This document discusses different types of leadership styles and factors that influence leadership. It describes bureaucratic, autocratic, diplomatic, expert, and participative/democratic leadership styles. The ideal leadership utilizes all styles to advantage, changing styles based on the situation. A leader should encourage creativity, teach skills, and interact properly with subordinates. Flexibility and encouraging contributions from others are important aspects of leadership.

1. INTRODUCTION

2. Assignment: What possibilities do you see for this group to
be more productive?

4. What’s the significance of this
cartoon?

5. TTYYPPEESS OOFF LLEEAADDEERRSSHHIIPP
 The Bureaucrat :- Who sticks to routine, appeases
his superiors and avoids his subordinates.
 The Autocrat :- Who is directive and expects
obedience.
 The Diplomat :- Who is opportunistic and exploits
people.
 The Expert :- Who is concerned only with his own
field of specialization. He treats his subordinates as
fellow-workers.
 The Participative(Democratic) :- Who helps others to
develop their own initiative.

6. AANNAALLYYSSIISS OOFF LLEEAADDEERRSSHHIIPP SSTTYYLLEE
The ideal management or organisation is that which utilizes
all leadership types to the best of advantage. Therefore,
sometimes we may tend towards democratic type whereas at
times the situation demands that we must tend towards
autocratic type.

7. LLeeaaddeerrss vvss.. MMaannaaggeerrss LEADERS:
iinnnnoovvaattee
ffooccuuss oonn ppeeooppllee
iinnssppiirree ttrruusstt
hhaavvee aa lloonngg--rraannggee vviieeww
aasskk wwhhaatt aanndd wwhhyy
hhaavvee eeyyeess oonn hhoorriizzoonn
oorriiggiinnaattee
cchhaalllleennggee ssttaattuuss qquuoo
ddoo tthhee rriigghhtt tthhiinngg
leaders.ppt (bus1301)
MMAANNAAGGEERRSS::
aaddmmiinniissttrraattee
ffooccuuss oonn ssyysstteemmss
aanndd ssttrruuccttuurreess
rreellyy oonn ccoonnttrrooll
hhaavvee aa sshhoorrtt--rraannggee
vviieeww
aasskk hhooww aanndd wwhheenn
hhaavvee eeyyeess oonn bboottttoomm
lliinnee
iinniittiiaattee
aacccceepptt ssttaattuuss qquuoo
ddoo tthhiinnggss rriigghhtt

8. http://www.bized.co.uk
Types of Leadership Style
Copyright 2007 – Biz/ed

9. http://www.bized.co.uk
Types of Leadership Style
Copyright 2007 – Biz/ed
• Autocratic:
– Leader makes decisions without reference
to anyone else
– High degree of dependency on the leader
– Can create de-motivation and alienation
of staff
– May be valuable in some types of business
where decisions need to be made quickly
and decisively

10. http://www.bized.co.uk
Types of Leadership Style
• Democratic:
• Encourages decision making
from different perspectives – leadership
may be emphasised throughout
the organisation
– Consultative: process of consultation before
decisions are taken
– Persuasive: Leader takes decision and seeks
to persuade others that the decision
is correct
Copyright 2007 – Biz/ed

11. http://www.bized.co.uk
Types of Leadership Style
Copyright 2007 – Biz/ed
• Democratic:
–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

12. http://www.bized.co.uk
Types of Leadership Style
Copyright 2007 – Biz/ed
• Laissez-Faire:
– ‘Let it be’ – the leadership responsibilities
are shared by all
– Can be very useful in businesses
where creative ideas are important
– Can be highly motivational,
as people have control over their working life
– Can make coordination and decision making
time-consuming and lacking in overall direction
– Relies on good team work
– Relies on good interpersonal relations

13. http://www.bized.co.uk
Types of Leadership Style
• Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision
but may consult
• Believes in the need to support
staff
Copyright 2007 – Biz/ed

14. http://www.bized.co.uk
Factors Affecting Style
• Leadership style may be dependent
on various factors:
– Risk - decision making and change initiatives
based on degree of risk involved
– Type of business – creative business
or supply driven?
– How important change is –
change for change’s sake?
– Organisational culture – may be long embedded
and difficult to change
– Nature of the task – needing cooperation? Direction?
Structure?
Copyright 2007 – Biz/ed

20. LLEEAADDEERRSSHHIIPP
Leadership is the ability of a leader, by which a Leader,
influences others to work together willingly on related tasks to
attain that which the leader desires.
OR
Leadership is a process of influencing others to act in a way
that will accomplish the objectives of the Leader or the
Organisation.

21. TTYYPPEESS OOFF LLEEAADDEERRSSHHIIPP
 The Bureaucrat :- Who sticks to routine, appeases
his superiors and avoids his subordinates.
 The Autocrat :- Who is directive and expects
obedience.
 The Diplomat :- Who is opportunistic and exploits
people.
 The Expert :- Who is concerned only with his own
field of specialization. He treats his subordinates as
fellow-workers.
 The Participative(Democratic) :- Who helps others to
develop their own initiative.

