This document discusses different leadership styles including Lewin's theory and Daniel Goleman's theory. Lewin's theory includes autocratic, participative, laissez-faire, transactional, and transformational styles. Goleman's theory includes visionary, affiliative, coaching, democratic, pacesetting, and commanding styles. Effective leaders can adopt different styles based on the needs of the situation, moving between styles. Both theories note the importance of communication, motivation, and adapting styles to accomplish goals.

1. LEADERSHIP STYLES

2. INTRODUCTION
A leadership style is a leader's style of
providing direction, implementing plans,
and motivating people. There are many
different leadership styles that can be
exhibited by leaders in the political,
business or other fields.

3. TWO THEORIES OF LEADERSHIP
STYLE
WE WILL DISCUSS TWO THEORIES :-
LEWIN’S THEORY
DANIEL GOLEMAN THEORY

4. LEWIN'S LEADERSHIP STYLES
It Includes 5 Different Types of Leadership Styles :-
Autocratic
The autocratic leadership style allows managers to make decisions alone without the
input of others. Managers possess total authority and impose their will on employees.
No one challenges the decisions of autocratic leaders. Countries such as Cuba and
North Korea operate under the autocratic leadership style. This leadership style
benefits employees who require close supervision. Creative employees who thrive in
group functions detest this leadership style.

5. Participative
Often called the democratic leadership style, participative leadership values the input
of team members and peers, but the responsibility of making the final decision rests
with the participative leader. Participative leadership boosts employee morale because
employees make contributions to the decision-making process. It causes them to feel
as if their opinions matter. When a company needs to make changes within the
organization, the participative leadership style helps employees accept changes easily
because they play a role in the process. This style meets challenges when companies
need to make a decision in a short period.

6. Laissez-Faire
A laissez-faire leader lacks direct supervision of employees and fails to provide regular
feedback to those under his supervision. Highly experienced and trained employees
requiring little supervision fall under the laissez-faire leadership style. However, not all
employees possess those characteristics. This leadership style hinders the production
of employees needing supervision. The laissez-faire style produces no leadership or
supervision efforts from managers, which can lead to poor production, lack of control
and increasing costs.

7. Transactional
Managers using the transactional leadership style receive certain tasks to perform and
provide rewards or punishments to team members based on performance results.
Managers and team members set predetermined goals together, and employees
agree to follow the direction and leadership of the manager to accomplish those
goals. The manager possesses power to review results and train or correct employees
when team members fail to meet goals. Employees receive rewards, such as bonuses,
when they accomplish goals.

8. Transformational
The transformational leadership style depends on high levels of communication from
management to meet goals. Leaders motivate employees and enhance productivity
and efficiency through communication and high visibility. This style of leadership
requires the involvement of management to meet goals. Leaders focus on the big
picture within an organization and delegate smaller tasks to the team to accomplish
goals.

9. DANIEL GOLEMAN’S LEADERSHIP STYLES
In the book “Primal Leadership,” Daniel Goleman, who popularized the notion of
“Emotional Intelligence,” describes six different styles of leadership. The most effective
leaders can move among these styles, adopting the one that meets the needs of the
moment.
Visionary
This style is most appropriate when an organization needs a new direction. Its goal is
to move people towards a new set of shared dreams. “Visionary leaders articulate
where a group is going, but not how it will get there – setting people free to innovate,
experiment, take calculated risks,”

10. Affiliative
This style emphasizes the importance of team work, and creates harmony in a group
by connecting people to each other. Mr Goleman argues this approach is particularly
valuable “when trying to heighten team harmony, increase morale, improve
communication or repair broken trust in an organization.” But he warns against using
it alone, since its emphasis on group praise can allow poor performance to go
uncorrected. “Employees may perceive,” he writes, “that mediocrity is tolerated.”

11. Coaching
This one-on-one style focuses on developing individuals, showing them how to
improve their performance, and helping to connect their goals to the goals of the
organization. Coaching works best, Mr Goleman writes, “with employees who show
initiative and want more professional development.” But it can backfire if it’s perceived
as “micromanaging” an employee, and undermines his or her self-confidence.

12. Democratic
This style draws on people’s knowledge and skills, and creates a group commitment
to the resulting goals. It works best when the direction the organization should take is
unclear, and the leader needs to tap the collective wisdom of the group. Mr Goleman
warns that this consensus-building approach can be disastrous in times of crisis, when
urgent events demand quick decisions.

13. Pacesetting
In this style, the leader sets high standards for performance. He or she is “obsessive
about doing things better and faster, and asks the same of everyone.” But Mr.
Goleman warns this style should be used sparingly, because it can undercut morale
and make people feel as if they are failing. “Our data shows that, more often than not,
pacesetting poisons the climate,” he writes

14. Commanding
This is classic model of “military” style leadership – probably the most often used, but
the least often effective. Because it rarely involves praise and frequently employs
criticism, it undercuts morale and job satisfaction. Mr. Goleman argues it is only
effective in a crisis, when an urgent turnaround is needed. Even the modern military
has come to recognize its limited usefulness.

15. Being a good leader isn't easy. You have to guide and
inspire at the same time, while managing to get the
results you want. To help strike the right balance, Roxi
Hewertson, president and CEO of the Highland
Consulting Group, offers the following tips for leaders.

16. DO’S DON’T’S
Read/understand own emotions and
recognize the impact on self and
others
Discount others' emotions and
perspective
Know one's strengths and limits Miss key organizational clues, norms,
decision networks and politics
Know and have a good sense of one's
self-worth and capability
Blame others for outcomes
Think and act with optimism … seeing
the upside
Avoid dealing with and resolving
conflicts
See and seize opportunities for
contributing to the greater good
Isolate self and/or team from others in
the organization

17. CONCLUSIONS
• Coaching Try and help them improve their skills to do their job better. Give them feedback
on their performance with observations and give good advice. Use specific statements
rather than general comments, whether good or bad.
• Mentoring Help them understand what you are all about, guide them for a better chance of
promotion, and have them learn about other aspects and functions of the business.
• Communicating Clearly share your visions and goals, encourage individuals and groups,
praise when praise is due, and take the time for one-on-one meetings.
• Listening Let them share ideas, concerns, and know you are approachable and caring.
The objective of every leader should come with the mindset of striving for
“mission accomplished.”

18. THANK YOU