The document discusses three major leadership styles: autocratic, democratic, and laissez-faire. It provides details on each style, including definitions, key characteristics, advantages and disadvantages. The autocratic style involves absolute control held by the leader, while the democratic style emphasizes shared decision-making and input from group members. Most modern organizations prefer the democratic approach as it tends to improve employee motivation, creativity, and retention.
The document discusses motivation in management and theories of motivation. It defines motivation as inspiring people to work individually or in groups to produce the best results. Management is getting people together to accomplish goals and involves planning, organizing, staffing, leading, and controlling an organization. Theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and Porter and Lawler's model. The document provides tips for motivating including caring not scaring, recognizing differences, and non-financial rewards. It also distinguishes between motivation, satisfaction, inspiration, and manipulation.
This document discusses five main leadership styles: transactional leadership, autocratic leadership, democratic/participative leadership, laissez-faire leadership, and transformational leadership. It provides descriptions of each style, including pros and cons. The key takeaways are that different leadership styles are more effective depending on the situation, and that understanding different styles helps leaders adapt their approach based on the people they influence.
This is a quick overview of team leadership. It does not go into alot of detail, it is mainly a "What is Team Leadership All About Anyway" type of presentation.
DO THE LEADERS AND MANAGERS HAVE THE SAME ROLE?
Leadership is setting a new direction or vision for a group.
.while management controls and directs people or resources in a group according to the principles or values.
Management involves planning, organizing, staffing, directing, and controlling resources to achieve objectives. The key functions of management are planning, organizing, staffing, controlling, and directing. While administration determines policies and objectives, management executes policies and programs to coordinate activities and derive strength from administration. Management is essential for group goals to be achieved efficiently utilizing resources and establishing a sound organization.
The document discusses various topics related to leadership styles, theories, qualities, and roles. It provides information on different leadership styles like autocratic, democratic, transformational, and transactional leadership. It also outlines several leadership theories such as trait theories, situational theories, relationship theories, and contingency theories. Additionally, it lists qualities of a successful leader such as honesty, inspiring others, communication skills, decision-making ability, and confidence. The roles of a leader and manager are compared as well.
This Presentation will contain the description about how an leader should bee and what qualities and leadership styles he must possess in the field of competitive world and how to get succeeded.
There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
Instantly recognize interpersonal strengths, and reflect on how to balance your team, motivate and reward people for their strongest skills.
Learn to use a model rooted in therapy to guide and mentor others.
Leadership is not one-size-fits all. Understand different styles of leadership and when to apply them.
This talk is suitable for new and experienced UX practitioners mentoring other UXers, product teams or clients. It will help you develop more focused leadership skills and approaches when working with teams and individuals.
The document discusses motivation in management and theories of motivation. It defines motivation as inspiring people to work individually or in groups to produce the best results. Management is getting people together to accomplish goals and involves planning, organizing, staffing, leading, and controlling an organization. Theories discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, and Porter and Lawler's model. The document provides tips for motivating including caring not scaring, recognizing differences, and non-financial rewards. It also distinguishes between motivation, satisfaction, inspiration, and manipulation.
This document discusses five main leadership styles: transactional leadership, autocratic leadership, democratic/participative leadership, laissez-faire leadership, and transformational leadership. It provides descriptions of each style, including pros and cons. The key takeaways are that different leadership styles are more effective depending on the situation, and that understanding different styles helps leaders adapt their approach based on the people they influence.
This is a quick overview of team leadership. It does not go into alot of detail, it is mainly a "What is Team Leadership All About Anyway" type of presentation.
DO THE LEADERS AND MANAGERS HAVE THE SAME ROLE?
Leadership is setting a new direction or vision for a group.
.while management controls and directs people or resources in a group according to the principles or values.
Management involves planning, organizing, staffing, directing, and controlling resources to achieve objectives. The key functions of management are planning, organizing, staffing, controlling, and directing. While administration determines policies and objectives, management executes policies and programs to coordinate activities and derive strength from administration. Management is essential for group goals to be achieved efficiently utilizing resources and establishing a sound organization.
The document discusses various topics related to leadership styles, theories, qualities, and roles. It provides information on different leadership styles like autocratic, democratic, transformational, and transactional leadership. It also outlines several leadership theories such as trait theories, situational theories, relationship theories, and contingency theories. Additionally, it lists qualities of a successful leader such as honesty, inspiring others, communication skills, decision-making ability, and confidence. The roles of a leader and manager are compared as well.
This Presentation will contain the description about how an leader should bee and what qualities and leadership styles he must possess in the field of competitive world and how to get succeeded.
There are some models so relatable, so simple, so memorable, they are immediately useful. This talk will introduce models that foster leadership and are easy to apply to UX teams. One of the more important things you can do in user experience work is inspire others to achieve their best work. Based on research of over 7000 professionals, learn the four dimensions that differentiate your team members.
Instantly recognize interpersonal strengths, and reflect on how to balance your team, motivate and reward people for their strongest skills.
Learn to use a model rooted in therapy to guide and mentor others.
Leadership is not one-size-fits all. Understand different styles of leadership and when to apply them.
This talk is suitable for new and experienced UX practitioners mentoring other UXers, product teams or clients. It will help you develop more focused leadership skills and approaches when working with teams and individuals.
Frederick Herzberg performed studies to determine factors that cause employee satisfaction or dissatisfaction. He identified two types of factors: hygiene factors related to company policy and work environment that prevent dissatisfaction, and motivators from the work itself like achievement and responsibility that provide satisfaction. Herzberg argued that satisfying hygiene factors does not motivate employees, and that job enrichment providing challenge and responsibility is needed to motivate intrinsicly. His theory emphasizes that true motivation comes from within employees rather than external incentives.
