This document discusses various leadership styles including: 1. Autocratic/authoritarian leadership where the leader makes decisions without input from others. 2. Democratic/participatory leadership where the leader encourages input from staff and involves them in decision making. 3. Laissez-faire leadership where the leader gives employees freedom and autonomy in their work. It also discusses different leadership approaches such as situational leadership which involves changing styles based on the situation, and transformational leadership which inspires followers to achieve extraordinary outcomes and create significant change.

2. LEADERSHIP AND LEADERSHIP
STYLES A LECTURE DELIVERED BY
ALLAH DAD KHAN AGRICULTURE
VISITING PROFESSOR TO STUDENTS
OF AGRICULTURE EXTENSION

3. Definition of Leadership
Leadership, according to Peter DeLisle, is the
ability to influence others, with or without
Authority
All successful endeavors are the result of human effort;
thus, the ability to influence others is a derivation of
 Interpersonal Communications
 Conflict Management
 Problem solving

4. Leadership
Leadership is the ability to develop a vision that
motivates others to move with a passion toward
a common goal

5. Motivating

6. 12 Unique Insights On Leadership,
According To Bob Danzig
6
1. Become a “destiny architect”
2. Encourage “elasticity of thinking” -- be a “destiny pursuer” versus an
“operational comfort seeker”
3. Identify, assess, and engage the very best talent
4. Become “strategic” rather than “operational”
5. Create a “climate or spirit of celebration and applause” -- spirited
organizations excel
6. Be committed every day to putting the pickax to the mountain, find new
ways to lift yourself and others higher

7. 12 Unique Insights On Leadership
7
7. Be the source of “possibility thinking”
8. Let your co-workers know they are “worthwhile” and full of promise
9. Find disciplined, organized ways to focus on integrity, trust, credibility,
and the commitment to do the right thing
10. Know that management is about today -- and leadership is about
tomorrow!
11. Know that management is about process -- leadership is about purpose
12. Recognize “success” is not about perfection, it's about “progress”

8. The Leadership Challenge
8 Focus on the individual members and the team
 Provide employees and stakeholders the opportunity to develop and utilize their
talents and strengths
 Listen to employee’s concerns
 Allocate the right resources for the right project, at the right time
 Specify standards and expectations
 Delegate responsibility through empowerment
 Let employees and stakeholders identify their own interests and abilities
 Lead by example: set the standard for excellence

9. What is leadership?
Leading people
Influencing people
Commanding people
Guiding people

11. LEADERSHIP
STYLES

12. 1.AutocraticLeadership (
Authoritarian)Style
1. Leader makes decisions without reference to anyone else
2. It is a classical approach
3. High degree of dependency on the leader
4. Can create de-motivation and alienation
of staff
5. May be valuable in some types of business where decisions need to be made
quickly and decisively
6. Staff expected to obey orders without recieving any explanation
7. Structured set of rewards and punishment
8. Greatly criticized
Adolf Hitlor

13. 2.Democratic( Participatory style)
1. Also known as Participatory.
2. Encourage staff to be a part of the decision making.
3. Staff informed about everything that affects their work.
4. May help motivation and involvement
Workers feel ownership of the firm and its ideas
Improves the sharing of ideas and experiences
within the business Can delay decision making
Barak Obama

14. 3.Laissez-Faire or free rein style
Behaviors Where to use it Impact on others
Knows what is happening
but not directly involved in
it
When the team is working
in multiple locations or
remotely
Effective when team is
skilled, experienced,
and self-directed in
use of time and
resources
Trusts others to keep their
word
When a project, under
multiple leaders, must
come together by a specific
date
Autonomy of team
members leads to high
job satisfaction and
increased productivity
Monitors pe
Gives feed back
regularly.rformance
To get quick results from a
highly cohesive team

15. 4.Paternalistic:
 Leader acts as a ‘father figure’
 Paternalistic leader makes decision but may consult
 Believes in the need to support staff
George Bush

16. 5.Charismatic
 Behaviors
 Influences others through power of personality
 Acts energetically, motivating others to move forward
 Inspires passion
 May seem to believe more in self than in the team
 When to Use It
 To spur others to action
 To expand an organization's position in the marketplace
 To raise team morale
 Impact on Others
 Can create risk that a project or group will flounder if leader leaves
 Leader's feeling of invincibility can ruin a team by taking on too much
risk
 Team success seen as directly connected to the leader's presence

17. 6.Innovative
Behaviors
Grasps the entire situation and goes beyond the usual course of action
Can see what is not working and brings new thinking and action into play
When to Use It
To break open entrenched, intractable issues
To create a work climate for others to apply innovative thinking to solve problems, develop new products
and services
Impact on Others
1. Risk taking is increased for all
2. Failures don't impede progress
3. Team gains job satisfaction and enjoyment
4. Atmosphere of respect for others' ideas is present
Abdul Qadeer Khan

