LEADERSHIP

UNIT 5
Dr. Nivedita Singh
 LEADERSHIP STYLES

 Definition: The Leadership Styles are the behavioral

patterns that a leader adopt to influence the behavior of his
followers, i.e. the way he gives directions to his subordinates
and motivates them to accomplish the given objectives.
 Further readings:
 https://businessjargons.com/leadership-styles.html
AUTOCRATIC LEADERSHIP
The autocratic leadership style allows managers to make decisions alone
without the input of others. Managers possess total authority and impose
their will on employees. No one challenges the decisions of autocratic
leaders. This leadership style benefits employees who require close
supervision. Creative employees who thrive in group functions detest this
leadership style.
 PARTICIPATIVE/DEMOCRATIC
LEADERSHIP

 Often called the democratic leadership style, participative

leadership values the input of team members and peers, but the
responsibility of making the final decision rests with the
participative leader. Participative leadership boosts employee
morale because employees make contributions to the decision-
making process. It causes them to feel as if their opinions matter.
When a company needs to make changes within the organization,
the participative leadership style helps employees accept changes
easily because they play a role in the process.
 LAISSEZ-FAIRE LEADERSHIP

 A laissez-faire leader lacks direct supervision of employees and

fails to provide regular feedback to those under his supervision.
Highly experienced and trained employees requiring little
supervision fall under the laissez-faire leadership style.The laissez-
faire style produces no leadership or supervision efforts from
managers, which can lead to poor production, lack of control and
increasing costs.
 TRANSACTIONAL LEADERSHIP

 Transactional leadership, also known as managerial leadership, is a

leadership style where leaders rely on rewards and punishments to
achieve optimal job performance from their subordinates.
 The transactional executive leadership model is based on an
exchange or transaction. The leader rewards workers who perform
their tasks to the specified levels and punishes workers who do not
perform to those set standards.

 This relationship between leader and subordinates is based on

theories that assume individuals are not self-motivated and need
structure, instruction and supervision to accomplish their jobs. The
theory also postulates that workers will perform their tasks as the
transactional leader wants them to do in exchange for the leader's
offering something the workers want, such as pay.
 The three approaches to transactional leadership are the
following:

• Contingency. Transactional leadership uses reinforcement

theory and extrinsic motivation based on a system of rewards,
incentives and punishment. Employees earn contingent
rewards and perks if they reach their goal.
• Active management by exception. Transactional leaders rely
on active monitoring by default to anticipate issues and take
corrective action in response to problems.
• Passive management by exception. Transactional leaders
stay out of the team's way by default and only intervene when
employee performance expectations aren't met.
 TRANSFORMATIONAL LEADERSHIP