This document discusses different styles and definitions of leadership. It begins by defining leadership as the process of influencing others towards goal achievement. Some key leadership styles discussed include autocratic, democratic, and laissez-faire. Autocratic leadership involves centralized decision making while democratic leadership encourages participation. Laissez-faire provides freedom but little guidance. Additional styles covered are transformational, transactional, task-oriented, bureaucratic, servant, and charismatic leadership. The document emphasizes that effective leadership depends on the situation and matching the appropriate style to the followers and task.
This document provides an outline for a presentation on change management. It begins with an introduction to change management, defining it and discussing change agents and types of change. It then covers aims and targets of change management, principles of change management, and Kotter's eight steps for successful change. Finally, it discusses change processes and theories, the change management process, and managing resistance to change. The objectives are to define change management and discuss frameworks for managing organizational and personal change.
The document discusses the change process for schools, organizations, and individuals. It explains that change is a process, not an event, and can be planned or unplanned. It also discusses factors that affect the change process like capacity for change. The key steps in the change process include establishing a vision, determining the current state, and identifying a process to achieve the vision. It also classifies changes as first-order/continuous or second-order/discontinuous. Several theories that inform the change process are described like force field analysis and strategies like empirical-rational, normative-re-educative, and power-coercive. The primary purpose of change in schools is to improve instruction.
The document discusses different leadership styles and types of power. It describes six common leadership styles: autocratic, bureaucratic, democratic, laissez-faire, charismatic, and task-oriented. It also defines two types of power: formal power based on one's position, and personal power based on one's influence. Effective leaders gain power through developing personal influence, expertise, and persuasiveness to lead organizations in ethical ways.
The document summarizes the evolution of management theory from the pre-scientific era through modern times. It traces the development of key theories like scientific management, administrative management, and behavioral management. Theories evolved in response to changing economic and social conditions from the industrial revolution onward as managers sought better ways to organize work and motivate employees for high performance.
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
An effective team has shared leadership, develops their own scope of work and commits time to complete tasks. Team members are mutually accountable for work products and individual performance is based on team achievements. The document discusses how to create effective teams by sharing leadership roles, developing accountability, scheduling work, and creating work products together. It also outlines the stages teams typically go through, from initially forming to storming, norming, and high performing. Qualities of a good leader are described as supporting the team and prioritizing both people and production.
Good managers are essential to any successful organization. An exceptionally good manager achieves a hardworking, productive and effective workforce that punches above its weight in its performance.
The document summarizes different leadership styles in 3 sentences or less:
1. Leadership styles can be categorized based on the amount of authority retained by the leader, such as authoritarian, democratic, consultative, and laissez-faire styles.
2. Other classifications include styles based on their task versus people emphasis, like those that are high task/low relationship or high relationship/low task.
3. Likert identified four systems ranging from exploitative-authoritarian to participative, based on assumptions about how much confidence and involvement leaders have in subordinates.
This document discusses planned change, which is deliberate, well-thought out change initiated by an individual or group. It involves developing a vision for the future, expert planning, and leadership. Planned change aims to solve problems or increase efficiency. The process involves building relationships, diagnosing issues, acquiring resources, choosing solutions, gaining acceptance, and stabilization. Lewin's model of change involves three phases - unfreezing old ways, moving to new approaches, and refreezing the changes. Various change agent strategies are outlined, as well as characteristics of successful planned change efforts.
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
Unlike management, leadership cannot be taught, although it may be learned and enhanced through coaching or mentoring. Someone with great leadership skills today is Bill Gates who, despite early failures, with continued passion and innovation has driven Microsoft and the software industry to success.
فرهاد زرگری , To Lead or to Manage that is the question, change management,futurology,heart and brain,leadership,management,mission statement,organizational change,organizational culture,organizational development,vision, Successful Governance,outcome oriented, Accountability vs Responsibility,
This document discusses different theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on personality traits that differentiate leaders from non-leaders, but no universal traits have been identified. Behavioral theories propose that leadership can be taught and examine specific behaviors. Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the situation.
Personnel management involves establishing policies and programs to maximize both employee and organizational goals. It aims to develop human resources through retention, training, and strengthening employer-employee relationships. Personnel management covers all employee levels and categories across both public and private sector organizations. It is a responsibility of both line and staff managers to optimize employee skills and ensure cooperation to achieve organizational objectives.
Management is important for effectively utilizing scarce resources to maximize benefit to society. It develops human and non-human resources to improve lives and incorporates necessary innovations as organizations and technology advance. Management also balances competing interests between groups like shareholders and employees, and provides stability as it guides societal changes from traditions to new inventions.
1) A group is defined as two or more interacting individuals who share common goals and perceive themselves as part of the group, while group dynamics studies the interactions and processes within groups.
2) Key features of groups include having at least two members who interact, develop leadership, have a collective identity, establish group norms, and ultimately find satisfaction from group membership.
3) Group development occurs in phases including forming, storming, norming, performing, and potentially adjourning for temporary groups, as the group establishes structure, roles, and becomes functional in accomplishing its goals.
Leader-Member Exchange (LMX) theory proposes that leaders form different quality relationships with each subordinate, ranging from high-quality exchanges with an "in-group" to lower-quality exchanges with an "out-group." Early research found that in-group members receive more support and responsibilities. Later studies showed high-quality LMX relationships result in better job attitudes and performance. LMX theory describes leadership as developing through three phases - stranger, acquaintance, and mature partnership - moving from lower- to higher-quality exchanges over time. The theory focuses on the dyadic relationship between each leader and member.
