Week 9

Leadership Styles (Continuation)

Week 9: Leadership Styles (Continuation)

The first major study of leadership styles was performed in 1939 by Kurt Lewin who led a group of researchers to identify
different styles of leadership (Lewin, Lippit, White, 1939). This early study has remained quite influential as it established
the three major leadership styles: (U.S. Army, 1973).

➢ Authoritarian or autocratic - the leader tells his or her employees what to do and how to do it, without getting their
advice

➢ Participative or democratic - the leader includes one or more employees in the decision making process, but the
leader normally maintains the final decision making authority

➢ Delegative (free-rein) - the leader allows the employees to make the decisions, however, the leader is still responsible
for the decisions that are made
Week 9: Leadership Styles (Continuation)
Week 9: Leadership Styles (Continuation)

Continuum of Leader Behavior

• In 1958 Tannenbaum and Schmidt (1973) expanded on Lewin, Lippit, and White's three leadership styles by extending
them to seven styles and placing them on a continuum as shown in the diagram below:

• Notice that as you go from left to right, it moves from manager-oriented decision making to team or subordinate
oriented decision making, thus the team’s freedom increases while the manager’s authority decreases.
Week 9: Leadership Styles (Continuation)

Positive and Negative Approaches

Leaders approach their employees in different ways. Positive leaders use rewards, such as education, new
experiences, and independence, to motivate employees, while negative employers emphasize penalties (Newstrom,
Davis, 1993). The negative approach has a place in a leader's repertoire of tools in certain situations; however, it must
be used carefully due to its high cost on the human spirit.

Negative leaders act domineering and superior with people. They believe the only way to get things done is through
penalties, such as loss of job, days off without pay, reprimanding employees in front of others, etc. They believe their
authority is increased by frightening everyone into higher levels of productivity.
Week 9: Leadership Styles (Continuation)

Use of Consideration and Structure

Two other approaches that leaders use are (Stogdill, 1974):

Consideration (employee orientation) — leaders are concerned about the human needs of their employees. They
build teamwork, help employees with their problems, and provide psychological support.

Structure (task orientation) — leaders believe that they get results by consistently keeping people busy and urging
them to produce.
There is evidence that leaders who are considerate in their leadership style are higher performers and are more
satisfied with their job (Schriesheim, 1982).
Week 9: Leadership Styles (Continuation)

Books and Journals

1. http://www.nwlink.com/~donclark/leader/leadstl.html
2. https://www.researchgate.net/figure/Leadership-styles-by-Lewin-et-al-The-blue-
envelope-shows-the-emphasis-in-terms-of_fig11_260350391
 Week 8
Leadership Skills and Styles
Week 8: Leadership Skills and Styles

What are Leadership Skills?

▪ Are the tools, behaviors and capabilities that a person needs in order to be successful at motivating and directing others.
▪ It can be said that the most successful leaders are those that drive others to achieve their owned success.

Effective leaders have acquired a set of skills and developed behaviors that set them apart from others. Successful
leaders inspire and motivate people. They have the ability to create a vision and transfer it to those around them. They encourage
hope, positivity, ambition and compassion. They are good communicators; know about planning and more importantly they can
manage people. While all good managers are not leaders, all successful leaders certainly know how to manage people.

What is Leadership Style?

▪ Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. As seen by the
employees, it includes the total pattern of explicit and implicit actions performed by their leader (Newstrom, Davis, 1993).
Week 8: Leadership Skills and Styles

TYPES OF LEADERSHIP STYLES

❖ Democratic Leadership (Commonly Effective)
Democratic leadership is exactly what it sounds like -- the leader makes decisions based on the input of each team member. Although
he or she makes the final call, each employee has an equal say on a project's direction.
Democratic leadership is one of the most effective leadership styles because it allows lower-level employees to exercise authority
they'll need to use wisely in future positions they might hold. It also resembles how decisions can be made in company board
meetings.

❖ Autocratic Leadership (Rarely Effective)

Autocratic leadership is the inverse of democratic leadership. In this leadership style, the leader makes decisions without taking input
from anyone who reports to them. Employees are neither considered nor consulted prior to a direction, and are expected to adhere to
the decision at a time and pace stipulated by the leader.

❖ Laissez-Faire Leadership (Sometimes Effective)

If you remember your high-school French, you'll accurately assume that laissez-faire leadership is the least intrusive form of
leadership. The French term "laissez faire" literally translates to "let them do," and leaders who embrace it afford nearly all authority to
their employees.
Week 8: Leadership Skills and Styles

❖ Strategic Leadership (Commonly Effective)

Strategic leaders sit at the intersection between a company's main operations and its growth opportunities. He or she
accepts the burden of executive interests while ensuring that current working conditions remain stable for everyone else.

❖ Transformational Leadership (Sometimes Effective)

Transformational leadership is always "transforming" and improving upon the company's conventions. Employees might
have a basic set of tasks and goals that they complete every week or month, but the leader is constantly pushing them
outside of their comfort zone.

