BACHELOR OF BUSINESS

ADMINISTRATION

INDUSTRIAL PSYCHOLOGY

Leadership Styles

Dr. Dafter Khembo

1
Objectives
• Define leadership style
• Identify different leadership styles
• Decide how best to use each leadership style?
What is leadership style?
Leaders’ styles encompass how they relate to others within and outside the
organization, how they view themselves and their position, and—to a large extent—
whether or not they are successful as leaders.

Why pay attention to leadership style?

Because the style of an organization’s leadership is reflected in both the
nature of that organization and its relationship with the community.
Types of Leadership Styles
• Three main styles of leadership
• Autocratic or Authoritarian
• Participative or Democratic
• Delegative or Free Reign
• Many other complimentary styles
Autocratic or Authoritarian
• This style is when leaders know what needs to be
done and tell others how and when you want it done
without seeking input from others.
• Should be used when you have all the information to
solve the problem, you are short on time, and your
employees are well motivated.
• It is NOT yelling at people or bossing others around!
Characteristics of Authoritarian Leadership –
I want both of you to…

• Attributes
• Provide clear expectations
• What needs to be done
• When it should be done
• How it should be done
• Independent decision making by leader

• Cons
• Decision making among subordinates is less creative
• Viewed as controlling or bossy

• Best applied when

• There is little or no time for group decision making
• When the leader is the most knowledgeable member of group
Participative or Democratic
• In this style the leader involves others in the decision
making process, however the leader maintains the
final say.
• This is normally used when you have part of the
information, and others have other parts.
• You don’t have to know everything! Use the
knowledge and skills of others.
• Using this style is of mutual benefit -- it allows them
to become part of the team and allows you to make
better decisions.
 Characteristics of Participative Leadership – Let’s
work together to solve this…

• Attributes
• Most effective leadership style
• Able to get an entire group involved
• Able to make an ultimate decision based on subordinate’s findings
• Provides mutual benefit

• Best applied when

• Leader has part of the information and his/her employees have other parts
• Leader has knowledgeable and skillful employees
Delegative or Free Reign
• Also known as Laissez faire or hands off.
• In this style, the leader allows the others to make the
decisions. However, the leader is still responsible for
the decisions that are made.
• You cannot do everything! You must set priorities and
delegate certain tasks.
• This is not a style to use so that you can blame others
when things go wrong, rather this is a style to be used
when you fully trust and have confidence in others.
Characteristics of Delegative Leadership – You two take
care of the problem while I go…

• Attributes
• Leader allows employees to make the decisions
• Leader is still responsible for the decisions that are made
• To be used when leader fully trusts and has confidence in
the people below him/her
• This style must be used wisely
• Not a style to use to blame others when things go wrong
 Using all 3
• A good leader uses all three styles, depending on what forces are
involved between the followers, the leader, and the situation.
• Examples:
• Using an authoritarian style on a new employee who is just learning the job.
• Using a participative style with a team of workers who know their job.
• Using a delegative style with a worker who knows more about the job than you.
• Using all three: Telling your employees that a procedure is not working correctly
and a new one must be established (authoritarian). Asking for their ideas and
input on creating a new procedure (participative). Delegating tasks in order to
implement the new procedure (delegative).
Other Leadership Styles: Transactional Leadership
• Leaders are aware of the link between effort and reward
• Leadership is responsive and its basic orientation is dealing with present issues
• Leaders rely on standard forms of reward and punishment for control
• Leaders motivate followers by setting goals and promising rewards for desired
performance
• Focuses on the accomplishment of tasks & good worker relationships in exchange for
desirable rewards.

• Encourage leader to adapt their style and behavior to meet expectations of followers
 When to use
Transactional
• Leader wants to be in control
• When there are approaching deadlines that must be met
• Relationship is short term
Other Leadership Styles: Transformational
• Leaders motivate followers to work for goals that go beyond self-interest
• Leadership is proactive
• Leaders are distinguished by their capacity to inspire
• Leaders create learning opportunities
• Charismatic and visionary
• Appeal to followers' ideals and values
• Uses contingent rewards to positively reinforce desirable performances
• Flexible and innovative.

Research indicates that transformational leadership is more strongly correlated

with lower turnover rates, higher productivity, and higher employee satisfaction.
 Transformationa
l
• When leaders want members to be an active
part of the organization and have ownership to
it

• When leaders are building a sense of purpose

• When the organization has a long term plan

• When people need to be motivated

Other Leadership Styles: Bureaucratic
• Manager manages “by the book¨

• Everything must be done according to procedure or policy

• If it isn’t covered by the book, the manager refers to the next level above
him or her

• Police officer more than leader

 When to use
Bureaucratic
• Performing routine tasks

• Need for standards/procedures

• Use of dangerous or delicate equipment

• Safety or security training being conducted

• Tasks that require handling cash

Other Leadership Styles: Coercive
• Power from a person’s authority to punish

• Most obvious types of power a leader has.

• This “Do what I say” style demands immediate compliance.

• Good leaders use coercive power only as a last resort:

• In today’s sophisticated and complex workplace, excessive use of
coercive power unleashes unpredictable and destabilizing forces
which can ultimately undermine the leader using it.
 When to use Coercive
• To meet very short term goals

• When left with no other choice

• In times of crisis
Other Leadership Styles: Laissez-Faire
• Also known as the “hands-off¨ style
• Little or no direction
• Gives followers as much freedom as possible
• All authority or power is given to the followers
• Followers must determine goals, make decisions,
and resolve problems on their own.
 When to use
Laissez-Faire
• Employees are highly skilled, experienced, and educated
• Employees have pride in their work and the drive to do it successfully
on their own
• Outside experts, such as staff specialists or consultants are being used
• Employees are trustworthy and experienced
Complimentary Leadership Styles

• Charismatic Leadership - gathers followers through hint of personality

and charm, rather than any form of external power or authority.
• Servant Leadership - These leaders put the needs of others in front of
their own.
 Leadership Approaches

• Positive approach uses rewards to motivate employees

• Education
• Independence

• Negative approach emphasizes penalties (must be used carefully)

• Consideration Approach (Employee Orientation)
• Structure Approach (Task Orientation)
Qualities of a Good Leader
• Honesty  Decisiveness
• Confidence  Determination
• Patience  Loyalty
• Focus  Courage
• Dedication
 Humility

• Consistency
 Ability to Listen
 Avoid Arguments
• Motivate Others
 Lead by Example
• Effective Communicator
 Appreciate Co-workers
• Responsibility
 Have a Clear Vision
• Enthusiasm
 Create a Positive Atmosphere
• Reliability
Forces
• These are some of the forces that influence the style to use:
• How much time is available.
• Are relationships based on respect and trust or on disrespect?
• Who has the information - you, your employees, or both?
• How well your employees are trained and how well you know the task.
• Internal conflicts.
• Stress levels.
• Type of task. Is it structured, unstructured, complicated, or simple?
Other Referenced Theories
Theory X and Theory Y
• Theory X and Theory Y each represent different ways
in which leaders view employees.

• Theory X is the traditional view of direction and

control by managers.

• Theory Y is the view that individual and

organizational goals can be integrated.
 Selecting a Style
• Some people are motivated by reward
• Some people are motivated by punishment
• Social systems work best with a chain of command
• When people have agreed to do a job, a part of the deal is that
they cede authority to their leader
END OF PRESENTATION