Leadership involves influencing and guiding others in an organization. There are three main leadership styles: autocratic, where the leader makes all decisions; democratic, where the leader involves others in decision making; and laissez-faire, where the leader offers little guidance. Leadership theories include behavioral theories focusing on leader behaviors, trait theories examining leader characteristics, and contingency theories recognizing that effective leadership depends on situational factors like task and follower readiness. Transformational leadership inspires extraordinary follower effort through charisma and responding to crises.
Lewin's research in the 1930s identified three main leadership styles: authoritarian, participative, and delegative. Authoritarian leadership, also known as autocratic leadership, is characterized by individual control over all decisions with little input from group members. While this style can be effective in situations requiring rapid decisions, it often creates hostile environments and less creative outcomes. Participative leadership, or democratic leadership, encourages group member participation but retains final decision-making authority. This style was found to be the most effective by Lewin. Delegative leadership, also called laissez-faire leadership, offers little guidance and results in poorly defined roles and lack of motivation. Additional research has identified transformational and transactional leadership styles. The optimal
Frederick Herzberg performed studies to determine factors that cause employee satisfaction or dissatisfaction. He identified two types of factors: hygiene factors related to company policy and work environment that prevent dissatisfaction, and motivators from the work itself like achievement and responsibility that provide satisfaction. Herzberg argued that satisfying hygiene factors does not motivate employees, and that job enrichment providing challenge and responsibility is needed to motivate intrinsicly. His theory emphasizes that true motivation comes from within employees rather than external incentives.
This document discusses different styles and definitions of leadership. It begins by defining leadership as the process of influencing others towards goal achievement. Some key leadership styles discussed include autocratic, democratic, and laissez-faire. Autocratic leadership involves centralized decision making while democratic leadership encourages participation. Laissez-faire provides freedom but little guidance. Additional styles covered are transformational, transactional, task-oriented, bureaucratic, servant, and charismatic leadership. The document emphasizes that effective leadership depends on the situation and matching the appropriate style to the followers and task.
This document provides an outline for a presentation on change management. It begins with an introduction to change management, defining it and discussing change agents and types of change. It then covers aims and targets of change management, principles of change management, and Kotter's eight steps for successful change. Finally, it discusses change processes and theories, the change management process, and managing resistance to change. The objectives are to define change management and discuss frameworks for managing organizational and personal change.
The document discusses the change process for schools, organizations, and individuals. It explains that change is a process, not an event, and can be planned or unplanned. It also discusses factors that affect the change process like capacity for change. The key steps in the change process include establishing a vision, determining the current state, and identifying a process to achieve the vision. It also classifies changes as first-order/continuous or second-order/discontinuous. Several theories that inform the change process are described like force field analysis and strategies like empirical-rational, normative-re-educative, and power-coercive. The primary purpose of change in schools is to improve instruction.
The document discusses different leadership styles and types of power. It describes six common leadership styles: autocratic, bureaucratic, democratic, laissez-faire, charismatic, and task-oriented. It also defines two types of power: formal power based on one's position, and personal power based on one's influence. Effective leaders gain power through developing personal influence, expertise, and persuasiveness to lead organizations in ethical ways.
The document summarizes the evolution of management theory from the pre-scientific era through modern times. It traces the development of key theories like scientific management, administrative management, and behavioral management. Theories evolved in response to changing economic and social conditions from the industrial revolution onward as managers sought better ways to organize work and motivate employees for high performance.
The document provides an introductory glimpse of management and the history of its evolution.The document also illustrates the nature, characteristics and importance of management. Various levels of management and managerial skills are also illustrated. The document also provides information to distinguish management and administration. Certain theories of pioneers are also mapped onto the document.
An effective team has shared leadership, develops their own scope of work and commits time to complete tasks. Team members are mutually accountable for work products and individual performance is based on team achievements. The document discusses how to create effective teams by sharing leadership roles, developing accountability, scheduling work, and creating work products together. It also outlines the stages teams typically go through, from initially forming to storming, norming, and high performing. Qualities of a good leader are described as supporting the team and prioritizing both people and production.
Good managers are essential to any successful organization. An exceptionally good manager achieves a hardworking, productive and effective workforce that punches above its weight in its performance.
The document summarizes different leadership styles in 3 sentences or less:
1. Leadership styles can be categorized based on the amount of authority retained by the leader, such as authoritarian, democratic, consultative, and laissez-faire styles.
2. Other classifications include styles based on their task versus people emphasis, like those that are high task/low relationship or high relationship/low task.
3. Likert identified four systems ranging from exploitative-authoritarian to participative, based on assumptions about how much confidence and involvement leaders have in subordinates.
This document discusses planned change, which is deliberate, well-thought out change initiated by an individual or group. It involves developing a vision for the future, expert planning, and leadership. Planned change aims to solve problems or increase efficiency. The process involves building relationships, diagnosing issues, acquiring resources, choosing solutions, gaining acceptance, and stabilization. Lewin's model of change involves three phases - unfreezing old ways, moving to new approaches, and refreezing the changes. Various change agent strategies are outlined, as well as characteristics of successful planned change efforts.
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
Unlike management, leadership cannot be taught, although it may be learned and enhanced through coaching or mentoring. Someone with great leadership skills today is Bill Gates who, despite early failures, with continued passion and innovation has driven Microsoft and the software industry to success.
