Leadership styles 2

1. SESSION 4:
LEADERSHIP
STYLES
CONTD…
DR. R. KIRUBA NAGINI

2. Ohio State Studies –Ralph Stogdill-
Remember?
• Initial Structure
• Consideration
Michigan Studies – Rensis Likert
• Job Centered Behaviour
• Employee member centered
University of Lowa Studies – Lewin, Lippitt and White
• Autocratic
• Participative or Democratic
• Free-reign or Laissez Faire

3. Autocratic
leadership
style
• In this style of leadership, a leader has complete
command and hold over their employees/team.The
team cannot put forward their views even if they are
best for the team’s or organizational interests.They
cannot criticize or question the leader’s way of getting
things done.The leader himself gets the things done.
The advantage of this style is that it leads to speedy
decision-making and greater productivity under
leader’s supervision. Drawbacks of this leadership style
are that it leads to greater employee absenteeism and
turnover.This leadership style works only when the
leader is the best in performing or when the job is
monotonous, unskilled and routine in nature or where
the project is short-term and risky.

4. Democrative/P
articipative
leadership
style
• The leaders invite and encourage the team members
to play an important role in decision-making process,
though the ultimate decision-making power rests with
the leader.The leader guides the employees on what to
perform and how to perform, while the employees
communicate to the leader their experience and the
suggestions if any.The advantages of this leadership
style are that it leads to satisfied, motivated and more
skilled employees. It leads to an optimistic work
environment and also encourages creativity.This
leadership style has the only drawback that it is time-
consuming.

5. The Laissez
Faire
Leadership
Style
• Here, the leader totally trusts their employees/team to
perform the job themselves. He just concentrates on
the intellectual/rational aspect of his work and does
not focus on the management aspect of his work.The
team/employees are welcomed to share their views
and provide suggestions which are best for
organizational interests.This leadership style works
only when the employees are skilled, loyal,
experienced and intellectual.

6. Bureaucratic
leadership
• Here the leaders strictly adhere to the organizational
rules and policies.Also, they make sure that the
employees/team also strictly follows the rules and
procedures. Promotions take place on the basis of
employees’ ability to adhere to organizational rules.
This leadership style gradually develops over time.This
leadership style is more suitable when safe work
conditions and quality are required. But this leadership
style discourages creativity and does not make
employees self-contented.

7. Transformational
Leaders
• Coined by JamesV. Downton in 1973
• Leadership expert James Burns defined
transformational leaders as those who seek to change
existing thoughts, techniques and goals for better
results and the greater good. Burns also described
transformational leaders as those who focus on the
essential needs of the followers
• Work within the system
• Start solving challenges by fitting experiences to a
known pattern
• Want to know the step-by-step approach
• Minimize variation of the organization

8. Edwards
Deming: “A
bad system
will beat a
good person
every time.”
• William Edwards Deming is known as the father of
statistical quality control.After earning a doctorate in
mathematics and physics atYale in 1928, he spent
most of his career working or consulting for the U.S.
government. DuringWorldWar II, Deming taught
statistical process control techniques to military
production workers.
• After the war ended, the U.S. Department of the Army
sent Deming to Japan to study agricultural production
and related problems. He convinced Japanese officials
of the potential for industrial uses of statistical
methods. Deming’s goal was to have Japan become a
world industrial power in five years. Japan did it in
four. Deming was asked to do the same thing for U.S.
manufacturing firms, but his methods did not take root
until the 1980s.

9. Peter
Drucker: “If
you want
something
new, you
have to stop
doing
something
old.”
• Peter Drucker was a professor and management
consultant among other things. He predicted some of the
20th-century’s biggest changes, such as the Japanese rise
to a world economic power, the age where people would
need to learn in order to keep their jobs or get ahead, and
the importance of marketing and innovation. He coined
the term “knowledge worker.”
• Drucker continually called for balanced management,
which called for a balance between short-term needs and
long-term plans, as well as profitability and other
elements of business. He was very interested in how to
mesh innovation and entrepreneurship.
• He felt that entrepreneurship was a vehicle of innovation.
Entrepreneurship was not just high technology, but high
tech was a vehicle for change, in attitude, values, and
behavior.The entrepreneur systematically looked for
change, responded to them and took advantage of
opportunities as they present themselves.

10. RossPerot
“Punishing honest
mistakes stifles
creativity. I want
people moving and
shaking the earth and
they are going to make
mistakes.”
• H. Ross Perot started his career as a salesman for IBM.
In the 1960s he started his own company, Electric Data
Systems (EDS), one of the first businesses that built
and serviced computer systems for other companies. In
contrast to IBM, Perot trained his workers to do
whatever needed to be done for a customer without
waiting for approval.There was a strong bias toward
action.In the beginning, Perot shunned strategic
planning.Over the next few years, however, he hired
military officers who could take orders and give orders.
Perot’s slogan was “Go, do.”
• If an employee took credit for someone else’s work,
they were out the door.The motto of Perot’s company
at one point was “We bring order to chaos.”

