Leadership Styles

Leadership Styles Autocratic, Democratic, Laissez-Faire

The main concern in choosing a particular style of leadership is in recognizing what is most appropriate for your group, at a particular time, in a particular situation, to complete a particular task. • How Not To Flip Over a Jeep

Autocratic: Leader-Centered • In the autocratic method, the leader is the spark plug whose policies, ideas, and plans are the ones that are carried out. So this leader mainly seeks obedience from the group in getting things done. • Remember the Titans

Autocratic: Leader-Centered Hard-boiled type believes... Benevolent type... • in constantly checking on everyone • praise will spoil people • people should not question orders Example: Army • is interested in the individuals within the group • gives praise as well as criticism • is seldom severe or harsh • does not realize his/her leadership is autocratic Still a top down or leader-centered style of leadership

Effective When... Ineffective When... • time is limited • individuals/Group lack skill and knowledge • dealing with a dependent person • dealing with a hostile person, channel that energy constructively • the goal is to develop a strong sense of team • some degree of skill/knowledge is in members In this style, the leader is the spark plug whose policies, ideas, and plans are the ones that get carried out.

Democratic: Group-Centered • In the democratic method, the group is central; from its abilities, ideas, and energies the leader gets the materials to build accomplishment. The leader draws ideas and suggestions from the group by discussion and consultation. Group members are encouraged to take part in setting policy. The leader’s job is largely that of moderator.

Democratic: Group-Centered A Democratic Leader... • involves group members in planning and carrying out activities • asks before he/she tells • gives praise and criticism based on results, not personal likes/dislikes • shares success with the group

Effective When... Ineffective When... • time is available • group is motivated and/or sense of team exists • some degree of skill or knowledge available in group • group is unmotivated • no skill/knowledge is in members • high degree of conflict present Reason for being Democratic is to make Better Decisions

Laissez-Faire: Individual-Centered • In the free-rein method, there is a multiple focus. Each individual in the group tends to become a supplier of ideas. The leader is more or less an information booth on had mainly to provide materials and information and exercise minimum control. • Apollo 13

Laissez-Faire: Individual-Centered A Laissez-Faire Leader... • gives little or no direction to group/individuals • gives opinion only when requested • Leaves responsibility with members for getting things done • Tends to let things go hoping individuals will assert themselves

Effective When... Ineffective When... • high degree of skill and motivation within group’s members • sense of team exists • dealing with a solo player • dealing with someone who is withdrawn • low sense of team/interdependence • Low degree of skill/knowledge is in members • Dealing with a group-minded person When skilfully used in suitable situations Laissez-Faire Leadership can release a lot of creative drive

Myths • Autocratic does not always mean a dictatorship, or wilful self-satisfaction at the expense of the group. • Democratic does not mean putting all decisions to a vote. • Laissez-Faire does not mean absence of leadership, a group left to lurch along without guidance or direction.

Further Leadership Styles • The characteristics of each of the three leadership styles are extreme, and most leaders will employ different amounts of each style. Effective leaders should be able to employ all three styles depending on the situation that the group finds itself in. However, within each of these categories there are more narrow types of leadership.

Director Entrepreneur • Identifies each problem and comes up with the solution • May allow decision making process within the group, but will not let the members be a part of the final decision making • Assigns roles to participants and outlines their responsibilities • Relies primarily on his or her own judgment and “common sense” • Makes decisions without notifying the group, and then persuades the group of the validity of the concept • Describes how the decision fits both the interests of the group and the interests of the individual members

Counselor • Allows the group to work through the decision making process on their own • Gives background and may play devil’s advocate to the process • Encourages group to consider as many solutions as possible • Selects the solution that appears the most promising.

Being the Leader

Leadership refers to the process where by an individual directs, guides, influences, or controls the thoughtsfeelings, or behaviour of other human beings.

Why does the need for a leader arise? • They serve as the best means of meeting a particular need for the group. • They have personal objectives which require a group of people to reach a goal. • They have found an assortment of individuals who accept their objectives and their direction.

Why does a person become a leader? • It provides a means of satisfying personal needs. • Achievement of goals they desire • Status needs • A desire for recognition

What is the function of a leader? • To organize the activities of the members of the group toward the accomplishment of their goals. • To control the means for the satisfaction of the needs of the group members.

“People Do Not Want to Work” - Frederick Hertzberg

How do you get people to work?(2 approaches) Make people work Make people want to work

Making People Work: K.I.T.A.’s • Negative K.I.T.A.’s: Direct Physical Blow • Whips with animals, slaves • Beating students (caning)

Negative Psychological K.I.T.A.’s: (must follow through) • Threat of something bad • “If you do that I will …” • Positive K.I.T.A.’s: (Carrot on a Stick) • Example: Fringe Benefits – Pro Sports Incentive Clauses.

Hertzberg claims that none of the above work; they do not relate to the motivational factors which produce productivity.

Making People Want to Work(2 motivators) • Those that give no satisfaction: • Motivating factors which cause dissatisfaction • Supervision • Administration • Work conditions • Status • Money • Security • Inter personal relations • Motivating Factors Important For Job Satisfaction • Achievement • Recognition of achievement • Responsibility • Advancement • The type of work

Conclusion: • Motivation is a Function of: • Competence and Ability • Reinforcement of One’s Ability • An Opportunity to Use One’s Ability • Things Not to Use as Motivation: • Bribing through incentives • Delayed reinforcement (I’ll make it up later) • Improper substitution (Money vs. Advancement) • Pay by quantity or by the hour

Things to Use to Motivate: Ask yourself 2 questions – • How do I treat people fairly • How do I motivate them • Strive to make work satisfying • Be positive, stress strength not weakness • The job should contain enrichment possibility • You must be “decent to be decent”

“Be the change you want to see in the world” - Mahatma Ghandi • Lost Generation

Leadership Styles