فرهاد زرگری , To Lead or to Manage that is the question, change management,futurology,heart and brain,leadership,management,mission statement,organizational change,organizational culture,organizational development,vision, Successful Governance,outcome oriented, Accountability vs Responsibility,
This document discusses different theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on personality traits that differentiate leaders from non-leaders, but no universal traits have been identified. Behavioral theories propose that leadership can be taught and examine specific behaviors. Contingency theories emphasize that leadership effectiveness depends on matching a leader's style to the situation.
Personnel management involves establishing policies and programs to maximize both employee and organizational goals. It aims to develop human resources through retention, training, and strengthening employer-employee relationships. Personnel management covers all employee levels and categories across both public and private sector organizations. It is a responsibility of both line and staff managers to optimize employee skills and ensure cooperation to achieve organizational objectives.
Management is important for effectively utilizing scarce resources to maximize benefit to society. It develops human and non-human resources to improve lives and incorporates necessary innovations as organizations and technology advance. Management also balances competing interests between groups like shareholders and employees, and provides stability as it guides societal changes from traditions to new inventions.
1) A group is defined as two or more interacting individuals who share common goals and perceive themselves as part of the group, while group dynamics studies the interactions and processes within groups.
2) Key features of groups include having at least two members who interact, develop leadership, have a collective identity, establish group norms, and ultimately find satisfaction from group membership.
3) Group development occurs in phases including forming, storming, norming, performing, and potentially adjourning for temporary groups, as the group establishes structure, roles, and becomes functional in accomplishing its goals.
Leader-Member Exchange (LMX) theory proposes that leaders form different quality relationships with each subordinate, ranging from high-quality exchanges with an "in-group" to lower-quality exchanges with an "out-group." Early research found that in-group members receive more support and responsibilities. Later studies showed high-quality LMX relationships result in better job attitudes and performance. LMX theory describes leadership as developing through three phases - stranger, acquaintance, and mature partnership - moving from lower- to higher-quality exchanges over time. The theory focuses on the dyadic relationship between each leader and member.
Leadership involves influencing and guiding others in an organization. There are three main leadership styles: autocratic, where the leader makes all decisions; democratic, where the leader involves others in decision making; and laissez-faire, where the leader offers little guidance. Leadership theories include behavioral theories focusing on leader behaviors, trait theories examining leader characteristics, and contingency theories recognizing that effective leadership depends on situational factors like task and follower readiness. Transformational leadership inspires extraordinary follower effort through charisma and responding to crises.
Lewin's research in the 1930s identified three main leadership styles: authoritarian, participative, and delegative. Authoritarian leadership, also known as autocratic leadership, is characterized by individual control over all decisions with little input from group members. While this style can be effective in situations requiring rapid decisions, it often creates hostile environments and less creative outcomes. Participative leadership, or democratic leadership, encourages group member participation but retains final decision-making authority. This style was found to be the most effective by Lewin. Delegative leadership, also called laissez-faire leadership, offers little guidance and results in poorly defined roles and lack of motivation. Additional research has identified transformational and transactional leadership styles. The optimal
1) Leadership has been defined as a social process where one individual enlists the aid of others to accomplish a common task. Effective leadership creates opportunities for people to contribute to extraordinary outcomes.
2) Leadership is a key aspect of organizations and involves the capacity of leaders to listen, encourage dialogue, establish transparent decision-making processes, and articulate clear visions and values to initiate meaningful change.
3) Early theories of leadership traits attempted to identify characteristics of successful leaders, noting qualities like drive, integrity, and intelligence, though evidence for traits like charisma is less clear. Behavioral theories later evaluated leadership styles, finding that democratic styles with collective decision-making were preferred to authoritarian or laissez-faire approaches
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The document discusses various theories of leadership. It defines leadership and discusses early theories including the Great Man theory which proposed that great leaders are born, not made. It also covers trait theories, behavioral theories, contingency theories, and transformational theories. The theories focus on different aspects believed to define leadership such as traits, behaviors, situational factors, and relationships with followers. The document provides examples and limitations of each theory of leadership.
Leader and responsibilities in management .pptvinoth656550
The document provides an overview of various leadership theories and styles. It discusses trait theory, which focuses on identifying key leadership characteristics. Behavioral theory examines leadership behaviors that can be learned. Contingency theory posits that leadership success depends on situational factors. Path-goal theory states leaders should adapt their style based on follower maturity and task details. Other leadership styles covered include autocratic, democratic, laissez-faire, transactional, transformational, and visionary.
The document discusses various theories and concepts related to leadership. It defines leadership as a process of social influence where a person enlists others to accomplish a common task. Leadership involves developing a vision to motivate people towards a goal. The document outlines different types of leaders, the differences between managers and leaders, and several theories of leadership including trait theory, behavioral theory, contingency theory, and situational theory. It also discusses studies on leadership conducted at Ohio State University and the University of Michigan.
The document discusses various theories and styles of leadership. It defines leadership as a process of social influence where a person enlists others to accomplish a common task. The major theories covered include trait theory, which focuses on innate qualities; behavioral theory, which emphasizes observable behaviors; contingency theory, which states there is no single best style but the approach depends on situational factors; and situational theory, which similarly states the optimal leadership style depends on follower readiness and the task. The document also outlines styles like authoritarian, democratic, and laissez-faire, as well as theorists like Fiedler, Hersey-Blanchard, and Likert.
This document provides an overview of leadership styles, including traditional vs contemporary definitions. It discusses trait theory, behavioral theories, and situational leadership. Transformational and transactional leadership styles are also compared. Specific leadership styles like autocratic, democratic, and laissez-faire are defined. The goal is to help students understand different approaches to leadership and determine their own style.
