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1. LEADERSHIP STYLES AND
BEHAVIOURS
PRESENTED BY
GAYATHRY SATHEESAN

2. LEADERSHIP STYLES
● In 1930s, Kurt Lewin developed a leadership framework.
● Leadership is influencing people — by providing purpose,
direction, and motivation — while operating to accomplish
the mission and improving the organization.

3. Leadership Styles are of 3 types
 Authoritarian or autocratic
 Participative or democratic
 Delegative or Free Reign

4. Autocratic or Authoritative Style:
 It is also known as leader centered style.
 In this style ,there is complete centralization of authority in the
leader.
 He designs the work-load of his employees and exercise tight
control over them.
 The subordinates are bound to follow his order and directions.

5. 1. Advantages:
● This style permits quick decision-making.
● It provides strong motivation and satisfaction to the leaders who
dictate terms.
● This style may yield better results when great speed is required.
2. Disadvantages:
 It leads to frustration, low moral and conflict among subordinates.
 Subordinates tend to shirk responsibility and initiative.

7. 1. Advantages:
 Exchange of ideas improves job satisfaction and morale of the
subordinates.
 Human values get their due recognition which develops positive
attitude and reduces resistance to change.
 Labour absenteeism and labour turnover are reduced.
 The quality of decision is improved.
2. Disadvantages:
● Democratic style of leadership is time consuming and may result
in delays in decision-making.

8. ParticipativeDemocratic Style:
 Under this style, a leader decentralizes and delegates high authority
to his subordinates.
 He makes a final decision only after consultation with the
subordinates.
 Democratic leaders have a high concern for both people and work.

9.  It is less effective if participation from the subordinates is for
name sake.
 Consulting others while making decisions go against the
capability of the leader to take decisions.

10. Free Rein or Laissez Fair style:
● In this style, a manager gives complete freedom to his
subordinates.
● There is least intervention by the leader and so the group
operates entirely on its own.
● In this style manager does not use power but maintains contact
with them.
● Subordinates have to exercise self control. This style helps
subordinates to develop independent personality.

11. 1. Advantages:
 Positive effect on job satisfaction and moral of subordinates.
 It gives chance to take initiative to the subordinates.
 Maximum possible scope for development of subordinates.
2. Disadvantages:
● Subordinates do not get the guidance and support of the leader.
● Free rein style of leadership may be appropriate when the
subordinates are well trained, highly knowledgeable, self-
motivated and ready to assume responsibility.

12. BUILDING
TRUST
COACHING
PEOPLE
ACTING
WITH
INTEGRITY
ENCOURAG
ING
INNOVATIV
E
THINKING
INSPIRING
OTHERS
LEADERSHIP BEHAVIOUR
REWARDING
ACHIEVEME
NT

13. 1. Building trust
 Consistency is the key to building this kind of trust.
 Trust can be built or destroyed over time and is built in different
ways.
 Leaders can engender trust by becoming aware of the concerns,
aspirations, and circumstances of others.
 When leaders are consistent and predictable, others acquire
confidence and trust in them.
 Trust can be built from a leader’s rock-solid honesty and integrity.

14. 2. Acting with integrity
Acting with ingrity is done by
 Talking about most important values and beliefs.
 Specifying the importance of having a strong sense of purpose.
 Considering the moral and ethical consequences of decisions.
 Emphasising the importance of a collective sense of mission.

15. 3. Inspiring others
The extent to which you demonstrate a positive view of the
future and of what needs to be done by:
 Talking optimistically about the future.
 Providing positive communication about what needs to be
achieved.
 Articulating a compelling vision of the future.
 Expressing confidence that goals will be achieved.

16. 4. Encouraging innovative thinking
Challenging your people to be innovative and encouraging input
by:
 Re-examining critical assumptions to question their
appropriateness.
 Seeking differing perspectives when problem solving.
 Getting others to look at issues from different angles.
 Suggesting new ways of completing assignmenats.

17. 5. Coaching people
Being seen as someone who focuses on developing the
individuals within team/business by:
 Spending time teaching & coaching.
 Treating people as individuals rather than just members of a
group.
 Considering each persons’ differing needs, abilities and
aspirations.
 Helping people to identify and develop their strengths.

18. 6. Rewarding achievement
appropriate and timely awards for achievements by:
 Providing others with assistance in exchange for their efforts.
 Talking specifically about who is responsible for achieving
performance targets.
 Expressing satisfaction when expectations are met.
 Clarifying exactly what outcomes are expected.
 Delivering what is promised in exchange for support.

19. Thank you 