❖ Transactional Leadership (Sometimes Effective)

Transactional leaders are fairly common today. These managers reward their employees for precisely the work they do.
Transactional leadership helps establish roles and responsibilities for each employee, but it can also encourage bare-
minimum work if employees know how much their effort is worth all the time. This leadership style can use incentive
programs to motivate employees, but they should be consistent with the company's goals and used in addition
to unscheduled gestures of appreciation.
Week 8: Leadership Skills and Styles

❖ Coach-Style Leadership (Commonly Effective)

Similarly to a sports team's coach, this leader focuses on identifying and nurturing the individual strengths of each
member on his or her team. They also focus on strategies that will enable their team work better together. This style
offers strong similarities to strategic and democratic leadership, but puts more emphasis on the growth and success
of individual employees.

❖ Bureaucratic Leadership (Rarely Effective)

Bureaucratic leaders go by the books. This style of leadership might listen and consider the input of employees --
unlike autocratic leadership -- but the leader tends to reject an employee's input if it conflicts with company policy
or past practices.
Week 8: Leadership Skills and Styles

Books and Journals

1. http://promeng.eu/downloads/training-materials/ebooks/soft-skills/leadership-
skills.pdf
2. https://www.skillsconverged.com/TrainingMaterials/ManagementTraining/LeadershipS
kills.aspx
3. https://blog.hubspot.com/marketing/leadership-styles
4. http://www.nwlink.com/~donclark/leader/leadstl.html
 Week 7
Applying the Mintzberg’s 10 Management
Roles Model
Week 7: Applying the Mintzberg’s 10 Management Roles Model

Applying the Model

You can use Mintzberg's 10 Management Roles model as a frame of reference when you're thinking about developing
your own skills and knowledge.

• Figurehead
Figureheads represent their teams. If you need to improve or build confidence in this area, start with your image,
behavior, and reputation. Cultivate humility and empathy, learn how to set a good example at work, and think about how
to be a good role model.

• Leader
This is the role you probably spend most of your time fulfilling. To improve here, start by taking our quiz, How Good Are
Your Leadership Skills? This will give you a thorough understanding of your current abilities.
Week 7: Applying the Mintzberg’s 10 Management Roles Model

• Liaison
To improve your liaison skills, work on your professional networking techniques. You may also like to take
our Bite-Sized Training course on Networking Skills.

• Monitor
To improve here, learn how to gather information effectively and overcome information overload. Also, use
effective reading strategies, so that you can process material quickly and thoroughly, and learn how to keep
up-to-date with industry news.
Week 7: Applying the Mintzberg’s 10 Management Roles Model

Applying the Model

• Disseminator
To be a good disseminator you need to know how to share information and outside views effectively, which means that good
communication skills are vital.

• Spokesperson
To be effective in this role, make sure that you know how to represent your organization at a conference You may also want to
read our articles on delivering great presentations and working with the media (if applicable to your role).

• Entrepreneur
To improve here, build on your change management skills, and learn what not to do when implementing change in your
organization. You'll also need to work on your problem solving and creativity skills , so that you can come up with new ideas,
and implement them successfully.
Week 7: Applying the Mintzberg’s 10 Management Roles Model

Applying the Model

• Disturbance Handler
In this role, you need to excel at conflict resolution and know how to handle team conflict. It's also helpful to be able to manage
emotion in your team.

• Resource Allocator: To improve as a resource allocator, learn how to manage a budget, cut costs and prioritize, so that you
can make the best use of your resources.

• Negotiator
Improve your negotiation skills by learning about Win-Win Negotiation and Distributive Bargaining
Week 7: Applying the Mintzberg’s 10 Management Roles Model

Importance of Management:
✓ Management is goal oriented: Management is concern with achievement of specific goals. It is always
directed towards achievement of objectives. The success of management is measured by the extent to which
objectives are achieved.

✓ Management is associated with group efforts: The business comes into existence with certain objectives
which are to be achieved by a group and not by one person alone. Management gets things done by, with and
through the efforts of group members. It co-ordinates the activities and actions of its members towards a
common goal.

✓ Management is intangible: It is an unseen force, its presence can be evidence by the result of its efforts up
to date order but they generally remain unnoticed, Where as mismanagement is quickly noticed.
Week 7: Applying the Mintzberg’s 10 Management Roles Model

Importance of Management:

✓ Management is an activity and not a person or group of person: Management is not people or not a certain
class but it is the activity, it is the process of planning, organizing, directing and controlling to achieve the
objectives of the organization.

✓ Management is situational: Management does not advice best way of doing things. Effective management is
always situational. A manager has to apply principles, approaches and techniques of management after taking
into consideration the existing situations.