The document discusses various theories and styles of leadership. It defines leadership as a process of social influence where a person enlists others to accomplish a common task. Four factors of leadership are identified as the leader, follower, communication, and the situation. Three major leadership styles are described as authoritarian, democratic, and laissez-faire. Trait, behavioral, contingency, and situational theories of leadership are explained. Specific contingency theories like Fiedler's model and situational theories like Blanchard's are outlined. The document also discusses path-goal theory, the managerial grid, and Likert's leadership systems.
Leadership can be defined in different ways. Some see it as an individual's ability to influence others beyond normal compliance, while others see it as hereditary traits. Group members are more likely to accept needed changes if they help identify issues and solutions. Leadership requires the power to influence others towards goals. Power can come from formal positions or personal attributes, and is necessary for leading but must be used carefully. Overall, leadership involves skills that can be learned to guide groups effectively.
The document discusses various leadership theories and styles. It defines leadership and describes traits of effective leaders. It outlines six categories of leadership: instructional, transformational, moral, participative, contingency, and managerial. Theories discussed include trait theory, behavioral theory, contingency theory, path-goal theory, and situational leadership theory. Three main leadership styles are described as autocratic/authoritarian, democratic/participative, and laissez-faire. The summary emphasizes that leadership effectiveness results from an interaction of a leader's traits, behaviors, and situational factors.
The document discusses various leadership theories and styles. It defines leadership and describes traits of effective leaders. It outlines six categories of leadership: instructional, transformational, moral, participative, contingency, and managerial. It also discusses trait, behavioral, contingency, path-goal, and situational leadership theories. Finally, it describes three main leadership styles: autocratic/authoritarian, democratic/participative, and laissez-faire/free rein.
This document summarizes various theories of leadership and styles. It discusses trait theory, which focuses on individual leader characteristics. It also describes the managerial grid model and its concern for people and production. Additionally, it covers behavioral theory and contingency theory, which states that leadership behavior depends on situational characteristics. The document outlines three major leadership styles - authoritarian, participative, and delegative - and their characteristics.
The Study is titled ―Leadership Styles: A Case Study of Syria‖. The main objectives of the research work are to identify and then analyze the political leadership style in Syria, to generate a profile of past, current and emerging leaders of Syria, to study the reasons that led to the uprising in Syria and to assess the future consequences of the decisions taken by the Political Leadership. The study will be descriptive in nature. Keeping in mind the objectives of the study, appropriate data will be collected from people and organizations from both, official and non-official, taking a look at the current and emerging leadership Styles in Syria. Survey for the political, security and economic situation will be carried. Both primary and secondary sources of data will be used for present research. For analysis and conclusion of the results of the survey, appropriate statistical tools and analysis will be done
leadership
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the essence of leadership
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leadership & management
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importance of leadership
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theories of leadership
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behavioural theory
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difference between managers & leaders
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managerial grid
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based on assumptions about people
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trait theory
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laissez –faire or free rein style
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formal & informal leadership
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leadership styles
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participative or democratic style
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autocratic or authoritarian style
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based on authority retained
Similar to MERITS AND DEMERITS OF LEADERSHIP STYLES (20)
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
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Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
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solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
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Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
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MERITS AND DEMERITS OF LEADERSHIP STYLES
1. The search for the characteristics or traits of leaders has been ongoing for centuries.
Philosophical writings from Plato's Republic to Plutarch's Lives have explored the question
"What qualities distinguish an individual as a leader?" Underlying this search was the early
recognition of the importance of leadership and the assumption that leadership is rooted in the
characteristics that certain individuals possess. In prehistoric times, humanity was preoccupied
with personal security, maintenance, protection and survival. Now humanity spends a major
portion of waking hours working for organizations. The need to identify with a community that
provides security, protection, maintenance, and a feeling of belonging has continued unchanged
from prehistoric times. Humans have gone beyond seeking personal and parochial interests and
are now concerned with working with a group to achieve a common goal, a goal which can only
1
be achieved through effective leadership.
Who then is a leader? The Longman Dictionary of Contemporary English (1995) defines
a leader as the person who directs or controls a team, organization, country, etc. Whereas one
school of thought simply assume that a leader is somebody whom people follow or one who
guides or directs others, another also holds the view that a leader is one who organizes a group of
people to achieve a common goal. According to Wikipedia, the free encyclopedia, leadership is
"a process of social influence in which one person can enlist the aid and support of others in the
accomplishment of a common task". From the foregoing definition, it can be stated that
leadership entails the use of influence by one (a leader) to cause other(s) (a follower or
followers) to achieve a common goal. At this juncture, it would do this this discussion good if
the meaning of ‘leadership style’ is brought to the limelight. In his attempt to define leadership
style, Fahim (2010) posits that the term leadership style refers to the pattern of behaviour, which
a leader adopts in directing behaviour of the followers towards the attainment of organizational
2. goals. He argues further that leadership style is the position that a leader usually takes with
regard to how much decision making freedom he allows his followers to have. Similarly, Fahim
expatiates that the behaviour exhibited by a leader during supervision of his followers is known
as leadership style and that the nature and form of leadership style is affected by factors such as
existing circumstances, time period, personality of the leader, experience, attitude and
orientation, nature of followers and external environment. Quoting Wikipedia, the free
encyclopedia, “a leadership style is a leader's style of providing direction, implementing plans,
and motivating people. It is the result of the philosophy, personality, and experience of the
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leader”.
This discussion seeks to examine the merits and demerits of three (3) well-known
leadership styles, namely, autocratic, democratic and laissez faire leadership styles. It is
worthwhile to note that several studies have been undertaken on the different leadership styles.
