The document discusses leadership and management of teams. It defines leadership as influencing others towards achieving goals. It describes three major leadership styles: authoritarian, participative, and delegative. It also discusses traits of an effective leader and differences between leadership and management. Effective team management requires skills such as communication, organization, and adapting leadership style to situations. Building a strong management team provides businesses with a range of skills and perspectives.
The document discusses six common leadership types: autocratic, democratic, laissez-faire, defiant, compliant, and accommodative. It provides more detail on autocratic, democratic, and laissez-faire leadership. Autocratic leadership involves a high level of control over employees with few opportunities for input. Democratic leadership involves employees in decision making to increase satisfaction and develop skills, though it can be slower. Laissez-faire leadership provides broad targets with little intervention from leaders, which can work for skilled teams but may lack sufficient control.
This document discusses different leadership styles and provides advice on leadership. It describes 11 common leadership styles, including autocratic, bureaucratic, charismatic, democratic, laissez-faire, people-oriented, servant, task-oriented, transactional, and transformational leadership. It then lists 7 secrets of leadership, such as hiring intelligent people with integrity, decentralizing execution but monitoring progress, and spreading optimism. Finally, it discusses ways to improve leadership, like modifying the leader's style or adding more structure.
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 document discusses leadership and management of teams. It defines leadership as the process of influencing others towards achieving common goals. Effective leadership traits include honesty, competence, inspiration, and fairness. Leadership provides focus, motivation and accountability to help groups achieve their aims. Different leadership styles are described such as authoritarian, participative, and delegative. The key difference between leadership and management is that leadership involves influencing others through power, while management uses positional power. The document also discusses skills needed for team management like communication, planning, and developing people.
The document provides a summary of an individual's qualifications and experience. It lists the following:
- Program Director of Training and Human Development roles along with various diplomas and certificates in areas like psychology, sales management, pharmacy, and leadership training.
- Additional roles include founder of a training team and certifications from various educational institutions in fields such as thinking skills and problem solving.
- The individual has received awards for ideal student and lists hobbies of reading, ping pong, traveling, and internet use.
How to become a more effective leader/manager/supervisor. How to recognize your default leadership style, and how to incorporate other styles and methods in order to develop your leadership capabilities.
The document discusses leadership and management of teams. It defines leadership as influencing others towards achieving goals. It describes three major leadership styles: authoritarian, participative, and delegative. It also discusses traits of an effective leader and differences between leadership and management. Effective team management requires skills such as communication, organization, and adapting leadership style to situations. Building a strong management team provides businesses with a range of skills and perspectives.
The document discusses six common leadership types: autocratic, democratic, laissez-faire, defiant, compliant, and accommodative. It provides more detail on autocratic, democratic, and laissez-faire leadership. Autocratic leadership involves a high level of control over employees with few opportunities for input. Democratic leadership involves employees in decision making to increase satisfaction and develop skills, though it can be slower. Laissez-faire leadership provides broad targets with little intervention from leaders, which can work for skilled teams but may lack sufficient control.
This document discusses different leadership styles and provides advice on leadership. It describes 11 common leadership styles, including autocratic, bureaucratic, charismatic, democratic, laissez-faire, people-oriented, servant, task-oriented, transactional, and transformational leadership. It then lists 7 secrets of leadership, such as hiring intelligent people with integrity, decentralizing execution but monitoring progress, and spreading optimism. Finally, it discusses ways to improve leadership, like modifying the leader's style or adding more structure.
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 document discusses leadership and management of teams. It defines leadership as the process of influencing others towards achieving common goals. Effective leadership traits include honesty, competence, inspiration, and fairness. Leadership provides focus, motivation and accountability to help groups achieve their aims. Different leadership styles are described such as authoritarian, participative, and delegative. The key difference between leadership and management is that leadership involves influencing others through power, while management uses positional power. The document also discusses skills needed for team management like communication, planning, and developing people.
The document provides a summary of an individual's qualifications and experience. It lists the following:
- Program Director of Training and Human Development roles along with various diplomas and certificates in areas like psychology, sales management, pharmacy, and leadership training.
- Additional roles include founder of a training team and certifications from various educational institutions in fields such as thinking skills and problem solving.
- The individual has received awards for ideal student and lists hobbies of reading, ping pong, traveling, and internet use.
How to become a more effective leader/manager/supervisor. How to recognize your default leadership style, and how to incorporate other styles and methods in order to develop your leadership capabilities.
6 management styles and when best to use themSaid K.
