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These slides explain the different types of Leadership Styles in my own words except where italicized.
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Mr. Laurie E. S. TalbotMr. Laurie E. S. TalbotCopyrightCopyright
Leadership Leadership Styles Training Styles Training
Seminar 1Seminar 1
T
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 22
Action Centered LeadershipAction Centered Leadership
Is determined by your Is determined by your outcomeoutcome not your not your egoego Competently balances the needs of the Competently balances the needs of the
assignmentassignment, the , the groupgroup and the and the entityentity Executes the purpose and exhibit the Executes the purpose and exhibit the
performance apposite to the circles performance apposite to the circles (assignment, group, entity), changing the (assignment, group, entity), changing the intensity according to the needs of the intensity according to the needs of the situation. situation.
Whilst balancing the three circles, monitors Whilst balancing the three circles, monitors the process by ensuring the best possible the process by ensuring the best possible indication of what is happening.indication of what is happening.
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 33
Transformational Transformational LeadershipLeadership 1 1
In James MacGregor Burns’ concept of ‘transforming leadership’ he states;In James MacGregor Burns’ concept of ‘transforming leadership’ he states;
Leadership is relationship of mutual Leadership is relationship of mutual stimulation and elevationstimulation and elevation
Converts followers into leaders and may Converts followers into leaders and may convert leaders into moral agentsconvert leaders into moral agents
Occurs when one or more persons engage Occurs when one or more persons engage with others in such a way that leaders and with others in such a way that leaders and followers raise one another to higher followers raise one another to higher levels of motivation or morality levels of motivation or morality
Transformational leadership is about the Transformational leadership is about the ability of the leader to motivate and ability of the leader to motivate and empower their followersempower their followers
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 44
Transformational Transformational Leadership 2Leadership 2
The goal of transformational The goal of transformational leadership is to ‘transform’ people leadership is to ‘transform’ people and organizations in a literal senseand organizations in a literal sense
Change people in mind and heartChange people in mind and heart Enlarge vision, insight, and Enlarge vision, insight, and
understanding and clarifies purposeunderstanding and clarifies purpose Make behavior congruent with Make behavior congruent with
beliefs, principles, or valuesbeliefs, principles, or values
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 55
Transformational Transformational Leadership 3Leadership 3
Brings about changes that are Brings about changes that are permanent, self-perpetuating, and permanent, self-perpetuating, and momentum building” (Bass and Avolio, momentum building” (Bass and Avolio, 1994) 1994)
Transformational leadership is Transformational leadership is frequently contrasted with frequently contrasted with ‘transactional’ leadership where the ‘transactional’ leadership where the leader gains commitment from followers leader gains commitment from followers on the basis of a straightforward on the basis of a straightforward exchange of pay and security etc. in exchange of pay and security etc. in return for reliable workreturn for reliable work
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 66
Transformational Transformational Leadership 4Leadership 4
Transformational leadership Transformational leadership evokes images of evokes images of extraordinary individuals such extraordinary individuals such as Martin Luther King, Jr., or as Martin Luther King, Jr., or GhandiGhandi
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 77
Charismatic LeadershipCharismatic Leadership
Is one of the more contemporary theories Is one of the more contemporary theories on leadershipon leadership
Is not thoroughly tested and provenIs not thoroughly tested and proven Carries great responsibilityCarries great responsibility Is defined as an extraordinary Is defined as an extraordinary
characteristic of some leaders. People characteristic of some leaders. People usually feel attracted to charismatic usually feel attracted to charismatic leaders, and this attraction can lead to leaders, and this attraction can lead to powerful leadershippowerful leadership
Leader is highly motivated which is good Leader is highly motivated which is good for team spiritfor team spirit
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 88
Servant Leadership 1Servant Leadership 1
The servant-leader is “Servant first.” The servant-leader is “Servant first.” It begins with a heart inspired to It begins with a heart inspired to “serve” first, not to lead“serve” first, not to lead
Leadership decisions then becomes Leadership decisions then becomes inevitable and inspires the servant inevitable and inspires the servant leader to assume responsibility leader to assume responsibility
He or she is sharply different from He or she is sharply different from the person who is “Leader first” the person who is “Leader first”
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 99
Servant Leadership 2Servant Leadership 2
““Leaders first” are obsessed with Leaders first” are obsessed with power to acquire material power to acquire material possessions and usually “serve” only possessions and usually “serve” only after leadership is established after leadership is established
The “leader-first” and the “servant-The “leader-first” and the “servant-first” are two extreme types. first” are two extreme types. Between them there are shadings Between them there are shadings and blends that are part of the and blends that are part of the infinite variety of human nature infinite variety of human nature
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Distributed Leadership 1Distributed Leadership 1
Distributed leadership entails Distributed leadership entails allocating leadership across the allocating leadership across the organizationorganization
Is referred to as ‘Is referred to as ‘unceremonious’, unceremonious’, ‘embryonic’, ‘discrete’ or ‘embryonic’, ‘discrete’ or ‘disseminated’ leadership‘disseminated’ leadership
Less formalized type of leadership Less formalized type of leadership modelsmodels
Is usually dissociated from the Is usually dissociated from the organizational hierarchyorganizational hierarchy
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 1111
Distributed Leadership 2Distributed Leadership 2
It proposes that individuals at all It proposes that individuals at all levels in the organization and in all levels in the organization and in all roles can exert headship authority roles can exert headship authority over their colleagues and thus over their colleagues and thus manipulate the overall trend of the manipulate the overall trend of the organization.organization.