One of the foremost studies took place in 1939 when a group of researchers led by psychologist
Kurt Lewin set out to identify different styles of leadership. While further research has identified
more specific types of leadership, this early study was very influential and established the three
major leadership styles. In the study, schoolchildren were assigned to one of three groups with an
autocratic, democratic or laissez-faire leader. The children were then led in an arts and crafts
project while researchers observed the behavior of children in response to the different styles of
leadership.
The autocratic leadership style is to be considered first. The word ‘autocracy’ comes
from the Greek roots “auto” meaning “self”, and “kratos” which also connotes “power”.
Drawing from the Greek roots, autocracy can therefore be simply explained as “self-imposed
power governance”. Autocratic leadership, also known as authoritarian leadership, is a leadership
3. style characterized by individual control over all decisions and little input from group members.
Such leaders typically make choices based on their own ideas and judgments and rarely accept
advice from followers. Autocratic leadership involves absolute, authoritarian control over a
group. This leadership style bases itself on Douglas McGregor’s Theory X that considers
employees as inherently lazy and disliking work, and assumes they seek to avoid work as much
as possible. Theory X advocates close supervision and comprehensive control systems,
reinforced by a hierarchical structure and a narrow span of control. Leaders who belong to this
category provide clear expectations for what needs to be done, when it should be done, and how
it should be done. There is also a clear division between the leader and the followers.
Authoritarian leaders make decisions independently with little or no input from the rest of the
group. An autocracy is a system of government in which a supreme power is concentrated in the
hands of one person, whose decisions are subject to neither external legal restraints nor
regularized mechanisms of popular control (except perhaps for the implicit threat of coup d'état
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or mass insurrection).
Some of the primary characteristics of autocratic leadership include: the autocratic leader
retains all power, authority, and control, and reserves the right to make all decisions. They
distrust their subordinate’s ability, and closely supervise and control people under them. Such
leaders involve themselves in detailed day-to-day activities, and rarely delegate or empower
subordinates. They also adopt one-way communication. Authoritarians do not consult with
subordinates or give them a chance to provide their opinions, no matter the potential benefit of
such inputs. Autocratic leadership assumes that employee motivation comes not through
empowerment, but by creating a structured set of rewards and punishments. These leaders get
work done by issuing threats and punishments and evoking fear. The primary concern of
4. autocratic leaders remains dealing with the work at hand and not on developmental activities.
Autocratic leaders assume full responsibility and take full credit for the work.
Autocratic leadership can be beneficial in some instances, such as when decisions need
to be made quickly without consulting with a large group of people. Some projects require strong
leadership in order to get things accomplished quickly and efficiently. For instance, a group of
students working on a project that got derailed by poor organization, a lack of leadership, and an
inability to set deadlines may need a strong leader who utilizes an autocratic style, can take
charge of the group, assign tasks to different members, and establish solid deadlines for projects
to be finished. In situations that are particularly stressful, such as during military conflicts, group
members may actually prefer an autocratic style. It allows members of the group to focus on
performing specific tasks without worrying about making complex decisions. This also allows
group members to become highly skilled at performing certain duties, which can be beneficial to
the group. Authoritarian leadership is best applied to situations where there is little time for
group decision-making or where the leader is the most knowledgeable member of the group.
Lewin, Lippitt and White (1939) assert that the autocratic management has been successful as it
provides strong motivation to the manager. It permits quick decision-making, as only one person
decides for the whole group and keeps each decision to him/herself until he/she feels it needs to
be shared with the rest of the group. Autocratic leadership creates a centralized chain of
command with heavy involvement of the leader in a whole gamut of operations. Proponents of
the autocratic leadership style advocate it as an ideal method to extract high performance from
employees without putting them under stress. They insist the close supervision and monitoring
leads to a faster pace of work with less slack, where the leader assumes full responsibility for the
decisions and actions, ultimately creating reduced stress for subordinates.
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5. It is important to note that of all the three leadership styles being discussed here, the
autocratic leadership style is the one that has suffered a lot of criticisms and is in fact labelled by
many as disadvantageous. The advantages of autocratic leadership notwithstanding, this
leadership style has borne the brunt of heavy criticism in the last three decades, where the move
toward systems thinking and empowering people have led to the perception of “autocratic” and
“centralized command” as negative and undesirable traits. Theory Y, the antithesis of Theory X
(as put forward by initially mentioned Douglas McGregor) assumes that ambitious and self-motivated
employees enjoy their mental and physical work duties. Such employees possess the
ability for creative problem solving, but most organizations under-utilize their talents. Theory Y
holds that employees seek and accept responsibility and exercise self-control and self-direction
in accomplishing objectives, provided the conditions remain congenial for such an approach. The
autocratic leadership style remains wholly unsuited for such Theory Y oriented workforces and
does not rank among the modern leadership styles in a changing world. In an analysis of
militarized disputes between two states, if one was an autocracy the chance of violence occurring
doubled; if both states were democratic the chance of violence fell by more than half (Pinker,
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2011).
Among the host of criticisms levelled against autocratic leadership are the following:
Contrary to claims of close supervision with detailed instructions to reduce stress and improve
productivity, research suggests that such actions actually unmotivate employees, and cause them
to become tense, fearful, or resentful. Lack of involvement from the employee in the decision
making process leads to employees not assuming ownership of their work, contributing to low
morale, lack of commitment, and manifesting in high turnover, absenteeism, and work stoppage.