18. 7.Command and control
Behaviors
Follows the rules and expects others to do the same
When to Use It
1. In situations of real urgency with no time for discussion
2. When safety is at stake
3. In critical situations involving financial, legal, or HR issues
4. In meeting inflexible deadlines
5. Demands immediate compliance
6. Engages in top-down interactions
7. Is the sole decision maker
Impact on Others
1. If used too much, feels restrictive and limits others'
2. ability to develop their own leadership skills
3. Others have little chance to debrief what
4. was learned before next encounter with leader
A yub khan

19. 8.Pace setter
Behaviors
Sets high performance standards for self and the group
Epitomizes the behavior sought from others
When to Use It
When staff are self-motivated and highly skilled, able to embrace new projects and move
with speed
When action is key and results are critical
Impact on Others
Cannot be sustained too long, as staff may "burn out" from demanding pace
Results delivered at a speed staff can't always keep up with
Nawaz Sharif

20. 9.Servant Leadership
1. He is servant first . It begins with a heart inspired to “ serve” first not to lead.
2. Leadership decisions then becomes inevitable and inspires the servant leader
to assume responsibility.
3. Hee or she is sharply different from the persn who is “ Leader first”
Gandhi

21. 10.Situational Leadership
1. A good leader will change intuitively between styles according to the people and
work they are dealing with.
2. This is often referred to as “ Situational Leadership”
Dwight Eisenhower.

22. 11.Transformational
1.Make Change Happen in self and others incuding group and
organizations.
2. Charishma a special leadership style commonly associated
with transformational leadership exteremly powerful ,
exteremly hard to teach.
Martin Luther King Jr

23. 12. Bureaucratic Leadership Style
 An autocrat doesn’t require a bureaucracy, but the autocrat and the bureaucracy goes
together like a hand and glove. One reason has be do with obedience to authority. In fact,
one can make an argument that in large groups such as the multinational corporations
and government agencies authority is the most common type of influence used.
 Shebaz Sharif

24. 13.The coaching style
 A great coach is definitely a leader who also
possess a unique gifts ability to teach and
train.They groom people to improve both
knowledge and skill.
Ali Khamenei

25. 14.Emergent Leadership style
Contrary to the belief of many, groups don’t automatically
accept a new “boss” as leader. Emergent leadership is
what you must do when one taking over a new group.

26. 15. Cross cultural Leadership style
Not all individuals can adapt to the leadership styles expected in a
different culture whether that culture is organizational or national. In
fact, there is some evidence that American and Asian Leadership
Styles are very different, primarily due to cultural factors.
Abraham Lincoln

27. 16. Leader Exchange style
Sometimes known as leader-member exchange, the style involves the
exchange of favors between two individuals. An exchange can be
hierarchical between the boss and subordinate or occur between two
individuals of equal status. For this leadership style to work, you need
to know how to develop, maintain and repair relationships.

28. 17. Strategic Leadership
This is practiced by the military services such as the Pak Army, Pak Air
Force, and many large corporations. It stresses the competitive nature
of running an organization and being able to out fox and out wit the
competition.

29. 18. Team Leadership
A few years ago, a large corporation decided that supervisors were no
longer needed and those in charge were suddenly made “team
leaders.” Today, companies have gotten smarter about how to
exert effective team leadership, but it still takes leadership to
transition a group into a team.
Barack Obama

30. 19. Facilitative Leadership
This is a special style that anyone who runs a meeting can employ. Rather
than being directive, one using the facilitative leadership style uses a
number of indirect communication patterns to help the group reach
consensus.

31. 20. Visionary Leadership Style
The “vision thing” is something all great leaders have. It was seen through
out history in the great ones. For example, Alexander the Great clearly
had a vision of how to make an empire work.Visionary leadership has
many different elements to it.

32. 21.Transactional Leadership style
1. Commonly seen in large, bureaucratic organizations.
2. “ By the book” approach the person work with in the rule.
3. In opposition to transactional leadership.
4. Emphasizes getting things done with in the umbrella of the status
quo.
Charles de Gaulle.

33. 22. Primal Leadership Style
 It would seem that just when you have it all sorted out, someone
invents a new set of labels. Goleman’s model of leadership is a relatively
recent addition to the pantheon of leadership style. In this case, it is
Danel Goleman. A psychologist who can write in more scholar English,
he was one of the major people who popularized Emotional Intelligence
and then followed it up with a book called “Primal Leadership

34. 23. Collaborative Leadership style
A collaborative leader tries to involve everyone in the organization in
leadership. She is truly first among equals, in that she may initiate discussion,
pinpoint problems or issues that need to be addressed, and keep track of the
organization as a whole, rather than of one particular job. But decisions are
made through a collaborative process of, a codiscussion, and some form of
either majority or consensus agreement. Toward that endllaborative leader
tries to foster trust and teamwork among the staff as a whole.
Rarely does one hear anybody celebrate the FDA. But lately the agency’s
gatekeeper for cancer drugs is getting nearly universal praise for his effort to
speed promising medications to marke
Richar
d
Pazdur

35. 24.Affiliative Leaders
 The affiliative style is most effective in situations where morale is low or
teambuilding is needed. This leader is easily recognized by their theme of
"employee first." Employees can expect much praise from this style;
unfortunately, poor performance may also go without correction

36. 25.Authoritative Leaders
 If a business seems to be drifting aimlessly, the authoritative style can
be very effective in this type of situation. The authoritative leader is an
expert in dealing with the problems or challenges at hand, and can
clearly identify goals that will lead to success. They also allow
employees to figure out the best way to achieve those goals.