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Authoritarian (Autocratic) Authoritarian (Autocratic) Leadership 1Leadership 1
This style is used when the leader This style is used when the leader tells employees what needs to be tells employees what needs to be done and how it should be done, done and how it should be done, without requiring any without requiring any recommendation or contribution from recommendation or contribution from themthem
Is normally abused by manyIs normally abused by many It is an abusive, unprofessional style It is an abusive, unprofessional style
called “called “bossing people aroundbossing people around”” It has no place in a leaders repertoireIt has no place in a leaders repertoire
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 1313
Authoritarian (Autocratic) Authoritarian (Autocratic) Leadership 2Leadership 2
The authoritarian style should only be The authoritarian style should only be used on rare occasions such as (when used on rare occasions such as (when handling large sums of cash)handling large sums of cash)
Dedication and Inspiration comes from Dedication and Inspiration comes from participationparticipation
Team members have little opportunity for Team members have little opportunity for making suggestions, even if these would making suggestions, even if these would be in the team or organization’s interestbe in the team or organization’s interest
Leads to sporadic absenteeism and staff Leads to sporadic absenteeism and staff turnoverturnover
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 1414
Participative (democratic) Participative (democratic) Leadership 1Leadership 1
The leader include one or more The leader include one or more employees in on the decision making employees in on the decision making processprocess
The leader maintains the final The leader maintains the final decision making abilitydecision making ability
This method is not a indication of This method is not a indication of weakness; rather it is a symbol of weakness; rather it is a symbol of strength that your employees will strength that your employees will respect respect
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 1515
Participative (democratic) Participative (democratic) Leadership 2Leadership 2
This all inclusive method means This all inclusive method means combining all ideas (of leaders and combining all ideas (of leaders and employees) for the benefit of the employees) for the benefit of the organizationorganization
Participative leadership utilizes the Participative leadership utilizes the knowledge and skillsknowledge and skills of employeesof employees
Has mutual benefits because of team Has mutual benefits because of team participationparticipation
Allows you to make better decisions Allows you to make better decisions
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 1616
Delegative (free reign) Delegative (free reign) Leadership 1Leadership 1
In this style, the leader allows the In this style, the leader allows the employees to make decisionsemployees to make decisions
The leader is still “accountable” for all The leader is still “accountable” for all decisions madedecisions made
This is used when employees are able This is used when employees are able to evaluate the situation and to evaluate the situation and determine the solutiondetermine the solution
Sets priorities and entrust certain Sets priorities and entrust certain tasks tasks
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Delegative (free reign) Delegative (free reign) Leadership 2Leadership 2
Does not allow the leader to shun Does not allow the leader to shun responsibility because the leader is responsibility because the leader is still in chargestill in charge
The leader should use this style when The leader should use this style when full trust and confidence in the full trust and confidence in the people below is establishedpeople below is established
NOTE: Also known as lais…sez faire NOTE: Also known as lais…sez faire (or lais…ser faire) which is the (or lais…ser faire) which is the noninterference in the affairs of noninterference in the affairs of others? others?