The document discusses 6 management styles and when each is best used. It defines management and distinguishes it from leadership. The 6 styles are: directive, authoritative, affiliative, participative, pacesetting, and coaching. The directive style involves top-down decision making and micromanagement. The authoritative style focuses on providing a long-term vision and direction while allowing flexibility in how employees achieve goals. Contexts when each style is effective or ineffective are provided.
This document discusses leadership, including definitions of leadership, qualities of great leaders, common leadership styles, the role of team leaders, situational leadership, how to be a great leader, and body language for leaders. It defines leadership as "a process whereby an individual influences a group of individuals to achieve a common goal." It also outlines the most common leadership styles such as autocratic, bureaucratic, charismatic, democratic, laissez-faire, people-oriented, task-oriented, transactional, and transformational.
This document provides an overview and comparison of management styles in India, America, Japan, and China. It defines management style and discusses the main types of styles. It then introduces each country's typical approach, including that Indian style is very hierarchical, American style is individualistic, Japanese style emphasizes information flowing from bottom to top, and Chinese style tends to be directive. The document concludes by comparing features of each country's approach to areas like decision-making, planning, organizing, staffing, leading, and controlling.
Indian, American, Japanese, Chinese Management styles (comparison)ErTARUNKASHNI
Definition of management style
Types of management style
Introduction to Indian Management style
Introduction to American management style
Significance of American management style
Introduction to Japanese management style
Features of Japanese management style
Introduction of Chinese management style
Features of Chinese management style
Indian vs American vs Japanese vs Chinese management style
The document discusses various definitions, theories, styles, and behaviors related to organizational leadership. It defines leadership as a process of social influence where leaders set goals, motivate behavior toward those goals, and help define organizational culture. Several leadership theories are examined, including trait theory, behavioral theories, contingency theories, and situational leadership theory. Different leadership styles are also outlined such as autocratic, bureaucratic, transformational, and democratic styles. Key leadership behaviors and qualities of effective leaders are also defined.
The document discusses six leadership styles: authoritarian, democratic, laissez-faire, paternalistic, transactional, and transformational. For each style, the document provides definitions of the approach, common characteristics, potential advantages and disadvantages, examples of when each style may be most effective, and high-profile leaders who exemplified that style.
Imagine the leaders that inspire you. Each is likely unique, with a different style they use to meet goals, motivate, and animate their teams for success.
Leadership presentation by Future Vision ForumQayyum Nizami
This document discusses different leadership styles and qualities of effective leaders. It defines leadership as "the process of influencing activities toward goal achievement" and outlines three key parts of the leadership process: focusing on the goal, building caring relationships, and equipping followers. The document also contrasts bosses with leaders, noting that leaders develop people and help them succeed. It then examines autocratic, democratic, and laissez-faire leadership styles, providing examples of when each may be most effective. The characteristics of good leaders are listed as honesty, delegation, communication, confidence, commitment, positive attitude, inspiration, and creativity.
This document discusses different leadership styles including autocratic, democratic, laissez-faire, bureaucratic, and transactional/transformational. It defines a leader as someone who guides others toward a common goal by example. Characteristics of a good leader are listed as respectful, flexible, good communicator, well-educated, organized, consistent, and takes initiative. For an organization with a narrow span of control, an autocratic leader may be most appropriate as decisions can be made quickly and efficiently, though staff may resent this style. The best leadership style depends on factors like commitment, competence, cooperation and the leader themselves.
The document discusses various theories and styles of leadership. It describes trait theories which posit that certain inherent qualities make some people better suited to leadership. Behavioral theories focus on learning to become a leader through teaching and observation. Contingency theories state that the most effective leadership style depends on situational factors like the organization, followers, and needed changes. Transformational leadership inspires people to fulfill their potential and work for the higher good. Participative leadership encourages input but the leader retains final decision-making power. Bureaucratic and autocratic styles manage through strict rules and procedures while democratic and laissez-faire styles involve staff in decisions to varying degrees.
This document discusses different types of managers and management styles. It begins by defining a manager and explaining that managers can be classified by their level in the organization or scope of responsibilities. There are three levels of management: first-line managers who directly supervise employees, middle managers who oversee first-line managers, and top managers who are responsible for overall organizational performance. The document also describes several common management styles such as autocratic, democratic, laissez-faire, and MBWA (management by walking around). It provides advantages and disadvantages for each style. Finally, it discusses managerial skills, roles, rewards and challenges of being a manager.
Leadership involves influencing others towards mutual goals through ethical behavior and decision making. Effective leadership requires qualities like confidence, inspiring others, good communication, creativity, fairness, and responsiveness.