The heavily centralized command of autocratic leadership style ensures that the system depends
6. entirely on the leader. If the leader is strong, capable, competent, and just, the organization
functions smoothly, and if the leader is weak, incompetent, or has low ethical and moral
standards, the entire organization suffers for the sake of a single leader. All power vested with
the leader leads to risk of leaders with low moral fiber exploiting employees, indulging in
favoritism and discrimination, and the like. Weak autocratic leaders tend to take decisions based
on ego rather than sound management principles, and punish employees who dare to disagree
with such decisions. The leader reserving the right to make all decisions leads to subordinates
becoming heavily dependent on the leader. The team thereby becomes useless in running
operations if they lose contact with their leader, and absence of the leader leads to total collapse
and shutdown of operations. The one sided communication flow in an autocratic leadership style
restricts the creative and leadership skills of the employees and prevents their development. This
harms the organization as well, for the employees remain incapable of assuming greater
responsibilities, or to perform anything outside the routine. The autocratic leader, by taking all
responsibility and involved heavily in day to day operations, remains forced to work at full
capacity, leading to stress and other health problems. Autocratic leaders usually remain
unpopular and damage working relationships with colleagues. This leadership style is unsuited to
build trusting relationships. This leadership style survives by default because it comes naturally
to most leaders, especially in times of low morale or insubordination.
Next in this discussion is the democratic leadership style which is also known as
participative leadership style. The word ‘democracy’ has its origins in the Greek language. It
combines two shorter words: ‘demos’ meaning whole citizen living within a particular city-state
and ‘kratos’ meaning power or rule. Democratic leadership in an organization involves the
redistribution of power and authority between employees and managers to provide employee
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7. involvement in decision-making. The democratic leadership style consists of the leader sharing
the decision-making abilities with group members by promoting the interests of the group
members and by practicing social equality. This has also been called shared leadership
(Wikipedia, the free encyclopedia). This leadership style is more apt for theory Y employees (as
explained by Douglas McGregor in his X-Y Theory). It promotes sharing of responsibility,
delegation of authority and continual consultation. Teamwork is the key for democracy to
prevail. For example: In an autocratic leadership, the leader might say, ‘I want both of you to
work on X project’, but, in a democratic leadership, the same leader would say, ‘Let’s work on
the X project together’. Companies of the present generation are moving towards more
participation and less authoritativeness to ensure maximum satisfaction and efficiency of the
employees. Letting the employees be a part of the decision making works wonders and gets
people excited about their work environment and the job at hand. However, the final authority
still rests with the leader. Democratic leadership style is not a sign of weakness rather a process
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of strengthening the position of your employees.
The democratic leadership style is characterized by the following: delegation of tasks to
other employees and subordinates along with full responsibility makes them accountable for their
actions and tasks. The manager or leader in-charge is always open to feedback (initiatives and
otherwise) and it forms the basis of future assignments. Encouragement by the leader to inspire
the employees to become leaders and develop in this area. The manager seeks consultation on all
issues and decisions but remains the final authority on which ones to be put into use.
It is an indisputable fact that the democratic leadership style is the most favoured in
modern times. This could be attributed to the numerous benefits that can be derived from it.
Lewin et al in their 1939 study found that participative leadership, also known as democratic
8. leadership, is generally the most effective leadership style. Democratic leaders offer guidance to
group members, but they also participate in the group and allow input from other group
members. They concluded in their study that, children in this group (i.e. the democratic
leadership group) were less productive than the members of the authoritarian group, but their
contributions were of a much higher quality. They further argued that democratic leaders
encourage group members to participate, but retain the final say over the decision-making
process. Group members feel engaged in the process and are more motivated and creative.
Not deviating from the benefits that have already been cited, the democratic leadership
style also has the following advantages: Office politics that can threaten the growth and
development of a working environment can be reduced with the help of a democratic style of
leadership. All the people involved use their skills together for the completion of a certain task
and hence, almost all ideas are taken into consideration and carefully debated. Communication
gap is reduced. Tension between the leader and team members is decreased as a result of which
fear of rejection and denial also reduces – this makes all sorts of issues addressable. An
autocratic leader, on the other hand, would have certain demands and expectations from his
subordinates which make the employees fear the leader. A positive work environment is created.
This means that a culture of junior workers getting a fair amount of responsibility and challenges
is encouraged. When there are the right vibes among employees, work becomes more
pleasurable. They say two minds are better than one! Same applies here. When creative ideas are
all put into the same box, great benefits are reaped. Companies run with this motive in mind that
every single individual has some characteristics that fulfill the objectives of the organization.
Employee turnover reduction is also ensured. A democratic leadership makes people feel
empowered at work as it is essentially performance based. A majority of the workers appreciate
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9. this style of leadership as it secures them a safe future with the company. Democratic leadership
techniques generally will do a better job creating job satisfaction because it fosters a sense of
participation, control and autonomy. Greater employee participation in decision-making may
also lead to greater innovation and creative solutions to problems that will better serve an
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organization.
Democratic leadership does present some disadvantages. A democratic approach to
management may not be as efficient as a more traditional centralized and authoritarian form of
direction. Consequently, it may be more costly to the organization in time and resources.
Accountability may sometimes present a problem. When responsibility is diffused among several
different individuals or groups, accountability for mistakes or failures may be harder to
determine. Some organizations or tasks may simply not be compatible with the type of employee
participation required for democratic leadership. The democratic leadership requires some
favoruable conditions in that the labour must be literate, informed and organized but this is not
always possible. Some managers adopt democratic leadership to please their subordinates but fail
to follow the technique in its entirety. They might simply take in all the ideas and end up never
implementing them. The decision making process might be a long drawn one since every team
member needs to be consulted. Some group members may feel alienated, if their ideas are not
accepted for action. This may create a feeling of frustration and ill-will. No one has a scarcity of
ideas but to put them all in place requires a great deal of patience and understanding. Missing
opportunities and being stuck in the middle of a hazard can be some of the drawbacks of this
style. Some managers may be uncomfortable with this approach because they may fear erosion
of their power base and their control over labour. This approach relies heavily on incentives and
10. motivation of recognition, appreciation, status and prestige. The labour may be more interested
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in financial incentives instead of prestige.