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 1818
Bureaucratic LeadershipBureaucratic Leadership
Bureaucratic leaders work “by the Bureaucratic leaders work “by the book”book”
Is too rigidIs too rigid Has very low or no flexibilityHas very low or no flexibility Only appropriate for certain types of Only appropriate for certain types of
work (such as working with machinery, work (such as working with machinery, with toxic substances or airborne)with toxic substances or airborne)
Is necessary when large sums of money Is necessary when large sums of money is involvedis involved
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 1919
Laissez-faire LeadershipLaissez-faire Leadership
This French phrase means “leave it be”This French phrase means “leave it be” Leaders using this style promote Leaders using this style promote
independent work ethicsindependent work ethics Can be effective if the leader monitors what Can be effective if the leader monitors what
is being achieved and converse with their is being achieved and converse with their teams teams
Laissez-faire leadership works well in teams Laissez-faire leadership works well in teams involving very knowledgeable and capable involving very knowledgeable and capable employeesemployees
Leaders using this style are sometimes Leaders using this style are sometimes reflected as not exerting sufficient controlreflected as not exerting sufficient control
04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 2020
People-Oriented Leadership People-Oriented Leadership or Relations-Oriented or Relations-Oriented
LeadershipLeadership This style of leadership is the opposite of This style of leadership is the opposite of
task-oriented leadership task-oriented leadership The leader is totally focused on arranging, The leader is totally focused on arranging,
sustaining and improving the people in the sustaining and improving the people in the teamteam
Is predisposed to good teamwork and Is predisposed to good teamwork and ingenious allianceingenious alliance
In practice most leaders use both task-In practice most leaders use both task-oriented and people-oriented styles of oriented and people-oriented styles of leadershipleadership
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Task-Oriented LeadershipTask-Oriented Leadership
Task-oriented leaders focus only on Task-oriented leaders focus only on getting the job donegetting the job done
Usually quite autocratic Usually quite autocratic Will actively define the work and the Will actively define the work and the
roles required, put structures in place, roles required, put structures in place, plan, organize and monitorplan, organize and monitor
Task-oriented leaders show little thought Task-oriented leaders show little thought for the well-being of their teamsfor the well-being of their teams
Results in similar issues as autocratic Results in similar issues as autocratic leadership, such as inspiring and leadership, such as inspiring and retaining staffretaining staff
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Transactional Leadership 1Transactional Leadership 1
This style of leadership starts with the idea This style of leadership starts with the idea that team members agree to obey their that team members agree to obey their leader totally when they take on a jobleader totally when they take on a job
The deal is that the organization pays the The deal is that the organization pays the team members in return for their effort team members in return for their effort and “compliance”and “compliance”
Have the right to “punish” the team Have the right to “punish” the team members if their work does not meet the members if their work does not meet the pre-determined standardpre-determined standard
Team Players can do little to improve their Team Players can do little to improve their job fulfillment under transactional job fulfillment under transactional leadershipleadership
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Transactional Leadership 2Transactional Leadership 2
Does not give team members control Does not give team members control of their income or remunerationof their income or remuneration
Does not use incentives that Does not use incentives that encourage even elevated standards or encourage even elevated standards or superior productivitysuperior productivity
Focus is on short-term tasksFocus is on short-term tasks It has serious limitations for It has serious limitations for
knowledge-based or creative work, but knowledge-based or creative work, but remains a regular style in many remains a regular style in many organizationsorganizations
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Transformational LeadershipTransformational Leadership This Leadership style represents a true leader who This Leadership style represents a true leader who
inspires his or her team constantly with a shared vision inspires his or her team constantly with a shared vision of the futureof the future
Transformational leaders are highly visible, and spend a Transformational leaders are highly visible, and spend a lot of time communicatinglot of time communicating
They don’t necessarily lead from the front, as they tend They don’t necessarily lead from the front, as they tend to delegate responsibility amongst their teamto delegate responsibility amongst their team
Need to be supported by “details people”. In many Need to be supported by “details people”. In many organizations, both transactional and transformational organizations, both transactional and transformational leadership are neededleadership are needed
The transactional leaders ensure that routine work is The transactional leaders ensure that routine work is done reliablydone reliably
Transformational leaders look after proposals that add Transformational leaders look after proposals that add worthworth
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Situational Leadership 1 Situational Leadership 1
While the Transformational While the Transformational Leadership approach is often Leadership approach is often highly effective, there is no one highly effective, there is no one “right” way to lead or manage “right” way to lead or manage that suits all situations. To that suits all situations. To choose the most effective choose the most effective approach for you, you must approach for you, you must consider:consider:
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Situational Leadership 2Situational Leadership 2
The proficiency levels and knowledge The proficiency levels and knowledge of your teamof your team
The work involved (routine or new The work involved (routine or new and creative)and creative)
The organizational environment The organizational environment ((stable or radically changing, stable or radically changing, conservative or adventurous)conservative or adventurous)
You own preferred or natural styleYou own preferred or natural style
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Situational Leadership 3Situational Leadership 3
A good leader will change A good leader will change intuitively between styles intuitively between styles according to the people and work according to the people and work they are dealing withthey are dealing with
This is often referred to as This is often referred to as “Situational Leadership”“Situational Leadership”
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Situational Leadership 4Situational Leadership 4
For example, the manager of a small For example, the manager of a small factory trains new machine operatives factory trains new machine operatives using a bureaucratic style to ensure using a bureaucratic style to ensure operatives know the procedures that operatives know the procedures that achieve the right standards of product achieve the right standards of product quality and workplace safety. The same quality and workplace safety. The same manager may adopt a more manager may adopt a more participative style of leadership when participative style of leadership when working on production line working on production line improvement with his or her team of improvement with his or her team of supervisors.supervisors.