There are several types of leadership styles such as authentic leadership which values honest relationships, autocratic leadership where one person controls all decisions, and transformational leadership which causes positive change in followers. Transactional leadership focuses on supervision through rewards and punishments, while participative leadership involves group members in decision making. Effective leadership depends on selecting the appropriate style for the situation and organization.
The document discusses the Circles Method, a 7-step problem solving framework that helps project managers respond to design questions. The steps include comprehending the situation, identifying customers, reporting customer needs, prioritizing, listing solutions, evaluating tradeoffs, and summarizing recommendations. The method focuses project managers on users, communicating why products are being built, and prioritizing features, feedback, and roadmaps. It encourages asking questions to fully understand needs before rushing to solutions.
Leadership and Management in OrganizationalSheng Vang
The document discusses different leadership styles that can be used in organizational change, including autocratic, bureaucratic, charismatic, democratic, laissez-faire, and transformational leadership. It provides more detail on autocratic and laissez-faire leadership. Autocratic leadership involves individual control over decisions with little input from others, while laissez-faire leadership gives employees freedom and independence in their work. The document argues that different leadership styles can be effective depending on the situation, and organizations should evaluate which style best suits their needs to facilitate change.
_ The Characteristics of a Free Rein Leadership (1).pptxHirect
Free Rein Leadership Style. Free-rein leadership, also called Laissez-Faire, is a type of leadership style in which leaders follows a hands-off policy and allow group members to make the decisions. Managers set objectives, and employees are free to do whatever is appropriate to accomplish those objectives.
Here are the leadership styles I would associate with each example:
- Military Sargent - Autocratic
- Small IT consultant - Democratic or Laissez-faire
- Clothes shop manager - Democratic or Bureaucratic
- School teacher with students - Democratic or Paternalistic
- Builder - Autocratic or Bureaucratic
- Supermarket manager - Bureaucratic
Let me know if you need any of these explained further!
A brief history of leadership research (6)mineflores99
The document discusses various schools of leadership theory that have emerged over time, beginning with the Great Man theory in the early 20th century. It then covers theories from the 1950s focused on leader behaviors and traits. Contingency theory from the 1960s incorporated situational factors. More recent theories emphasized relations between leaders and followers and new forms of leadership like transformational leadership. The document concludes by noting areas for further leadership research.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
6 management styles and when best to use themSaid K.
The document discusses 6 management styles and when each is best used. It defines management and distinguishes it from leadership. The 6 styles are: directive, authoritative, affiliative, participative, pacesetting, and coaching. The directive style involves top-down decision making and micromanagement. The authoritative style focuses on providing a long-term vision and direction while allowing flexibility in how employees achieve goals. Contexts when each style is effective or ineffective are provided.
This document discusses leadership, including definitions of leadership, qualities of great leaders, common leadership styles, the role of team leaders, situational leadership, how to be a great leader, and body language for leaders. It defines leadership as "a process whereby an individual influences a group of individuals to achieve a common goal." It also outlines the most common leadership styles such as autocratic, bureaucratic, charismatic, democratic, laissez-faire, people-oriented, task-oriented, transactional, and transformational.
This document provides an overview and comparison of management styles in India, America, Japan, and China. It defines management style and discusses the main types of styles. It then introduces each country's typical approach, including that Indian style is very hierarchical, American style is individualistic, Japanese style emphasizes information flowing from bottom to top, and Chinese style tends to be directive. The document concludes by comparing features of each country's approach to areas like decision-making, planning, organizing, staffing, leading, and controlling.
Indian, American, Japanese, Chinese Management styles (comparison)ErTARUNKASHNI
Definition of management style
Types of management style
Introduction to Indian Management style
Introduction to American management style
Significance of American management style
Introduction to Japanese management style
Features of Japanese management style
Introduction of Chinese management style
Features of Chinese management style
Indian vs American vs Japanese vs Chinese management style
The document discusses various definitions, theories, styles, and behaviors related to organizational leadership. It defines leadership as a process of social influence where leaders set goals, motivate behavior toward those goals, and help define organizational culture. Several leadership theories are examined, including trait theory, behavioral theories, contingency theories, and situational leadership theory. Different leadership styles are also outlined such as autocratic, bureaucratic, transformational, and democratic styles. Key leadership behaviors and qualities of effective leaders are also defined.