Democratic style is more appropriate where subordinates are educated, skilled, wise,
creative and enthusiastic, where the company endorses self-direction and self-control and
rewards and involvement as prime means of motivation and control and where leader desires to
hear subordinates before making decisions and to develop a strong and capable force of
followers. "The democratic or egalitarian leadership cluster reflects concern about the followers
in many different ways. Leadership is considerate, democratic, consultative and participative,
employee-centered, concerned with people, concerned with maintenance of good working
relations, supportive and oriented toward facilitating interaction, relationship oriented, and
oriented toward group decision making" (Bass & Bass, 2008). A democratic leadership style has
its advantages and drawbacks. It is quite effective for manufacturing industries, professional
organizations, non-profit companies and creative fields such as advertising where everyone’s
opinion can make a difference while in organizations like the armed forces, where decisions
must be made at the nick of the moment, democracy can do more harm than help.
Attention is now going to be given to the laissez faire leadership style. It is also known as
delegative leadership or free rein leadership. The term “laissez faire” is a French phrase meaning
“leave it to be.” This leadership style is also described as Individual- centered style. A person
may be in a leadership position without providing leadership, leaving the group to fend for itself.
Subordinates are given a free hand in deciding their own policies and methods. The subordinates
are motivated to be creative and innovative. In this style, leader takes little interest in managerial
functions and the subordinates are left on their own. It refers to that leadership style in which the
leader gives his subordinates complete freedom to make decisions. Overall objectives help the
11. subordinates in determining their own objectives. Apart from this, they provide resources for
work performance and, if need be, they also advise the employees. This style is absolutely
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different from the autocratic leadership style.
The laissez faire leadership style has a number of characteristics. A prominent
characteristic of this style is that the managers consider their subordinates capable, active and
responsible individuals and have full faith in them. In this style, the management-related
decisions are taken by the subordinates instead of the managers. They can, however, consult the
managers. It is based on the principle of decentralization. It means that the leaders widely
distribute their authority to enable every individual to determine his objective and make his plans
accordingly. The managers only perform the function of coordination, direction and general
control. After having once explained the objectives, the only job of the leader is to interfere only
in adverse situations. The supervision and control is done by the employees themselves.
The laissez faire leadership style also has a number of advantages. When all the authority
in their work performance is given to the employees, they become habituated in taking decisions
which creates self-confidence in them. They start doing better work in future. Also, when the
leader gives the subordinates all the authority by showing full confidence in them they start
considering themselves an important part of the concern. In this way they start feeling that they
are not a part of the enterprise but are the enterprise itself. With the onset of this feeling there is
nothing left in their motivation. Fahim argues that the major advantages of this style are: It
increases subordinates, freedom, develops their expression, compels them to work as group
members, increases job satisfaction and moral, utilities subordinates’ potential to the maximum
possible extent and promotes creativity or innovation.
12. Like the other leadership styles, the laissez faire leadership style comes with some
demerits. Lewin et al after their study argued that children under delegative leadership were the
least productive of all three groups. The children in this group also made more demands on the
leader, showed little cooperation and were unable to work independently. Delegative leaders
offer little or no guidance to group members and leave decision-making up to group members.
While this style can be effective in situations where group members are highly qualified in an
area of expertise, it often leads to poorly defined roles and a lack of motivation.
To conclude the discussion, it is not an understatement, with regards to the issues raised
above, to state that different situations call for different leadership styles. In an emergency when
there is little time to converge on an agreement and where a designated authority has
significantly more experience or expertise than the rest of the team, an autocratic leadership style
may be most effective; however, in a highly motivated and aligned team with a homogeneous
level of expertise, a more democratic or laissez-faire style may be more effective. The style
adopted should be the one that most effectively achieves the objectives of the group while
balancing the interests of its individual members. The laissez faire leadership style gives rise to
the feelings of cooperation and self-respect among the employees on the one hand, while on the
other hand, it cannot be adopted in all the situations because this style will be successful where
only the educated people are to be provided leadership. As already indicated above, the
democratic style is more appropriate where subordinates are educated, skilled, wise, creative and
enthusiastic, where the company endorses self-direction and self-control and rewards and
involvement as prime means of motivation and control and where leader desires to hear
subordinates before making decisions and to develop a strong and capable force of followers. On
the contrary, the autocratic leadership style may be appropriately used where subordinates are
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13. uneducated, unskilled, unwise, inexperienced, where the company endorses fear and punishment
as accepted disciplinary techniques and where the leader prefers to be active and dominate to
decision making. Finally, this discussion cannot go without stating that there is no single
leadership style that is single-handedly helpful and that leaders would have to blend the three
proportionately if organizational goals are to be achieved.
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REFERENCES
Bass, B. M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and
Managerial Applications. New York: Free Press.
BN 978-0-141-03464-5.
Fahim, P. (2010). Different styles of leadership. Retrieved March 7, 2014, from
http://www.guesspapers.net/2651/different-styles- of - leadership/
Lewin, K.; Lippitt, R.; White, R.K. (1939). "Patterns of aggressive behavior in experimentally
created social climates". Journal of Social Psychology 10: 271–301.
Pinker, S. (2011). The Better Angels Of Our Nature. Pg.341: Penguin. IS
The Longman Dictionary of Contemporary English (1995). England: Longman Group Limited
Wikipedia, the free encyclopedia