Leadership comes in many forms and not one size ever fits all. It is more common that several sizes fit one person. What I mean by that is that a successful leader will have many different styles to use for differing situations. In this presentation the participants will leave with an understanding of many leadership styles and will have the ability to select which works best for them in which situation and with which type of employee.

1. LEADERSHIP SERIES
Styles of leadership

2. DEFINITION OF LEADERSHIP STYLE
 The manner and approach of providing
direction, implementing plans, and motivating
people.
 Leading people is very much like directing an
orchestra
 Lead Like The Great Conductors

3. THREE MAJOR STYLES OF LEADERSHIP
 Authoritarian or autocratic
 Participative or democratic
 Delegative or Free Reign

4. AUTHORITARIAN OR AUTOCRATIC
 “I want both of you to….”
 This style is used when leaders tell their
employees what they want done and how they
want it accomplished, without getting the
advice of their followers.

5. PORTRAYED CHARACTERISTICS OF
AUTHORITARIAN
(AUTOCRATIC)
 Yelling
 Using demeaning language
 Leading by threats
 Abusing their power
 This is not authoritarian style but rather is an
abusive, unprofessional style called “bossing
people around”
 It has no place in a leaders repertoire

6. PARTICIPATIVE (DEMOCRATIC)
 “Let’s work together to solve this….”
 This style involves the leader including one or
more employees in the decision making
process (determining what to do and how to do
it)
 The leader maintains the final decision making
authority.

7. PRESUMED CHARACTERISTICS OF
PARTICIPATIVE (DEMOCRATIC)
 Weakness
 It’s actually a sign of strength that your employees
will respect
 Normally used when you have part of the
information and your employees have other parts.
 Leader is not expected to know everything – that’s
why you employ knowledgeable and skillful
employees.
 Use of this style is mutually beneficial – allows
them to be part of the team and you to make
better decisions.

8. DELEGATIVE (FREE REIGN)
 “You two take care of the problem while I go….”
 Leader allows the employees to make the
decisions.
 Leader is still responsible for the decisions that
are made.
 Used when employees are able to analyze the
situation and determine what needs to be done
and how to do it.
 You can’t do everything, set priorities and delegate
certain tasks

9. CAUTIONARY NOTE TO DELEGATIVE (FREE
REIGN)
 Not a style to use so that you can blame others
when things go wrong.
 Use when you fully trust and have confidence in
those you lead.
 Don’t be afraid to use BUT, use it wisely!

10. A GOOD (SUCCESSFUL) LEADER
 Uses all three styles
 Let’s discuss some instances where each style
would be useful.

11. FORCES THAT INFLUENCE STYLE TO BE USED
 Time available
 Relationships – Is there Trust? Respect? Disrespect?
 Who has the information? You, employee, or both?
 How well are employees trained?
 How well do you know the task?
 Internal conflicts
 Stress levels
 Type of task: is it structured, unstructured, complicated
or simple?
 Company policy or supervisor preference

12. POSITIVE AND NEGATIVE APPROACHES
 There is a difference in ways leaders approach
their employees.
 Most leaders do not strictly use one or another,
but are somewhere on a continuum ranging
from extremely positive to extremely negative.

13. POSITIVE APPROACH
 Use rewards
 Education
 Independence
These are used as motivators for employees

14. NEGATIVE APPROACH
 Act domineering and superior with people.
 They believe the only way to get things done is
through penalties such as loss of job, days off
without pay, reprimanding employees in front of
others etc.
 They believe their authority is increased by
frightening everyone into higher levels of
productivity.
 Has a place in leader’s repertoire of tools, it must
be used carefully due to it’s high cost on the
human spirit.

15. CONSEQUENCES OF NEGATIVE APPROACH
 Morale falls
 Low productivity
 Those who continuously work out of the
negative are bosses while those who primarily
work out of positive are considered real
leaders.

16. CONSIDERATION AND STRUCTURE
 Two other style options for leaders
 Consideration and structure are independent of
each other, so they should not be viewed on
opposite ends of a continuum.
 Example: a leader who becomes more considerate,
does not necessarily mean that she has become
less structured.

