Professional Development in Leadership

Term paper on Leadership styles and their

Application in Different Situations

SUBMITTED TO:

PREPARED BY: ABRAHAM ADULA ID NO. ILI/00383/08

KEBEDE ERANE ILI/00521/08
MALICHA LODJE ILI/00403/08

FEBRUARY, 2011
Contents
Contents...................................................................................................................................2

Introduction

In the past several decades, management experts have undergone a revolution in how they
define leadership and what their attitudes are toward it. They have gone from a very
classical autocratic approach to a very creative, participative approach. Somewhere along
the line, it was determined that not everything old was bad and not everything new was
good. Rather, different styles were needed for different situations and each leader needed to
know when to exhibit a particular approach.

Leadership style is the manner and approach of providing direction, implementing plans,
and motivating people. Kurt Lewin (1939) led a group of researchers to identify different
styles of leadership. This early study has been very influential and established three major
leadership styles: Autocratic, Democratic and Lassiez-faire.
 According to our group and also other theorists and practitioners, these leadership styles
applicable in different situations because no one leadership style works best in all situations.
There is no one best style for a given organization. They can be applied at different
situations in a given organization. This paper discusses different leadership styles and their
applicability in different situations.

Leadership Styles

The three major styles of leadership are (U.S. Army Handbook, 1973):

o Authoritarian or autocratic
o Participative or democratic
o Delegative or Free Reign/ laissez-faire

Autocratic Leadership Style

This is often considered the classical approach. It is one in which the manager retains as
much power and decision-making authority as possible. The manager does not consult
employees, nor are they allowed to give any input. Employees are expected to obey orders
without receiving any explanations. The motivation environment is produced by creating a
structured set of rewards and punishments.

This leadership style has been greatly criticized during the past 30 years. Some studies say
that organizations with many autocratic leaders have higher turnover and absenteeism than
other organizations. Certainly Gen X employees have proven to be highly resistant to this
management style. These studies say that autocratic leaders:

o Rely on threats and punishment to influence employees

o Do not trust employees

o Do not allow for employee input

Democratic Leadership Style

The democratic leadership style is also called the participative style as it encourages
employees to be a part of the decision making. The democratic manager keeps his or her
employees informed about everything that affects their work and shares decision making
and problem solving responsibilities. This style requires the leader to be a coach who has
the final say, but gathers information from staff members before making a decision.

Laissez-Faire Leadership Style

The laissez-faire leadership style is also known as the “hands-off¨ style. It is one in which
the manager provides little or no direction and gives employees as much freedom as
possible. All authority or power is given to the employees and they must determine goals,
make decisions, and resolve problems on their own.

The Situations to Use Leadership Styles

Although good leaders use all three styles, with one of them normally dominant, bad leaders
tend to stick with one style because all of them do not works in all situations. The situations
where these leadership styles used discussed as follows:

Authoritarian (autocratic)

This style is used when leaders tell their employees what they want done and how they want
it accomplished, without getting the advice of their followers. Some of the appropriate
conditions to use it is when you have all the information to solve the problem, you are short
on time, and your employees are well motivated.

Some people tend to think of this style as a vehicle for yelling, using demeaning language,
and leading by threats and abusing their power. This is not the authoritarian style, rather it is
an abusive, unprofessional style called “bossing people around.” It has no place in a
leader's repertoire.
 The authoritarian style should normally only be used on rare occasions. If you have the time
and want to gain more commitment and motivation from your employees, then you should
use the participative style.

Participative (democratic)

This style involves the leader including one or more employees in the decision making
process (determining what to do and how to do it). However, the leader maintains the final
decision making authority. Using this style is not a sign of weakness; rather it is a sign of
strength that your employees will respect.

This is normally used when you have part of the information, and your employees have
other parts. Note that a leader is not expected to know everything — this is why you employ
knowledgeable and skillful employees. Using this style is of mutual benefit — it allows
them to become part of the team and allows you to make better decisions.

D e l e g a t i v e ( laissez faire)

In this style, the leader allows the employees to make the decisions. However, the leader is
still responsible for the decisions that are made. This is used when employees are able to
analyze the situation and determine what needs to be done and how to do it. 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 there is full trust and confidence in the subordinates.

How to use leadership styles

A good leader uses all three styles, depending on what forces are involved between the
followers, the leader, and the situation. Some examples include:

o Using an authoritarian style on a new employee who is just learning the job. The
leader is competent and a good coach. The employee is motivated to learn a new skill. The
situation is a new environment for the employee.
o Using a participative style with a team of workers who know their job. The leader
knows the problem, but does not have all the information. The employees know their jobs
and want to become part of the team.
o Using a delegative style with a worker who knows more about the job than you. You
cannot do everything and the employee needs to take ownership of her job! In addition, this
allows you to be at other places, doing other things.
o 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).

Forces that influence the style to be used included:

o How much time is available?

o Are relationships based on respect and trust or on disrespect?
o Who has the information — you, your employees, or both?
o How well your employees are trained and how well you know the task.
o Internal conflicts.
o Stress levels.
o Type of task. Is it structured, unstructured, complicated, or simple?
o Laws or established procedures such as OSHA or training plans.