The document discusses six leadership styles: authoritarian, democratic, laissez-faire, paternalistic, transactional, and transformational. For each style, the document provides definitions of the approach, common characteristics, potential advantages and disadvantages, examples of when each style may be most effective, and high-profile leaders who exemplified that style.
Imagine the leaders that inspire you. Each is likely unique, with a different style they use to meet goals, motivate, and animate their teams for success.
Leadership presentation by Future Vision ForumQayyum Nizami
This document discusses different leadership styles and qualities of effective leaders. It defines leadership as "the process of influencing activities toward goal achievement" and outlines three key parts of the leadership process: focusing on the goal, building caring relationships, and equipping followers. The document also contrasts bosses with leaders, noting that leaders develop people and help them succeed. It then examines autocratic, democratic, and laissez-faire leadership styles, providing examples of when each may be most effective. The characteristics of good leaders are listed as honesty, delegation, communication, confidence, commitment, positive attitude, inspiration, and creativity.
This document discusses different leadership styles including autocratic, democratic, laissez-faire, bureaucratic, and transactional/transformational. It defines a leader as someone who guides others toward a common goal by example. Characteristics of a good leader are listed as respectful, flexible, good communicator, well-educated, organized, consistent, and takes initiative. For an organization with a narrow span of control, an autocratic leader may be most appropriate as decisions can be made quickly and efficiently, though staff may resent this style. The best leadership style depends on factors like commitment, competence, cooperation and the leader themselves.
The document discusses various theories and styles of leadership. It describes trait theories which posit that certain inherent qualities make some people better suited to leadership. Behavioral theories focus on learning to become a leader through teaching and observation. Contingency theories state that the most effective leadership style depends on situational factors like the organization, followers, and needed changes. Transformational leadership inspires people to fulfill their potential and work for the higher good. Participative leadership encourages input but the leader retains final decision-making power. Bureaucratic and autocratic styles manage through strict rules and procedures while democratic and laissez-faire styles involve staff in decisions to varying degrees.
This document discusses different types of managers and management styles. It begins by defining a manager and explaining that managers can be classified by their level in the organization or scope of responsibilities. There are three levels of management: first-line managers who directly supervise employees, middle managers who oversee first-line managers, and top managers who are responsible for overall organizational performance. The document also describes several common management styles such as autocratic, democratic, laissez-faire, and MBWA (management by walking around). It provides advantages and disadvantages for each style. Finally, it discusses managerial skills, roles, rewards and challenges of being a manager.
Leadership involves influencing others towards mutual goals through ethical behavior and decision making. Effective leadership requires qualities like confidence, inspiring others, good communication, creativity, fairness, and responsiveness.
There are several types of leadership styles such as authentic leadership which values honest relationships, autocratic leadership where one person controls all decisions, and transformational leadership which causes positive change in followers. Transactional leadership focuses on supervision through rewards and punishments, while participative leadership involves group members in decision making. Effective leadership depends on selecting the appropriate style for the situation and organization.
The document discusses the Circles Method, a 7-step problem solving framework that helps project managers respond to design questions. The steps include comprehending the situation, identifying customers, reporting customer needs, prioritizing, listing solutions, evaluating tradeoffs, and summarizing recommendations. The method focuses project managers on users, communicating why products are being built, and prioritizing features, feedback, and roadmaps. It encourages asking questions to fully understand needs before rushing to solutions.
Leadership and Management in OrganizationalSheng Vang
The document discusses different leadership styles that can be used in organizational change, including autocratic, bureaucratic, charismatic, democratic, laissez-faire, and transformational leadership. It provides more detail on autocratic and laissez-faire leadership. Autocratic leadership involves individual control over decisions with little input from others, while laissez-faire leadership gives employees freedom and independence in their work. The document argues that different leadership styles can be effective depending on the situation, and organizations should evaluate which style best suits their needs to facilitate change.
_ The Characteristics of a Free Rein Leadership (1).pptxHirect
Free Rein Leadership Style. Free-rein leadership, also called Laissez-Faire, is a type of leadership style in which leaders follows a hands-off policy and allow group members to make the decisions. Managers set objectives, and employees are free to do whatever is appropriate to accomplish those objectives.
Here are the leadership styles I would associate with each example:
- Military Sargent - Autocratic
- Small IT consultant - Democratic or Laissez-faire
- Clothes shop manager - Democratic or Bureaucratic
- School teacher with students - Democratic or Paternalistic
- Builder - Autocratic or Bureaucratic
- Supermarket manager - Bureaucratic
Let me know if you need any of these explained further!