17. CONSIDERATION (EMPLOYEE ORIENTATION)
 Leaders are concerned about the human needs
of their employees.
 They build teamwork
 Help employees with their problems*
 Provide psychological support*
*On a professional not clinical level
Evidence of leaders who are considerate in their
leadership style are employees who are higher
performers and are more satisfied with their job.

18. STRUCTURED (TASK ORIENTATION)
 Leaders believe that they get results by
consistently keeping people busy and urging
them to produce.

19. THE BLAKE MOUTON MANAGERIAL GRID

21. UNDERSTANDING THE MODEL
 Based on two behavioral dimensions
 Concern for People
 Concern for Production

22. CONCERN FOR PEOPLE
 The degree to which a leader considers the
needs of team members, their interests, and
areas of personal development when deciding
how best to accomplish a task.

23. CONCERN FOR PRODUCTION
 The degree to which a leader emphasizes
concrete objectives, organizational efficiency
and high productivity when deciding how best
to accomplish a task

24. FIVE LEADERSHIP STYLES
1. Country Club Management
2. Team Management
3. Middle-of-the-Road Management
4. Impoverished Management
5. Authority-Compliance Management

25. COUNTRY CLUB MANAGEMENT – HIGH
PEOPLE/LOW PRODUCTION
 Thoughtful attention to the needs of people for
satisfying relationships leads to a comfortable,
friendly organization atmosphere and work tempo.
 Leader is most concerned about the needs and
feelings of member members of his/her team.
 They operate under the assumption that as long
as team members are happy and secure then they
will work hard.
Result – work environment that is very relaxed and
fun but where production suffers due to lack of
direction and control.

26. PRODUCE OR PERISH LEADERSHIP – HIGH
PRODUCTION/LOW PEOPLE
 Also known as Authoritarian or Compliance
Leaders
 Believe that employees are simply a means to
an end.
 Employee needs are always secondary to the
need for efficient and productive workplaces.
 Very autocratic, has strict work rules, policies
and procedures, and views punishment as the
most effective means to motivate employees.

27. IMPOVERISHED LEADERSHIP – LOW
PRODUCTION/LOW PEOPLE
 Leader is mostly ineffective.
 Has neither a high regard for creating systems
for getting the job done, nor for creating a work
environment that is satisfying and motivating.
Result – a place of disorganization,
dissatisfaction and disharmony

28. MIDDLE-OF-THE-ROAD LEADERSHIP – MEDIUM
PRODUCTION/MEDIUM PEOPLE
 Seems to be a balance of the two competing
concerns.
 May first appear to be an ideal compromise.
Result – problem is when you compromise, you
necessarily give away a but of each concern so
that neither production nor people needs are fully
met. Leaders who use this settle for average
performance and often believe that this is the
most anyone can expect.

29. TEAM LEADERSHIP – HIGH PRODUCTION/HIGH
PEOPLE
 According to the Blake Mouton model, this is
the pinnacle of managerial style.
 These leaders stress less production needs
and the needs of the people equally highly.
 Employees are involved in understanding
organizational purpose and determining
production needs.

30. APPLYING THE BLAKE MOUTON MANAGERIAL
GRID
 Being aware of the various approaches is the
first step in understanding and improving how
well you perform as a manager.
 It is important to understand how you currently
operate, then you can identify way of becoming
competent in both realms.

31. APPLYING THE BLAKE MOUTON MANAGERIAL
GRID
1. Identify your leadership style
2. Identify areas of improvement and develop
your leadership skills
3. Put the Grid in Context

32. APPLYING THE BLAKE MOUTON MANAGERIAL
GRID
 Is a practical and useful framework that helps you
think about your leadership style.
 By plotting ‘concern for production’ against
‘concern for people’, the grid highlights how
placing too much emphasis in one area at the
expense of the other leads to low overall
productivity.
 This model proposes that when both people and
production concerns are high, employee
engagement and productivity increases
accordingly.

33. WHAT STYLE(S) DO YOU CURRENTLY USE?
 Do you have a style that you use?
 If you did, has this information caused you to
rethink this choice?
 If you didn’t, will you now begin using one or
several?

34. CLOSING THOUGHTS