Positive and Negative Approaches

There is a difference in ways leaders approach their employee. Positive leaders use rewards,
such as education, independence, etc. to motivate employees. While negative employers
emphasize penalties. While the negative approach has a place in a leader's repertoire of
tools, 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. Yet what always happens when this approach is
used wrongly is that morale falls; which of course leads to lower productivity.

Also note that most leaders do not strictly use one or another, but are somewhere on a
continuum ranging from extremely positive to extremely negative. People who continuously
work out of the negative are bosses while those who primarily work out of the positive are
considered real leaders.

Use of Consideration and Structure

Two other approaches that leaders use are:

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).

Also notice that consideration and structure are independent of each other, thus they should
not be viewed on opposite ends of a continuum. For example, a leader who becomes more
considerate does not necessarily mean that she has become less structured.
Effectiveness of Leadership Styles

Autocratic leadership is not all bad. Sometimes it is the most effective style to use.
These situations can include:

• New, untrained employees who do not know which tasks to perform or which
procedures to follow
• Effective supervision can be provided only through detailed orders and
instructions

• Employees do not respond to any other leadership style

• There are high-volume production needs on a daily basis

• There is limited time in which to make a decision

• A manager’s power is challenged by an employee

• The area was poorly managed

• Work needs to be coordinated with another department or organization

• The autocratic leadership style should not be used when:

• Employees become tense, fearful, or resentful

• Employees expect to have their opinions heard

• Employees begin depending on their manager to make all their decisions

• There is low employee morale, high turnover and absenteeism and work stoppage

Bureaucratic (Autocratic) Leadership Style

This style can be effective when:

• Employees are performing routine tasks over and over.

• Employees need to understand certain standards or procedures.

• Employees are working with dangerous or delicate equipment that requires a

definite set of procedures to operate.

• Safety or security training is being conducted.

• Employees are performing tasks that require handling cash.

This style is ineffective when:

• Work habits forms that are hard to break, especially if they are no longer useful.
• Employees lose their interest in their jobs and in their fellow workers.

• Employees do only what is expected of them and no more.

Democratic Leadership Style

Democratic leadership can produce high quality and high quantity work for long periods of
time. Many employees like the trust they receive and respond with cooperation, team spirit,
and high morale. Typically the democratic leader:

• Develops plans to help employees evaluate their own performance

• Allows employees to establish goals

• Encourages employees to grow on the job and be promoted

• Recognizes and encourages achievement.

 Like the other styles, the democratic style is not always appropriate. It is most successful
when used with highly skilled or experienced employees or when implementing operational
changes or resolving individual or group problems.

The democratic leadership style is most effective when:

• The leader wants to keep employees informed about matters that affect them.
• The leader wants employees to share in decision-making and problem-solving duties.

• The leader wants to provide opportunities for employees to develop a high sense of personal
growth and job satisfaction.

• There is a large or complex problem that requires lots of input to solve.

• Changes must be made or problems solved that affect employees or groups of employees.

• You want to encourage team building and participation.

Democratic leadership should not be used when:

• There is not enough time to get everyone’s input.

• It’s easier and more cost-effective for the manager to make the decision.

• The business can’t afford mistakes.

• The manager feels threatened by this type of leadership.

• Employee safety is a critical concern.

Laissez-Faire Leadership Style

This is an effective style to use when:

• 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.

This style should not be used when:

• It makes employees feel insecure at the unavailability of a manager.

• The manager cannot provide regular feedback to let employees know how well they are
doing.

• Managers are unable to thank employees for their good work.

• The manager doesn’t understand his or her responsibilities and is hoping the employees can
cover for him or her.

Varying Leadership Style

While the proper leadership style depends on the situation, there are three other factors that
also influence which leadership style to use.

1. The manager’s personal background. What personality, knowledge, values, ethics, and
experiences the managers have. What does he or she think will work?

2. The employees being supervised. Employees are individuals with different personalities
and backgrounds. The leadership style manager’s use will vary depending upon the
individual employee and what he or she will respond best to.

3. The company. The traditions, values, philosophy, and concerns of the company will
influence how a manager acts.

CONCLUSION
There are three types of leadership styles: Autocratic, Democratic and Lassiez-faire
leadership styles. These leadership styles can be used in different situation. Autocratic
leadership styles used Employees are performing routine tasks over and over and need to
understand certain standards or procedures.

Democratic leadership is most successful when used with highly skilled or experienced
employees or when implementing operational changes or resolving individual or group
problems. Lassiez-faire leadership style can be used when employees have pride in their
work and the drive to do it successfully on their own and also when outside experts, such as
staff specialists or consultants are being used.

In general, these types of leadership styles used in different situation in a given

organizational set-up. Our group argued that different types of leadership styles can be used
in a different situation.

REFERENCES

A. Books

Goodworth, C. (1988). The Secret of Successful Leadership and People Management.

Heinman professional publishing.

Lewin,K. and Lippitt, R.(1938) An experimental approach to the study of autocracy and
democracy. A preliminary note, sociometry 1.

Schriesheim, C. (1982). The great high Consideration__high initiating structure

leadership myth: Evidence of its generalizability. Journal of social psychology.
US Army (1973). Military Leadership. US Army Handbook, 1973.

B. Internet Sources

www.essortment.com

www.legacee.com/info/leadership

www.12manage.com/methods_methods_goleman_leadership_styles

Wikipedia, the free encyclopedia