A brief history of leadership research (6)mineflores99
The document discusses various schools of leadership theory that have emerged over time, beginning with the Great Man theory in the early 20th century. It then covers theories from the 1950s focused on leader behaviors and traits. Contingency theory from the 1960s incorporated situational factors. More recent theories emphasized relations between leaders and followers and new forms of leadership like transformational leadership. The document concludes by noting areas for further leadership research.
Similar to top10leadershipstyles-Modified.pptx (20)
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
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.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
3. Autocratic leadership
• Autocratic leadership is an extreme form of
transactional leadership, where leader has absolute
power over his or her employees or team.
• Employees and team members have little opportunity
for making suggestions, even if these would be in the
team or organization's interest.
• Most people tend to resent being treated like this.
Because of this, autocratic leadership usually leads to
high levels of absenteeism and staff turnover.
• For some routine and unskilled jobs, the style can
remain effective where the advantages of control
outweigh the disadvantages.
4. Bureaucratic leadership
► Bureaucratic leaders work "by the book",
ensuring that their staff follow procedures
exactly.
► This is a very appropriate style for work
involving serious safety risks (such as
working with machinery, with toxic
substances or at heights) or where large sums
of money are involved (such as cash-
handling).
5. Charismatic leadership
• A charismatic leadership style can appear similar
to a transformational leadership style, in that the
leader injects huge doses of enthusiasm into his
or her team, and is very energetic in driving
others forward.
• However, a charismatic leader tends to believe
more in him- or herself than in their team.
◦ This can create a risk that a project, or even an entire
organization, might collapse if the leader were to leave:
In the eyes of their followers, success is tied up with the
presence of the charismatic leader.
• As such, charismatic leadership carries great
responsibility, and needs long-term commitment
from the leader.
6. Democratic leadership or
Participative leadership
► Although a democratic leader will make the final decision, he or
she invites other members of the team to contribute to the
decision-making process.
◦ This not only increases job satisfaction by involving employees
or team members in what's going on, but it also helps to
develop people's skills.
► Employees and team members feel in control of their own
destiny, such as the promotion they desire, and so are
motivated to work hard by more than just a financial reward.
► As participation takes time, this approach can lead to things
happening more slowly, but often the end result is better.
► The approach can be most suitable where team working is
essential, and quality is more important than speed to market or
7. Laissez-faire leadership
• This French phrase means "leave it be" and is
used to describe a leader who leaves his or her
colleagues to get on with their work.
• It can be effective if the leader monitors what is
being achieved and communicates this back to
his or her team regularly.
• Most often, laissez-faire leadership works for
teams in which the individuals are very
experienced and skilled self-starters.
• Unfortunately, it can also refer to situations
where managers are not exerting sufficient
control.
8. People-oriented leadership or
Relations-Oriented leadership
► The style of leadership is the opposite of
task-oriented leadership: the leader is totally
focused on organizing, supporting and
developing the people in the leader's team.
► A participative style, it tends to lead to good
teamwork and creative collaboration.
► In practice, most leaders use both task-
oriented and people-oriented styles of
leadership.
9. Task-oriented leadership
• A highly task-oriented leader focuses only on
getting the job done, and can be quite autocratic.
• He or she will actively define the work and the roles
required, put structures in place, plan, organize and
monitor.
• However, as task-oriented leaders spare little
thought for the well-being of their teams, this
approach can suffer many of the flaws of autocratic
leadership, with difficulties in motivating and
retaining staff.
• Task-oriented leaders can use the Blake-Mouton
Managerial Grid to help them identify specific areas
for development that will help them involve people
more.
10. Transactional leadership
• This style of leadership starts with the idea that
team members agree to obey their leader totally
when they take on a job: the "transaction" is
(usually) that the organization pays the team
members in return for their effort and compliance.
You have a right to "punish" the team members if
their work doesn't meet the pre-determined
standard.
• Transactional leadership is really just a way of
managing rather a true leadership style as the focus
is on short-term tasks. It has serious limitations for
knowledge-based or creative work, but remains a
common style in many organizations.
11. Transformational leadership
• A person with this leadership style is a true leader
who inspires his or her team constantly with a shared
vision of the future.
• Transformational leaders are highly visible, and spend
a lot of time communicating.
◦ They don't necessarily lead from the front, as they tend to
delegate responsibility amongst their team.
◦ While their enthusiasm is often infectious, they generally
need to be supported by "details people".
• In many organizations, both transactional and
transformational leadership are needed.
• The transactional leaders (or managers) ensure that
routine work is done reliably, while the transformational
leaders look after initiatives that add value.