✓ Management is universal: Most of the principles and techniques of management are universal in nature. They
can be applied to government organization, military, educational institutes, religious institutes etc. They provide
working guidelines which can be adopted according to situations.
Week 7: Applying the Mintzberg’s 10 Management Roles Model

Importance of Management:

✓ Management is concern with people: Since management involves getting things done through others only
human being performed this activity with the help of planning and control. The element man can not be
separated from the management.

✓ Management is the combination of art, science and profession: Management makes use of science as well
as art. It is science because it collects knowledge with the methods and data, analyzes and measures it and
decision is taken with the help of experiment. It is a systematic body of knowledge. Art means application of
knowledge for solving various problems. In modern times there is separation of ownership and management,
so professional experts are appointed.
Week 7: Applying the Mintzberg’s 10 Management Roles Model

Books and Journals

1. https://www.mindtools.com/pages/article/management-roles.htm
2. http://uru.ac.in/uruonlinelibrary/Banking/Nature%20of%20Management.pdf
 LEADERSHIP AND MANAGEMENT SKILLS
1

Module 7
APPLYING THE MINTZBERG’S
10 MANAGEMENT ROLES MODEL

Course Learning Outcomes:

1. Have an improved knowledge of the management roles
2. Demonstrate the ability to evaluate, integrate, and apply the
Mintzberg Management Roles.

APPLYING THE MINTZBERG’S 10 MANAGEMENT ROLES

MODEL Applying the Model
You can apply Mintzberg's 10 Management Roles model as a frame of mentioning or alluding when you're
thinking about developing your own skills and knowledge.
• Figurehead
Figureheads are entitled to represent their teams. If you need to enhanced or build confidence in this
area, start with your image, behavior, and reputation. Cultivate humility and empathy, gain or acquire
how to set a good example at work, and think about how to be a good role model.
• Leader
This is often the role you almost certainly pay most of time fulfilling. To improve here, begin by taking
our quiz, How Good Are Your Leadership Skills? This can provide you a thorough understanding of your
current abilities.
• Liaison
To enhance your liaison skills, be engage on your professional networking techniques. You will
additionally wish to take our Bite-Sized Training course on Networking Skills.
• Monitor
To improve here, find out how to collect information effectively and overcome information overload.
Also, use essential effective reading strategies, so that you can process material quickly and thoroughly,
and learn how to keep up-to-date with trade industry news.
• Disseminator
To be a better disseminator you need to know how to share information and out of doors efficaciously,
which implies that good communication skills are vital and important.
• Spokesperson
To be effective in this role, make sure that you know how to represent or appear to your organization at a
conference.
• Entrepreneur
To improve here, build on your becoming different management skills, and learn what not to do when
implementing change in your organization. You'll also require working on your problem solving and
creativity skills, so that you can come up with new ideas, and implement them successfully.
• Disturbance Handler
In this role, you need to excel at conflict resolution and learn how to handle team conflict. It's also helpful
to be capable to manage emotion in your team.
 Resource Allocator: To surpass as a resource allocator, you need to learn how to handle or
manage a budget, cut costs and prioritize, so that you can make the foremost use of your
resources.
• Negotiator
Become better with your negotiation skills by learning about Win-Win Negotiation and Distributive
Bargaining

IMPORTANCE OF MANAGEMENT
 Management is goal oriented: Management is concern with an accomplishment of specific goals.
It is continually directed towards achievement of objectives. The success of management is
measured by the extent to that objectives are achieved.

 Management is associated with group efforts: The business comes into existence with definite
objectives which are to be achieved by a group and not by individually alone. Management gets
things done by, with and through the efforts of group members. It co-ordinates the activities and
actions of its members towards a common goal.

 Management is intangible: It is an unseen force, its presence can be evidence by the result of its
efforts up to date order but they normally remain unnoticed, whereas mismanagement is quickly
noticed and observe.

 Management is an activity and not a person or group of person: Management is not people or
not a ambivalent class but it is the activity, it is the exercise of planning, organizing, directing and
controlling to achieve and accomplish the objectives of the organization.

 Management is situational: Management does not advise best way of doing things. Essential
management is always situational. A manager has to apply principles, approaches and techniques
of management after taking into consideration the existing situations.

 Management is universal: Most of the theory and techniques of management are universal in
nature. They can be applied to government organization, military, educational institutes, religious
institutes etc. They make provisions working guidelines which can be adopted according to
situations.

 Management is concern with people: Since management involves getting things done through
others only human being performed this activity with the help of planning and control. The
element man cannot be separated from the management.

 Management is the combination of art, science and profession: Management makes use of
science as well as art. It is science because it collects knowledge with the methods and data,
examine methodically and measures it and decision is taken with the help of experiment. It is a
systematic body of knowledge. Art means application and implementation of knowledge for
 solving various problems. In modern times there is separation of ownership and management, so
professional experts are appointed.


References and Supplementary Materials
1. https://www.mindtools.com/pages/article/management-roles.htm
2. http://uru.ac.in/uruonlinelibrary/Banking/Nature%20of%20Management.pdf