AMAZING RACE

1. HUMAN LAND MINE (WHISTLE/ CHALK/ CANDLE)

2. HUMAN BOOKWORM
3. PINGPONG WITH GLASS AND WATER
4. DO A SILENT LINE-UP (ARRANGE YOUR AGE) (ONE GOOD LUMBER)
5. TUBO WITH PINGPONG BALL
6. WATER RELAY
7. TATAWID SA LUBID
8. BABALIKTADON SI FLOORMAT
9. CREATE A TOWER USING RUBBER BAND
10. BALANCING STICK
11. COUNT TO 20
12. GIVE OUT BLIND DIRECTIONS (MUD)

13. Relay pingpong ball

14. Writing a word using pentelpen

15. Count to 20
16. This one’s super simple and great if you want to take a couple of minutes to
bond.
17. Have everyone sit in a circle. Anyone can start the count off or say a
number at any time, the goal being to count from one to 20. However, if
two people jump in at the same time to say a number, the count starts over.
This game requires team members not only to be cognizant of the group
dynamic, but to work together—with limited communication—to get to the
end.

10. Give Out Blind Directions

Pair team members up and have one put on a blindfold—it’s then the other
person’s job to direct them in making moves as best they can, whether that’s
getting them to the other side of the office or having them complete a task like
moving an object or drawing a picture. Have individuals who normally don’t work
as closely together do this exercise, and it’ll help them practice communication
and build trust.
11. Do a Silent Line-Up
Set a timer, and have people line up in various orders say, by height, birthday, or
company tenure—without saying a word. Your team will learn a bit about each
other while overcoming an unusual challenge.

Helium Stick

Bringing teams together with problem solving activities that also ecnourages
play can perform multiple functions. Not only do you encourage teamwork
and the building of various team skills but you can have fun and promote
laughter too.

Helium Stick is an example of a simple team building game that does double
duty by encouraging fun, physical activity while introducing and exploring
some core team building concepts. Ask the group to lower a long pole to the
ground while keeping all of their fingers in contact with the pole at all times –
more difficult than it first appears!

Presentation on theme: "LEADERSHIP STYLES."— Presentation

transcript:
1  LEADERSHIP STYLES

2  Think of a leader that you worked for or observed…

Defining a Leader…Think of a leader that you worked for or observed…What does this person do
and what qualities does this person have that make you admire him or her as a leader?This is
basically a brainstorming question to allow the group to think about what makes good leaders. This
allows the group to start thinking about leadership styles.

3  Leadership Styles Autocratic (Authoritarian) Bureaucratic Democratic

CoerciveTransactionalTransformationalLaissez-FaireAs the study of Leadership has gone through
various paradigm shifts from a historical viewpoint, the study and perspectives of Leadership styles
have evolved as well. The first historical style that is often referenced is Charismatic. This was most
likely used because of a lack of true understanding of leadership styles. Since then, leadership has
evolved to describe many, many types.These are the seven most referenced leadership styles. The
first six listed are active type styles while the seventh (Laissez-Faire) is more of an inactive type. It is
also important to consider when and how the styles were studies to understand how they evolved
and based on what beliefs and assumptions.The study of leadership is almost as old as mankind,
but only in the past couple of centuries has the study of leadership styles, traits, and behaviors really
been studies, documented, and theorized.In 1939, Kurt Lewin, a renowned social scientist identified
three different styles of leadership, including Authoritarian, Democratic and Laissez-Faire. His results
indicated that the democratic style is superior to the other two styles. (click mouse for the three
styles to be highlighted.)Daniel Goleman is also notorious for his article, “Leadership that Gets
Results,” where he targets six leadership styles, including Authoritative, Democratic, and Coercive.
(click mouse)Probably most recently, there has been a significant emphasis placed on examining the
differences between Transactional and Transformational Leadership ideas. (click mouse)What is
interesting and important to know about leadership is that paradigms continue to shift. As society
changes, leadership changes, so naturally the study and theories about leadership change as well.
Fifty years from now, it is likely that new leadership styles will have evolved, or society might
possible return to adopting old ideas and leadership styles. Go to any bookstore and you will find
numerous attempts of scholars and writers trying to capture the “essence” and “answers” to the
intriguing field that has yet to be and probably never will be “nailed-down.”The following slides will
attempt to capture the ideas of each of these seven recognizable leadership styles.