11. John D.
Rockefeller
“Good leadership
consists of showing
average people
how to do the work
of superior people.”
• John D. Rockefeller was the founder of Standard Oil. It
started as a single oil refinery and grew to a huge
company. Much of the company’s growth came
through acquisitions. But, Rockefeller also spent a
considerable amount of time streamlining the
organization as it grew.
• Rockefeller built his company’s early reputation by
guaranteeing the quality of Standard’s kerosene. He
was known for his organizational tactics and for using
disciplined strategies. One of the reasons for
Rockefeller’s success was he could align his company
with one simple vision, then he held everyone
accountable for their part in making that vision
happen.

12. Bill Gates
Some more from:
https://www.cnbc.com/2020/02/24/bill-gates-
was-difficult-boss-in-early-microsoft-days-but-
employees-still-liked-him.html
• Transactional
• Gates was notorious for sending “critical and sarcastic” emails —
often referred to as “flame mail” — to his employees in the
middle of the night. More than one “unlucky programmer
received an email at 2:00 a.m. that began, ‘This is the stupidest
piece of code ever written,’” the book recalls. Former Microsoft
employees described the office as a very confrontational
environment, with Gates being “demanding” and the work
“intense.”
• Another anecdote comes from Joel Spolsky, founder of Stack
Exchange and a former program manager assigned to
Microsoft’s Excel product line. In a 2006 blog post, Spolsky writes
about his first in-person product spec review with Gates. In
addition to several other managers, there was also a person
“whose whole job during the meeting was to keep an accurate
count of how many times Bill said the F word.”
• “The lower the f***-count, the better,” Spolsky recalls. As the
meeting progressed, the questions Gates directed at him “got
harder and more detailed.”

13. Steve Jobs
“My job is not to
be easy on people.
My job is to make
them better”More at:
https://allaboutstevejobs.com/p
ersona/steve_at_work
• Initially aTransactional Leader
• As early as 1987, the NewYorkTimes wrote: "by the
early 80's, Mr. Jobs was widely hated at Apple. Senior
management had to endure his temper tantrums. He
created resentment among employees by turning
some into stars and insulting others, often reducing
them to tears. Mr. Jobs himself would frequently cry
after fights with fellow executives“
• Everybody knows Steve Jobs was a master showman
and a product visionary — but few people know he was
also a very harsh businessman. "For most people, he'll
go down in history as the guy who made technology
user-friendly. But to people in business, he'll be
remembered as the guy who only did deals where he
had all the leverage -- and used every bit of it. It's not
enough that he wins.You have to lose. He's completely
unreasonable", said one executive to Esquire.

14. Organic
Leadership
• This model is drawn from a biological analogy depicting
contingent leadership scenarios that would be needed to
accommodate an increasing level of uncertainty,
nonroutine functional roles, and technological and
information diversity in the new work environment.
• Organic leader as flexible, emotionally competent,
intellectually gifted, people savvy and is generally focused
on delivering a high level of satisfaction to customers,
employees and all stakeholders in the organization
• Relationships are very important as the organic leader
understands their role is to help those they lead sift
through all the complexity of change in order to
understand how everyone fits into the grand plan.
• Organic leaders make it healthy and safe for everyone to
contribute. Since change always generates some chaos,
the organic leader understands living with uncertainty is a
way forward through the unpredictable space of
complexity.

15. Organic
Leadership –
Nature,
Features,
Characteristic
s
• The organic leader must consistently deal with the
push and pull of uncertainty.They cannot fear an
imaginary loss of control as most realize they don’t
have much “real” control in the first place.
• Communication flows freely in all directions and they
do not fear intellectualism or deep expertise and
knowledge.These dynamic leaders are able to focus on
satisfaction, survival and simplicity as a way to the next
level of success.When the organic leader is clear in his
or her purpose, they are able to lead from a place of
personal knowledge, wisdom and experience.
• When stakeholders know what to expect and how they
may contribute, they then use their abilities to support
organizational goals at a high level of performance.
Finally, the organic leader realizes the impact of
organic thinking on the organization.

16. Organic
Leadership
– Need
• Organic leaders understand how complexity and social
networks bring renewal and freshness to their product
line.
• They also understand and appreciate what creative
disruption and unpredictability offers and they have
learned how to manage this condition artfully.
• Being an organic leader doesn’t mean you must know
how to do everything but it does mean everything
done is connected to purpose as they create the future.