22. AANNAALLYYSSIISS OOFF LLEEAADDEERRSSHHIIPP SSTTYYLLEE
The ideal management or organisation is that which utilizes
all leadership types to the best of advantage. Therefore,
sometimes we may tend towards democratic type whereas at
times the situation demands that we must tend towards
autocratic type.

23. WWHHAATT AA SSUUPPEERRVVIISSOORR SSHHOOUULLDD DDOO
A supervisor having adequate knowledge about leadership
should keep following in mind :-
Use the style of leadership that seems most natured to you.
Do not try to copy a style that does not fit you.
Be flexible in your style.
Encourage creativity in workers.
Teach workers to do things better.
Do not police the mistakes of your workers.
Keep proper interaction with subordinates.

24. Core Functions of Leaders
 Planning
 Seeking information
 Defining tasks
 Setting aims
 Initiating/briefing
 Task allocation
 Setting standards

25.  Controlling
 Maintaining standards
 Ensuring progress
 On-going decision making
 Supporting
 Individual contributions
 Encouraging team spirit
 Reconciling
 morale

26.  Informing
 Clarifying tasks and plans
 Updating
 Receiving feedback and interpreting
 Evaluating
 Feasibility of ideas
 Performance
 Enabling self assessment

27. Origin
 Leadership derived from Anglo-Saxon
word--road or path ahead
 Leadership is about knowing the next
step and taking others with you
 Management from Latin ‘manus’
meaning ‘hand’ as in handling
something
 Management is about handling the
system

28. Facts
 Leadership is a trainable, transferable
skill, rather than it being an exclusively
inborn ability.
 50% of motivation lies within the
individual and 50% comes from external
factors.

29. PPeerrssoonnaall AAccttiioonn PPllaann
 TTaakkee 1100 mmiinnuutteess ttoo wwrriittee ddoowwnn aatt lleeaasstt 33
tthhiinnggss yyoouu aarree ggooiinngg ttoo ddoo wwhheenn yyoouu ggeett
bbaacckk ttoo wwoorrkk ttoo ddeevveelloopp yyoouurr lleeaaddeerrsshhiipp
sskkiillllss aanndd//oorr ttaakkee oonn aa lleeaaddeerrsshhiipp rroollee..
 CCoonnssiiddeerr tthhee LLeeaaddeerrsshhiipp QQuuaalliittiieess
cchheecckklliisstt aanndd yyoouurr ““nneeeeddss iimmpprroovveemmeenntt””
ccaatteeggoorriieess..
 IInncclluuddee aa bbrriieeff aaccttiioonn ppllaann ffoorr eeaacchh iitteemm..

30. WWhhaatt yyoouu LLeeaarrnneedd AAbboouutt
LLeeaaddeerrsshhiipp ffrroomm tthhee GGaammee
 TThheerree hhaass ttoo bbee aa lleeaaddeerr
 TThhee lleeaaddeerr mmuusstt bbee cchhoosseenn
 TThheerree mmuusstt bbee ffoolllloowweerrss
 TThhoossee wwhhoo ffoollllooww mmuusstt mmiimmiicc tthhee lleeaaddeerr

31. WWhhaatt yyoouu LLeeaarrnneedd AAbboouutt
LLeeaaddeerrsshhiipp ffrroomm tthhee GGaammee
 TThhoossee wwhhoo ddoo nnoott mmiimmiicc tthhee lleeaaddeerr aarree lleefftt
bbeehhiinndd
 AA nneeww lleeaaddeerr aallwwaayyss eemmeerrggeess aatt tthhee eenndd
ooff tthhee ggaammee
 TThhee ccyyccllee ccoonnttiinnuueess
 DDoo yyoouu tthhiinnkk aallll ooff tthheessee lleessssoonnss aarree
ttrruuee??

32. LLeeaaddeerrsshhiipp DDeeffiinneedd
 IInn iittss ssiimmpplleesstt ffoorrmm lleeaaddeerrsshhiipp iiss tthhee
ccaappaacciittyy oorr aabbiilliittyy ttoo lleeaadd..
 TToo lleeaadd iiss ttoo eeiitthheerr ggeett iinn ffrroonntt ttoo sshhooww
ppeeooppllee tthhee wwaayy oorr ttoo ggoo aalloonngg wwiitthh tthheemm..

33. LLeeaaddeerrsshhiipp DDeeffiinneedd
 IInn aannyy ccaassee,, tthhee lleeaaddeerr aallwwaayyss ttaakkeess aann
aaccttiivvee rroollee iinn mmaakkiinngg ssoommeetthhiinngg hhaappppeenn
wwiitthh ootthheerrss
 TThhee ootthheerrss aarree rreeffeerrrreedd ttoo aass ffoolllloowweerrss