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I. INTRODUCTION
II. OBJECTIVES
principles.
IV. DISCUSSIONS
Situational examples:
1. Communication failures
2. Poor decision-making by unskilled groups
3. Minority or individual opinions overridden
1. Can work for motivated teams with high expertise and skills
2. Creative teams may value the independence
3. Works well when leader provides needed information and materials at
start of project
Low accountability.
Some leaders might even take advantage of this style as a way to avoid
personal responsibility for the group's failures. When goals are not met, the
leader can then blame members of the team for not completing tasks or living
up to expectations.
If group members are unfamiliar with the task or the process needed to
accomplish the task, leaders are better off taking a more hands-on approach.
Eventually, as followers acquire more expertise, leaders might then switch back
to a more delegative approach that gives group members more freedom to work
independently.
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One of the key leadership styles is being eclectic. This simply means
not ascribing to one single way of leading and having an open mind to
possibilities. It allows for spontaneity and a more natural leadership style to
come through.
It is about creating your own leadership style that isn’t a mirror of any
single leadership guru. It is appreciating the different messages, experiences
and guidance of the leadership teachers and then picks out the elements that
suit ‘who’ you are.
Most people develop their own style of leadership based on factors like
experience and personality, as well as the needs of their organization and its
culture. While every leader is different, there are commonly known leadership
styles to achieve objectives and meet the needs of the organization.
The autocratic style can be beneficial in some settings, but also has its
pitfalls and is not appropriate for every setting and with every group. An
autocratic style can be used effectively in situations where the leader is the
most knowledgeable member of the group or has access to information that
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other members of the group do not. The expert leader can quickly make
decisions that are in the best interest of the group.
VI. REFERENCES
https://www.verywellmind.com/leadership-theories-2795323
https://www.psychologytoday.com/intl/blog/cutting-edge-
leadership/200903/are-you-transformational-leader
https://www.verywellmind.com/ways-to-become-a-better-leader-2795324
https://www.ncbi.nlm.nih.gov/pubmed/23836019