Leadership Styles

http://www.bized.co.
uk
Leadership
Copyright 2007 – Biz/ed

http://www.bized.co.uk
A Leadership Story:
• A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote
island to get to the coast where an estuary provides
a perfect site for a port.
• The leaders organise the labour into efficient units and
monitor the distribution and use of capital assets –
progress is excellent. The leaders continue to monitor
and evaluate progress, making adjustments along the
way to ensure the progress is maintained and efficiency
increased wherever possible.
• Then, one day amidst all the hustle and bustle and
activity, one person climbs up a nearby tree. The person
surveys the scene from the top of the tree.

A Leadership Story:
• And shouts down to the assembled
group below…
• “Wrong Way!”
• (Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).
• “Management is doing things right, leadership

is doing the right things”
(Warren Bennis and Peter Drucker)

Types of Leadership Style


• Autocratic:
– Leader makes decisions without reference
to anyone else
– High degree of dependency on the leader
– Can create de-motivation and alienation
of staff
– May be valuable in some types of business
where decisions need to be made quickly
and decisively


• Democratic:
• Encourages decision making
from different perspectives – leadership
may be emphasised throughout
the organisation
– Consultative: process of consultation before
decisions are taken
– Persuasive: Leader takes decision and seeks
to persuade others that the decision
is correct


• Democratic:
– May help motivation and involvement
– Workers feel ownership of the firm
and its ideas
– Improves the sharing of ideas
and experiences within the business
– Can delay decision making


• Laissez-Faire:
– ‘Let it be’ – the leadership responsibilities
are shared by all
– Can be very useful in businesses
where creative ideas are important
– Can be highly motivational,
as people have control over their working life
– Can make coordination and decision making
time-consuming and lacking in overall direction
– Relies on good team work
– Relies on good interpersonal relations


• Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision
but may consult
• Believes in the need to support
staff

Leadership Across Cultures

• Leadership styles may vary
among different countries or
cultures.
– European managers tend to be more
people-oriented than American or
Japanese managers.
– Japanese managers are group-
oriented, while U.S managers focuses
more on profitability.
– Time horizons also are affected by
cultures.
14-10
Being a Charismatic Leader

• Charismatic Leader
– An enthusiastic, self-confident
transformational leader able to clearly
communicate his vision of how good
things could be
14-11
Being a Charismatic Leader

• Charismatic Leader
– Being excited and clearly communicating
excitement to subordinates.
– Openly sharing information with
employees so that everyone is aware of
problems and the need for change.
– Empowering workers to help with
solutions.
– Engaging in the development of employees
by working hard to help them build skills.
14-12
THERE IS INCREASING EVIDENCE THAT

WOMEN ARE DOING BETTER AT
ADAPTING TO NEW CHALLENGES IN THE
WORLD OF WORK. IF MORE ARE BEING
HIRED AND PROMOTED, IT IS NOT JUST
TO MEET AFFIRMATIVE ACTION GOALS
OR AVOID DISCRIMINATION SUITS.
INCREASING INSTATNCES, THEY
SURPASS MEN IN THE ATTITUDES AND
ABILITIES THAT EMPLOYERS LOOK FOR…

SITUATIONAL LEADERSIP
INDIVIDUALS CAN ADAPT

THEIR LEADERSHIP STYLE TO
VARYING SITUATIONS IN
APPROPRIATE MANNERS
Illinois Institute for Maternal

and Child Health Leadership
Situational
Leadership
15
Overview http://www.bized.co.uk
Directive and Supportive Behavior

Leadership Variables
16
Directive & Supportive Behavior 17

Directive/Task Behavior
• Involves:
– Clearly Telling People
• What to Do
• How to Do It
• Where to Do It
• When to Do It
– And Then Closely
Supervising Their
Performance
18
Supportive/Relationship
Behavior
• Involves:
– Listening to People
– Providing Support and
Encouraging Their
Efforts
– Facilitating Their
Involvement in
– Problem Solving and
Decision Making
19
Leadership Variables
20
• Leader
• Follower
• Boss
• Associates/Peers
Leadership Variables
21
Leadership
Variables
• Organization
• Job Demands
• Time
22
Interim Summary http://www.bized.co.uk
•Directive/Supportive Behavior
•Leadership Variables
23
Charismatic Leadership
24
What is Charisma?
25
Are charismatic leader good leaders?
26
“History” of Charisma
• Charisma = gift (in Greek)
• Max Weber’s definition of charisma:
– A quality that sets an individual apart from ordinary
people
– To be treated as if endowed with exceptional powers
or qualities
– Charismatic individuals: magical abilities, revelations of
heroism, power of mind and speech
27
Lee Iacocca & Chrysler
By setting an example of
personal sacrifice – taking
only $1 as salary for one
year during the crisis –
Iacocca rallied Chrysler’s
tens of thousands of
employees to new levels of
effort and saved the day.
28

Leadership Styles

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Leadership Styles

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http://www.bized.co.

Copyright 2007 – Biz/ed

Copyright 2007 – Biz/ed

• “Management is doing things right, leadership

Copyright 2007 – Biz/ed

Types of Leadership Style

Copyright 2007 – Biz/ed

Types of Leadership Style

Copyright 2007 – Biz/ed

Types of Leadership Style

Copyright 2007 – Biz/ed

Types of Leadership Style

Copyright 2007 – Biz/ed

Types of Leadership Style

Copyright 2007 – Biz/ed

Types of Leadership Style

Copyright 2007 – Biz/ed

Leadership Across Cultures

Being a Charismatic Leader

Being a Charismatic Leader

THERE IS INCREASING EVIDENCE THAT

Copyright 2007 – Biz/ed

INDIVIDUALS CAN ADAPT

Illinois Institute for Maternal

Directive and Supportive Behavior

Directive & Supportive Behavior 17

Are charismatic leader good leaders?

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