17. Contemporary
leaders
• https://www.youtube.com/watch?v=gcqTJlnYtb4

18. Contemporar
y leaders
• https://www.youtube.com/watch?v=iaHBuzZoYKQ

19. Situational
Leadership –
Case Approach
Read each case study and determine
what action you think would be most
appropriate for the leader to take in
the situation. Rank your answers
from 1-4 with #1 being the most
appropriate leadership response and
#4 the least appropriate leadership
response.
You serve as the Project Director in your department and have been assigned
responsibility to design and implement a new initiative.You have
hired/recruited a ProjectTeam that is eager to begin work with you in
developing and implementing the new initiative.You have scheduled a series
of planning meetings with yourTeam. At these first meetings of theTeam,
YOU WOULD. . .
a) Make sure that you define the responsibilities of the team, present an
overview of the design process you are going to use, direct the work of the
team in developing the new project, and closely monitor progress in
implementing the project.
b) Direct the work of the team in designing and implementing the new project
and encourage team members to work together by recommending ideas,
making decisions on the final design, and implementing the project.
c) Facilitate the work of the team by encouraging cooperation and
involvement of all team members as the y design and implement the new
project.
d) Allow the team to design and implement the project on their own with your
support and with the resources that you have given them.
•

20. TheTeam that you coordinate as Project Director has been working well
together over the past year to design and implement the organization’s
plans and projects with your input and facilitation. As the new year begins
a number of new projects are being introduced and several new members
are being added to the team who do not have previous experience with
your projects.YOU WOULD. . .
a) Use several Team meetings to direct the work of the team in creating
the new programs, while teaching the new members about the
organization’s work and their new role.Then work to closely monitor the
performance of the entire team as they introduce the new projects
b) Guide the entire team in creating the new projects, incorporate the
ideas and suggestions of all team members, encourage effective
teamwork, and take time to introduce the new team members.
c) Welcome the new members to the team, put them with other members
of the team who can help them learn how to design and implement the
organization’s projects, while you facilitate team development and
teamwork.
d)Ask if there is anything you can do to help the new members and
support their excitement about being new team members.
Situational
Leadership –
Case
Approach
Read each case study and
determine what action you
think would be most
appropriate for the leader to
take in the situation. Rank
your answers from 1-4 with #1
being the most appropriate
leadership response and #4 the
least appropriate leadership
response.

21. 3. As Project Director you have worked closely with one of
your teams for several years.Their work is excellent and the
team gets along well together. Recognizing their abilities,
you feel they can now work more on their own.You have
begun this year to redirect your energies to other projects
and teams, and they have continued to work effectively.You
must now ask them to accept additional tasks and
responsibilities.YOUWOULD...
a) Assign them the new responsibility, make sure they know
what to do, and supervise them closely.
b) Give them the new responsibility.Tell them that you are
pleased with their past performance and that you are sure
they will do well with this new responsibility. Facilitate the
team s meetings.
c) Make sure they know what you want them to do, but
incorporate any helpful suggestions they have.
d) Let them determine how to complete the new
responsibility and be available to support them and provide
the information and resources that will be needed.
Situational
Leadership –
Case
Approach
Read each case study and
determine what action you
think would be most
appropriate for the leader to
take in the situation. Rank
your answers from 1-4 with #1
being the most appropriate
leadership response and #4 the
least appropriate leadership
response.

22. You have just been appointed Project Director. One of the
teams that you are about to lead has worked together for
several months.You have found that the team is beginning to
perform effectively on the tasks assigned to them but
somewhat overwhelmed by the project and the demands of
working together as a team.You are unsure about how you
fit into the group and what your role should be.YOU
WOULD...
a) Assume the leadership of the team, direct the design
and implementation of its projects and tasks, and closely
monitor their performance.
b) b) Facilitate the planning and implementation of the
team s work and develop the ability of team members to
work together.
c) c) Do what you can to make the team feel important and
involved, and support their continued work.
d) d) Attend the team meetings, but let the team continue
to work as it has in the past year.
Situational
Leadership –
Case
Approach
Read each case study and
determine what action you
think would be most
appropriate for the leader to
take in the situation. Rank
your answers from 1-4 with #1
being the most appropriate
leadership response and #4 the
least appropriate leadership
response.

23. Ethical
Leadership
• https://www.youtube.com/watch?v=Nmsl1xVx7Ec&t=1
32s

24. Ethical
Leadership
• https://www.youtube.com/watch?v=icJZxLoX14U&t=9
1s

25. Ethical
Leadership
• https://www.youtube.com/watch?v=3ygNKNaMv4c

26. This week’s assignment
Balancing Leadership and Teamwork
A Leadership Case Study - How HR Caused
Toyota Crash

27. Best
practices in
leadership
• https://www.youtube.com/watch?v=52LMbzWCMzs

28. See you next week…