Explain various leadership styles.

Explain various leadership styles. Critically evaluate the leadership styles being followed in your organization or any organization you are familiar with. Briefly describe the organization you are referring to.


Solution :
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. 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
Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. Authoritarian (autocratic)

I want both of you to. . .
This style is used when leaders tell their employees what they want done and how they want it accompished, 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)

Let's work together to solve this. . .
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.
Delegative (free reign)


You two take care of the problem while I go. . .
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 you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely!
NOTE: This is also known as lais…sez faire (or lais…ser faire), which is the noninterference in the affairs of others. [French : laissez, second person pl. imperative of laisser, to let, allow + faire, to do.]

Forces
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! The employee needs to take ownership of her job. Also, the situation might call for 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?
Laws or established procedures such as OSHA or training plans.

Four of the most basic leadership styles are:
--Autocratic
--Bureaucratic
--Laissez-faire
--Democratic
This article will briefly define each style and describe the situations in which each one might be used.
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:
--Rely on threats and punishment to influence employees
--Do not trust employees
--Do not allow for employee input
Yet, 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 Leadership Style
Bureaucratic leadership is where the manager manages “by the book¨ Everything must be done according to procedure or policy. If it isn’t covered by the book, the manager refers to the next level above him or her. This manager is really more of a police officer than a leader. He or she enforces the rules.
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 form 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
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.
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
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.
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 does the manager 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 managers 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.
Leadership & Impact On Organisation Climate - Presentation Transcript
1. LEADERSHIP & IMPACT ON ORGANISATION CLIMATE
2. Different leadership styles on the organizational climate and performance directs the organization in a way that makes it more cohesive and coherent. Leadership is a process by which a person influences others to accomplish an objective
3. Leadership Styles The Affiliative Style The Coercive Style The Pacesetting Style The Democratic Style The Authoritative Style The Coaching Style Leadership Styles
4. Leadership Styles Overall impact on climate When the style works best Underlying EI competencies The style in a phrase Leader’s modus operandi Most strongly positive Negative appropriate when a new direction is required or a clarification of the goals to be achieved appropriate in emergencies and severe situations Self confidence, empathy, change catalyst Drive to achieve, initiative, self control “ Come with me” “ Do what I tell you” focuses on the goal or vision of the future and inspires others to follow Demands immediate compliance Authoritative (a.k.a. 'The Visionary') Coercive (a.k.a. 'The Dictator‘)
5. Leadership Styles Overall impact on climate When the style works best Underlying EI competencies The style in a phrase Leader’s modus operandi Positive Positive a useful style to adopt when attempting to involve a wide range of people in decision making or building a consensus healing dysfunctional relationships within a team Collaboration, team leadership, communication Empathy, building relationships, communication “ What do you think” “ People Come First” Forges consensus through participation focus on people, teambuilding, bonding and forging alliances; create teams and a motivator Democratic (a.k.a. 'The Listener') Affiliative (a.k.a. 'The People Person')
6. Leadership Styles Overall impact on climate When the style works best Underlying EI competencies The style in a phrase Leader’s modus operandi Positive Negative is especially useful in building skills to develop managers and future leaders To get quick results from a highly motivated and competent team; useful to raise the stakes when a competent and motivated team is working well Developing others, empathy, self-awareness Conscientiousness, drive to achieve, initiative “ Try this” “ Do as I do, now” focuses on helping to improve people's strengths sets an example by working to extremely high standards of performance Coaching (a.k.a. 'The Nurturer') Pacesetting (a.k.a. 'The Superman/Superwoman')
7. Leadership styles offers clear guidance to the manager, using these styles as appropriate as situation require
o All of these styles are useful at different times, but used at the wrong time they can be disastrous e.g. too much listening when immediate action is required, or only providing a vision when a team needs building or rebuilding.
o The type of leadership styles use will affect performance and results
Leadership Styles
8. Flexibility i.e. how free employees feel to innovate unencumbered by red tape;
o Level of standards that people set;
o The sense of accuracy about performance feedback and aptness of rewards;
o The clarity people have about mission and values;
o The level of commitment to a common purpose
6 key factors that influence organization climate
9. How different leadership styles affects the organizational climate and performance
o Reap strong loyalty by building strong emotional bonds
o Drives up flexibility and does not impose unnecessary strictures on how work is done
o Offers ample positive feedback for motivation
o Creates a sense of belonging for employees
o Most effective among the 6 leadership styles
o Motivates people and able to lead them to a clear direction
o Maximizes commitment to the business’s goals and strategy with defined standards
o Gives employees the freedom to innovate, experiment and take calculated risks.
o appropriate in severe situations and emergency i.e. during a turnaround or when a hostile takeover is looming
o Able to break failed business habits and shock people into new ways of working
o Can work with problem employees when all else has failed
POSITIVE ASPECTS NEGATIVE ASPECTS
o Exclusive focus on praise can allow poor performance to go uncorrected
o Perception that mediocrity is tolerated
o Rarely offers constructive advice on how to improve (directionless)
Affiliative
o Will not work when working with a team of experts/peers who are more experienced.
o Can undermine an effective team if authoritative becomes overbearing
o top-down decision overrides new ideas
o Staff unable to act on their own initiative, loss of ownership
o has a damaging effect on rewards system
o Undermines motivation to employees
Authoritative Coercive
10. How different leadership styles affects the organizational climate and performance
o Helps employees to identify their strengths and weaknesses; establish long-term development goals and helps to attain them
o Employees are more responsible when they know what is expected of them and how their work fits in the pic
o Works well when all employees are self-motivated, highly competent and need little direction/coordination
o Get work done on time and even ahead of schedule
o Drives up flexibility and responsibility when letting employees have a say in decisions
o Employees tend to be very realistic about what they can and cannot be accomplished
POSITIVE ASPECTS NEGATIVE ASPECTS
o Ineffective if employees are resistant to learning or changing their ways
o May create fear or apathy through ongoing performance feedback
Coaching
o overwhelmed by demands of excellence; morale will drop
o Employee don’t feel trust to work in their own way or to take initiative as ideas will be shot down
o Work becomes task focused, dependant and routine, with no sense of flexibility and responsibility
employees may not be competent or informed enough to offer sound advice
o Unable to reach to a consensus/decision
Pacesetting Democratic
11.
o Leaders who used styles that positively affect the climate had better financial results than those who did not;
o Studies have shown that leaders who have mastered 4 or more styles (esp. the authoritative, democratic, affiliative and coaching styles) have the very best climate and business performance