 The transformational leadership style depends on high levels of

communication from management to meet goals. Leaders motivate employees
and enhance productivity and efficiency through communication and high
visibility. Transformational leadership inspires people to achieve unexpected or
remarkable results. It gives workers autonomy over specific jobs, as well as the
authority to make decisions once they have been trained.
 In this, the leader can inspire workers to find better ways of achieving a goal;
mobilization, because leadership can mobilize people into groups that can get
work done, and morale, in that transformational leaders raise the well-being
and motivation level of a group through excellent rapport. They are also good
at conflict resolution.
 Charismatic Leadership
 Charismatic leaders are essentially very skilled communicators – individuals
who are both verbally eloquent, but also able to communicate to followers on
a deep, emotional level. They are able to articulate a compelling or captivating
vision, and are able to arouse strong emotions in followers.
 The ten most important leadership qualities
 A company's success significantly depends upon the leadership
abilities of its managers. Those in the top position who want to
competently lead employees need leadership qualities. Some of
these leadership qualities can be learned, while others are
character traits. A requirement for leadership skills is having a
natural sense of authority and feeling comfortable in a position of
leadership, as only then will your employees trust you and allow
you to lead.
 1. Communication
 The ability to communicate is deemed an important leadership
quality by many. That is no surprise, as a large part of a manager's
job involves communicating content and strategies internally and
externally. However, this flow of information may not be one-
sided, since good bosses always have an open ear for their
employees' concerns. Successful communication requires a
diplomatic touch-this too is an important leadership quality.
 2. Set a good example
 Leaders also function as role models, as bosses are always being
observed. Supervisors who need something from their employees
that they themselves won't do quickly lose their credibility.
 3. Readiness to take on and give up responsibility
 Someone has to be the one to make decisions and assume responsibility,
and that person is generally the boss. However, leadership skills can also
be seen as an ability to surrender responsibility and to delegate tasks.
Those who pass responsibility on to their employees motivate them and
ensure their loyalty.
 4. Motivation
 Motivating employees, inspiring them, and fostering enthusiasm for
projects is one of the most important leadership qualities and a key to
success because only motivated employees are good employees.
 5. Recognise and foster potential
 Managers with leadership qualities have a keen sense of how people
tick: they recognize special abilities and know how to use them for the
company. Instead of being scared of potential competitors, such
managers encourage talented and motivated employees to transform
them into new leaders.
6.Tolerate mistakes
 Mistakes happen, and no one is immune. But one learns from
mistakes. Thus, as the boss, you should show a certain degree of
tolerance for mistakes. Instead of getting angry and criticising, you
should work together to analyse mistakes so that they are not
repeated. Employees who are afraid of mistakes and of their
supervisors cannot work effectively or freely.
7. Flexibility
 Supervisors must be able to adjust their leadership style to suit the
situation.This requires flexibility and intuition.
8. Set goals and expectations
 Employees can only work in a goal-oriented manner when you
clearly explain what you expect of them. Those who give their
team challenging tasks with clear, realistic deadlines can expect
good results.
 9. Self-reflexion
 Everyone has strengths and weaknesses, even supervisors. The more
aware you are of your own abilities and the more open you are about
them, the more successful you will be as a leader.
 10. Authenticity
 Even when you are the boss you should be yourself and find your own
individual style of leadership. Those who pretend to be something they
are not or hide behind their role of supervisor come across as
unauthentic and over time will not be successful leaders.

 More readings:
 https://culcsookyan91.wordpress.com/2016/03/16/theme-3-most-
effective-leadership-management-styles-approaches/
LEADERSHIP THEORY
 Leadership Situational Model (LSM)/
Hersey Blanchard Situational Leadership
 Situational Leadership Theory, or the Situational Leadership
Model, is a model created by Paul Hersey and Ken
Blanchard, developed while working on Management of
Organizational Behavior. The theory was first introduced in 1969 as
“life cycle theory of leadership”

 Further Readings
 https://asana.com/resources/situational-leadership
LEADERSHIP STYLE in situational leadership model

 According to Paul Hershey and Blanchard, a leaders will have to

adapt his style to level of maturity of the employees. As the
maturity increases the independence of the employee also
increases accordingly. Consequently four leadership styles are
created within situational leadership:
 What leadership looks like in 2023?

 Put simply, 2023 demands a more human approach, and as a

result a new leadership strategy. Leaders who can remain
optimistic, build agility in times of disruption and deliver
business strategies will create workplaces for both people and
organizations to flourish and succeed.

 Critically, leaders need the skills to manage their teams and

responsibilities through challenging and changing times.
They also need to facilitate a productive, engaged environment
in the virtual workplace and build relationships by showing
empathy and building trust
 Important Readings:

 https://www.entrepreneur.com/leadership/10-leadership-
essentials-for-2022/413192
 https://blog.hubspot.com/marketing/leadership-
styles#:~:text
 https://www.breathehr.com/en-gb/blog/topic/business-
leadership/the-six-styles-of-leadership-where-do-you-fit
 https://www.risely.me/the-top-10-latest-trends-in-
leadership-in-2022/