4. The 5 Styles of Leadership
1. Exploitative
-harshest style of leadership.
-exemplifies absolute power over the people in the group,
-uses the group primarily to serve only for personal interests.
2. Benevolent autocracy
-leader is usually kind and sincere in believing that the
behavior of those in the group must be closely ordered
and regulated for the good of the organization.
3. Bureaucracy
-associated with federal and state government agencies,
especially in health care.
-primary emphasis on rules and regulations.
- leader is very by the book, and creates new rules and regulations as new
situations and problems arise.
-leader gets so wrapped up in the ‘rule book’ that the ‘book’ itself often
becomes more important than the purpose it is actually intended to
serve.
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5. The 5 Styles of Leadership
(cont.)
4. Consultative leadership
-Exhibited when the leader remains open to input from
the members of the group, but by pronouncement, attitude,
poor practice, retains full decision-making authority.
-In many cases this form of leadership is appropriate.
-Often practiced under a participative label.
5. Full participative leadership
-exists when plans or decisions are made by all of the group
members as a team.
-The leader is a key member of the team and provides advice,
information, and assistance in any way possible, but in
advance has made a decision to accept the outcome that is
chosen by the group.
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6. Excluding exploitative autocracy, there is
no “right” or “wrong” leadership style
Styles and patterns need to be changed
according to group members and the
project details
Styles of Leadership
What worked before may not work now
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7. Styles of Leadership Today
Most commonly used:
*autocratic and bureaucratic leadership styles
What styles should be used:
* consultative and participative leadership styles
What should NEVER be used:
*Exploitative autocracy
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8. Two words that are generally
synonymous and interchangeable
One can be a given manager by title, but
not a true leader
Regarding function of an organization,
one cannot manage without leading and
one cannot lead without managing
Leadership inspires thought
Management develops techniques and
Leadership Values
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9. Assumptions
- There are two types of opposing assumptions
* Theory X
* Theory Y
- Theory X is in its pure state an autocratic leadership
- Theory Y is a participative leadership
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10. Common Assumptions
- management remains responsible for organizing the elements of
all productive activity, that is, bringing together the money, people,
equipment, and supplies needed to accomplish the organization’s
goals
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11. Theory X
- People must be actively managed
- The average person is by nature, indolent, working as little as possible
- The average person lacks ambition, shuns responsibility, and in general
prefers to be lead
- The average person is self-centered, resistant to change, and indifferent
the needs of the organization
- The average person is self-centered, resistant to change, and indifferent
the needs of the organization
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12. Theory Y
- People are not naturally passive or resistant to organizational needs
- Motivation, development potential, willingness to assume
responsibility, and readiness to work toward organizational goals
are not present in most people
- The essential task of management is to arrange organizational
conditions and methods of operation so people can best achieve
their own goals by directing their efforts toward the goals of the
organization
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13. Flexibility
- The trick is to know what style to apply and when to apply it
- The same “rules” apply to all employees, you will need to deal
differently with individuals in other ways. Some you will consult and
invite participation and others you will simply have to direct
- Learn about the employee has an individual ( thier likes and dislikes)
- Maintain flexibility to accommodate both types of employees
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14. Flexibility Cont.
- no single style is appropriate to all people and situations at all times
- It only takes one or two perceived contradictions of your self- described
style to make you seen as unilateral
- It is best to say little about your own management style and let your
actions convey your style for you
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15. PRIMARY CHARACTERISTICS OF
LEADERSHIP
Acceptance by followers is the single
factor that defines a true leader
Acceptance must be earned, not
commanded
Leaders know their mission
Vision of where they want their
organization to go
A goal to achieve this mission and
vision
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17. EMPLOYEE’S VIEW
Your employees’ view may be formulated based
on:
Do you openly communicate news and ideas
with the employee group?
Are you aware of employees’ needs and issues?
Do you trust and confide in employees to do
their job?
How do you motivate your employees?
Do you provide support to employees?
Do you request their input and ideas in
decision-making?
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18. CHARACTERISTICS OF
AUTOCRATIC LEADERS
Closed communicators
Unaware of employees’ needs
Have little trust and confidence in employees
Relies on fear and punishment to motivate
employees
Do not provide support and often stand alone
when things go wrong
Make decisions on their own without input
from other employees
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19. CHARACTERISTICS OF
PARTICIPATIVE LEADERS
Openness to communication
Aware of employees’ problems and needs
Extends trust and confidence to other
employees
Motivates others by involvement and reward
Provides strong support to all employees
Open to input from employees when making
office decisions
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20. VISIBLE SUPERVISOR
How employees are visible outside of their own
responsibilities aide in advancement in their
careers
Employees have the greatest effect on
performance of the supervisor
As supervisors, it is important to not lose
touch with your employees
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21. VISIBLE SUPERVISOR
In order for supervisors to motivate employees to
get things done, they should:
Be visible and available
Show concern for employees problems
Maintain an open-door attitude
Rely on feedback from employees
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22. LEADING BY DEFAULT
Supervisor who is neither visible or available
With absence of direction, employees will work
and progress in different ways, positively or
negatively
Default manager will not be seen as a true
leader
It is important to be consistently available to
employees
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23. TRUE LEADERSHIP
Participative leadership style is preferred over
autocratic leadership style in today’s workers
However, no single leadership style is
appropriate in all situations
True leadership is flexible
Responding to both individual and
organizational needs
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24. Leadership Quiz
A VIEW OF YOU AS A LEADER
1. Do I communicate fully and openly?
0 1 2 3 4 5 6 7 8 9 10 (0-not at all; 10- completely)
2. Am I aware of people’s problems and needs?
0 1 2 3 4 5 6 7 8 9 10 (0- unaware; 10- fully aware)
3. Do I display trust and confidence?
0 1 2 3 4 5 6 7 8 9 10 (0-not at all; 10- fully)
4. Do I motivate using fear and punishment or appreciation and reward?
0 1 2 3 4 5 6 7 8 9 10 (0-fear/punishment; 10- rewards)
5. Do I furnish backing and support in a pinch?
0 1 2 3 4 5 6 7 8 9 10 (0-never; 10- always)
6. Am I open to employees’ input on problems?
0 1 2 3 4 5 6 7 8 9 10 (0-rarely, if ever; 10- usually)
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25. 10 = COMPLETELY PARTICIPATIVE
0 = Fully Autocratic
What does your score say?
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26. CONCLUSION
A great number of people have some potential for leadership. The essential
difference between the leader and non-leader is determined by the degree to
which a person succeeds in learning about leadership and applying what has
been learned.
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27. REFERENCES
Benincasa, Robyn. 6 Leadership Styles, and When You Should Use Them. How
Winning Works: 8 Essential Leadership Lessons from the Toughest Teams on
Earth. June 2012.
McConnell, C. (2012). The Effective Health Care Supervisor. Jones & Bartlett
Learning
Fullan, M. (2001). Leading in a culture of change. San Fransico, California:
Jossey-Bass
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