li>Peter Drucker’s “Good Old-Fashioned Leadership” </li></ul><ul><li>Good leaders have integrity; they mean what they say, earning and keeping the trust of followers. </li></ul><ul><li>Good leaders define and establish a sense of mission; they set goals, priorities and standards. </li></ul><ul><li>Good leaders accept leadership as responsibility, not a rank; they surround themselves with talented people. </li></ul>
    9. 9. Trends In Leadership Development <ul><li>Moral Leadership </li></ul><ul><ul><li>Builds trust from a foundation of personal integrity </li></ul></ul><ul><li>Ethical Leadership </li></ul><ul><ul><li>Has integrity and appears to others as “good” and “right” by moral standards </li></ul></ul><ul><li>Integrity </li></ul><ul><ul><li>In leadership is honesty, credibility and consistency in putting values into action </li></ul></ul><ul><li>Servant Leadership </li></ul><ul><ul><li>Means serving others, helping them use their talents to help organizations best serve society </li></ul></ul><ul><li>Empowerment </li></ul><ul><ul><li>Gives employees job freedom and power to influence affairs in the organization </li></ul></ul>
    10. 10. Types of Leadership Styles <ul><li>Democratic: </li></ul><ul><ul><li>Encourages decision making from different perspectives – leadership may be emphasised throughout the organisation </li></ul></ul><ul><li>Consultative: </li></ul><ul><ul><li>process of consultation before decisions are taken </li></ul></ul><ul><li>Persuasive: </li></ul><ul><ul><li>Leader takes decision and seeks to persuade others that the decision is correct </li></ul></ul>
    11. 11. Types of Leadership Style <ul><li>Democratic: </li></ul><ul><ul><li>May help motivation and involvement </li></ul></ul><ul><ul><li>Workers feel ownership of the firm and its ideas </li></ul></ul><ul><ul><li>Improves the sharing of ideas and experiences within the business </li></ul></ul><ul><ul><li>Can delay decision making </li></ul></ul>
    12. 12. Types of Leadership Style <ul><li>Laissez-Faire: </li></ul><ul><ul><li>‘ Let it be’ – the leadership responsibilities are shared by all </li></ul></ul><ul><ul><li>Can be very useful in businesses where creative ideas are important </li></ul></ul><ul><ul><li>Can be highly motivational, as people have control over their working life </li></ul></ul><ul><ul><li>Can make coordination and decision making time-consuming and lacking in overall direction </li></ul></ul><ul><ul><li>Relies on good team work </li></ul></ul><ul><ul><li>Relies on good interpersonal relations </li></ul></ul>
    13. 13. Types of Leadership Style <ul><li>Paternalistic: </li></ul><ul><ul><li>Leader acts as a ‘father figure’ </li></ul></ul><ul><ul><li>Paternalistic leader makes decision but may consult </li></ul></ul><ul><ul><li>Believes in the need to support staff </li></ul></ul>
    14. 14. Factors Affecting Style <ul><li>Leadership style may be dependent on various factors: </li></ul><ul><ul><li>Risk - decision making and change initiatives based on degree of risk involved </li></ul></ul><ul><ul><li>Type of business – creative business or supply driven? </li></ul></ul><ul><ul><li>How important change is – change for change’s sake? </li></ul></ul><ul><ul><li>Organisational culture – may be long embedded and difficult to change </li></ul></ul><ul><ul><li>Nature of the task – needing cooperation? Direction? Structure? </li></ul></ul>
    15. 15. Change Leadership <ul><li>The most challenging aspect of business is leading and managing change </li></ul><ul><li>The business environment is subject to fast-paced economic and social change </li></ul><ul><li>Modern business must adapt and be flexible to survive </li></ul><ul><li>Problems in leading change stem mainly from human resource management </li></ul>
    16. 16. Change Leadership <ul><li>Leaders need to be aware of how change impacts on workers: </li></ul><ul><li>Series of self-esteem states identified by Adams et al and cited by Garrett </li></ul><ul><ul><li>Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition: understanding and managing change personal change London, Martin Robertson </li></ul></ul><ul><ul><li>Garrett, V. (1997) Managing Change in School leadership for the 21 st century Brett Davies and Linda Ellison, London, Routledge </li></ul></ul>
    17. 17. Skills and Best Practices: Tips for Improving Leader Effectiveness Behavior Recommended Behaviors Listen Intensely listen to what others have to say. Determine the true cause of performance problems. Examine Think through problems from all perspectives. Do not play favorites and find solutions that benefit everyone involved. Assist Help others to learn from mistakes and errors. Develop Explain the rationale for decisions and implement fair policies and procedures. Encourage Provide employees with the resources needed to do a job. Gently push people to advance into more demanding roles. Recognize Praise people for their good work. Focus on the positive whenever possible.

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