37. 26.Coercive Leadership
 The coercive style should be used with caution because it's based on the
concept of "command and control," which usually causes a decrease in
motivation among those interacting with this type of manager. The
coercive leader is most effective in situations where the company or
group requires a complete turnaround. It is also effective during
disasters, or dealing with underperforming employees; usually as a last
resort.
Sadam Hussain

38. 27.Political Leadership Style
Indira
rPriyadashini
Gandhi

39. 28. Anti-apartheid leader
 The Anti-Apartheid Movement (AAM), originally
known as the Boycott Movement, was a British
organization that was at the centre of the
international movement opposing South Africa's
system of apartheidand supporting South Africa's
non-whites

40. 29.Apartheid Leadership Style
 Under apartheid, the rights, associations, and movements of the
majority black inhabitants and other ethnic groups were curtailed
and Afrikanerminority rule was maintained. Apartheid was developed
after World War II by the Afrikaner-dominated National
Partyand Broederbond organizations.

41. 30. The Diplomat Leader
The visionary Diplomat leader will involve themselves with ideas and
imaginings often linked to higher causes and values. While they may be
active in their organizations, they will shine more for their ability to
inspire and to share a larger vision. They look toward what the future
can bring rather than the offerings of the past and present.
Martin Luther King

42. 32. The Explorer Leader
 The agile Explorer leader is most likely to find quick solutions to any
problems that arise and to take an organization in a new and exciting
direction. They don't mind taking risks when they feel there's a decent
chance the risks might pay off. They don't care about how others have
done things in the past - only what the next big thing is. They are
leaders oriented toward acting rather than planning and analyzing.
Richard Branson

43. 31. The Sentinel Leader
 The responsible Sentinel leader will take care of business as an
administrator who gets all the details right and handle things in a
meticulous way. They are likely to honor the past and be strict about
rules and protocols. These personality types work from a sense of
responsibility for taking care of the greater good. Sentinels see their
leadership role as protecting and preserving society, some slice of it or
an established tradition.
Pope Francis

44. 32.Spirtual Leadership Style
 Spiritual leadership involves intrinsically motivating and inspiring
workers through hope/faith in a vision of service to key stakeholders
and a corporate culture based on the values of altruistic love to
produce a highly motivated, committed and productive workforce. The
purpose of spiritual leadership is to tap into the fundamental needs of
both leaders and followers for spiritual well-being
Al Ghazali

45. 33. Revolutionary Leader ship
Mao continues that: "Our Party organizations must be extended all over the country and
we must purposefully train tens of thousands of cadres and hundreds of first-rate mass
leaders. They must be cadres and leaders versed in Marxism-Leninism, politically far-
sighted, competent in work, full of the spirit of self-sacrifice, capable of tackling problems
on their own, steadfast in the midst of difficulties and loyal and devoted in serving the
nation, the class and the Party. It is on these cadres and leaders that the Party relies for
its links with the membership and the masses, and it is by relying on their firm leadership
of the masses that the Party can succeed in defeating the enemy.
Mao Zedong.

46. 34.Union Leadership

47. 35.Social Leadership
Social skills may be defined as being able to communicate and cooperate
effectively within and across culturally diverse boundaries (organizational,
geographical, demographic, professionally) – experimenting, innovating,
connecting, sharing, learning together and sup.porting one another Social
Leader - Build and forge social exchanges.

48. 36.Religious Leadership
Religion and spirituality are two things that are probably the most difficult to define in
definite terms. It would be wrong to say that spirituality and religion don’t go hand in
hand because they do; the only difference is that while religion is an organized system
that pays homage to a god, spirituality is something that does not always need a deity to
define the parameters of the person’s spiritual conduct.
Ayatollah Khomeini

49. 37. Sports Leader

50. 38.Organizational Leaders
 The management staff that
typically provides inspiration, objectives, operational oversi
ght, and other administrative services to
a business. Effective organizational leadership can help
prioritize objectives for subordinates and can provide
guidance toward achieving the overall corporate vision.


51. 39.Family leadership style

52. 40. Quiet Leader
 The quiet leader leads by example. They do not tell people what to do.
They do not force people to do things that they are not willing to do.
They do not give loud speeches, sweeping statements and clear cut
orders. They do what needs to be done, inspiring their followers to do
the same.
Abraham Lincoln

53. 41. Personal Leadership Style
It is exercised through the influence of personality.Directions and
motivations are given personally.
King Abdullah of Saudia

54. 42.Impersonal Leadership Style
 Impersonal leadership is a term used to designate leadership exercised
through subordinates of the leader or by non personal medium such as
written instructions , orders, policies , etc .

55. 43. Functional Leadership Style
 Functional leadership exists because an individual possesses
specialized skill and renders expert advice. The group follows him as it
believes that his advice will help and guide them in difficult and
complicated situation.