+Leadership Styles

Leadership in our LivesWhat is your true style?Kathleen Lyons-Zentar

+

“ Leadership

is the capacity to translate vision into reality”

Leader: An innovator, has long-range perspective, challenges the status quo, and “does the right thing.”

+Kurt * Leadership Theory

In 1939, a group of researchers led by Kurt Lewin identified

three styles of leadership.

In the study, schoolchildren were assigned to one of three

groups with an authoritarian, democratic or laissez-fair

leader(participative) leader. The children were then led in an

arts and crafts project while researchers observed the behavior

of children in response to the different styles of leadership.

+Authoritarian (Autocratic)

Leaders

Authoritarian leaders provide clear expectations for

what needs to be done, when it should be done, and

how it should be done. There is also a clear division

between the leader and the followers. Authoritarian

leaders make decisions independently with little or

no input from the rest of the group.

+ Authoritarian Leadership Summary

Directive/Authoritarian leadership:

Take personal responsibility for decision making

Taskmaster to get things done

“Take charge”

+Participative (Democratic)

leadership

Participative leadership is generally the most effective

leadership style. Democratic leaders offer guidance to group

members, but they also participate in the group and allow input

from other group members. In Lewin’s study, children in this

group were less productive than the members of the

authoritarian group, but their contributions were of a much

higher quality.

+ Participative Leadership Summary

Participative leadership:

Present ideas

Asks for staff feedback

Makes final decision

+Delegative (Laissez-fair) Leadership Delegative leaders were the least productive of all three groups. The

children in this group also made more demands on the leader,

showed little cooperation and were unable to work independently.

Delegative leaders offer little or no guidance to group members and

leave decision-making up to group members. While this style can be

effective in situations where group members are highly qualified in

an area of expertise, it often leads to poorly defined roles and a lack

of motivation.

+ Delegative Leadership Summary

Delegative leadership

Decision making depends on staff

Take part in decision making, no one person has more authority than another.

+Practicing leadership styles

The leadership style that is practiced depends on the operation and characteristics of the staff.

For example, if employees manifest intelligence, education, and experience; if they are motived to be involved in decision making; if they identify with the goals and mission of the organization; manage unstructured situations, have self-confidence, etc.

A manger may use a participative or delegative leadership style.

+ Flawed leadership styles

The Oblivious Manager

No leadership Assumes workers know their roles and tasks Passive when it comes to giving direction or

creating a vision Low-expectation results Ignoring problems; thinking they will just go

away Are okay with limited staff performance

+Flawed Leadership continued…

The Loner

Office door usually closed

Limited contact with colleagues

Unapproachable

Doesn’t want to be bothered

Self-imposed isolation

Staff usually feel ignored and abandoned

+Flawed Leadership continued…

The Mistruster

Constantly checks on staff performance and attitudes because of insecurity

Constantly monitors staff whereabouts, reading all correspondence, etc.

Suspicious nature

Immobilize staff from taking initiative

+Quick Tips on How to be a Transformative Leader Carry your vision

Identify, shape, and stay true to your vision

Practicing patience and politeness Build and maintain relationships through all levels of the

organization

Embrace diversity

Learn as you go Remember the importance of understanding and improving the

work processes.

Building Community Focus on teamwork, dialogue, connectedness, engagement and

awareness.

+ How to Foster a Positive Working Environment from a Leadership

PerspectiveModeling the way Initially involves leaders developing

self-awareness and examining and recognizing their personal and professional values. Once these ideals are clarified, they can express their vision by synchronizing their behaviors with these values

Inspiring a Shared Vision Entails envisioning improvements and possibilities, then enlisting the team to share and participate in the aspirations.

Challenging the Process Requires leaders to search for opportunities, take the initiative, and experiment with new ideas and alternative systems.

Encouraging Others to Act Includes fostering collaboration, interaction and trust. The resulting ‘enabling environment’ promotes choice, accountability and power sharing

Encouraging the Heart Means that others’ contributions are recognized, appreciated and celebrated to develop community spirit and common goals

+

" The boss drives people; the leader coaches them. The boss depends on authority; the leader on good will. The boss inspires fear; the leader inspires enthusiasm. The boss says I; The leader says WE. The boss fixes the blame for the breakdown; the leader fixes the breakdown. The boss says, GO; the leader says Lets GO! "

-H. Gordon Selfridge

+

Thank You!

+References

"Great Leadership Quotes." Holden Leadership Center.

http://leadership.uoregon.edu/resources/quotes>.

Thompson, J. (2012). Transformational leadership can improve workforce competencies. Nursing Management - UK, 18(10), 21-24.