4  Autocratic (Authoritarian)
Manager retains power (classical approach)Manager is decision-making authorityManager does not
consult employees for inputSubordinates expected to obey orders without explanationsMotivation
provided through structured rewards and punishmentsAutocratic Leadership is often considered the
“classical approach,” but this leadership style has been greatly criticized during the past 30 years.
Often referred to as the Authoritative Style, or Directive Style, it relies heavily on old ideas and
beliefs. Put simply, the style communications….”the leaders is the boss.”Often, people tend to think
of this style as a vehicle for yelling, using demeaning language, and leading by threats and abuse of
power. Those ideas are not the authoritative style, but the structure and limited follower participation
leaves one not to be surprised by those accusations. The main ideas that circulate around Autocratic
Leadership are:It uses the classical approach where 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. There is a one-way flow of communication.Subordinates are generally
expected to obey orders without any explanations.The motivational environment is produced by
creating a structured set of rewards and punishments.Notice that the description of Autocratic
Leaders use the term, managers. Autocratic Leadership fits nicely in to the ideas of management
where it is expected that subordinate obedience results from orders and expectations set by the
leader. On the flip-side, the term subordinate is used—showing that the relationship between leaders
and followers is strictly business.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 inputYet, autocratic leadership is not all bad. Sometimes it is the most effective style to
use.

5  When to use Autocratic New, untrained employees

Employees are motivatedEmployees do not respond to any other leadership styleHigh-volume
production needsLimited time for decision makingManager’s power is challenged by an employeeIn
reality, the Autocratic style should normally only be used on rare occasions. Having said that, there
are always situations where a quick and confident decision is needed. In other situations, there may
be factors such as the follower’s development level, knowledge level, and skill level that leave
leaders with few other choices than to use the style.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 stoppageLets look at some
examples of where Autocratic Leadership might be used…

6  Who are Autocratic Leaders?

Can you think of some Autocratic Leaders?SchoolsParentsWhere are some places/organizations
where we might need Autocratic Leaders?Many military leaders are considered Autocratic
Leaders.Why would it be advantageous to use an Autocratic Style in the military?Prison systems
almost have to use an autocratic style, along with other places where it is too risky to leave anything
questionable and unanswered.Factories often require high volume production on a daily basis—we
often see autocratic leadership styles used to increase efficiency

7  Bureaucratic Manager manages “by the book¨

Everything must be done according to procedure or policyIf it isn’t covered by the book, the manager
refers to the next level above him or herPolice officer more than leaderYou want your organization to
keep their “nose out of trouble?”....find a Bureaucratic Leader!Bureaucratic leadership is where the
manager manages “by the book.” Everything must fall according to procedure or policy. I it is not
covered by the book, the manager refers to the next level above him or her.When considering
leadership traits, Integrity is often listed as one of the most valuable traits a leader could possess.
Bureaucratic leaders demonstrate the meaning of integrity beautifully. When do we need leaders
with an abundance of integrity and when do we want Bureaucratic Leaders?....

8  When to use Bureaucratic

Performing routine tasksNeed for standards/proceduresUse of dangerous or delicate
equipmentSafety or security training being conductedTasks that require handling cashThe
bureaucratic style is most effective when there is a need to be concerned about procedure, safety,
and specific, technical tasks.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.

9  Who are Bureaucratic Leaders?

Can you think of some Bureaucratic Leaders?Police were already mentionedAdministrative
positionsWhere are some places/organizations where we might need Bureaucratic Leaders?Law
enforcement absolutely needs bureaucratic leaders. In their professions, law enforcers do not have
room to “wiggle their toes,” and they must be sure to dot their I’s and cross their T’s.It is important to
consider how important it is for organizations that are funded by state tax dollars to have some
bureaucratic leaders to monitor and lead others to be efficient and effective.Anytime there is an
exchange of money, or someone is required to manage money, we hope to have bureaucratic
leaders, or people with bureaucratic skills in those positions.On a side note, what kind of
connections might there be between bureaucratic leadership and stress management?!

10  Democratic Often referred to as participative style

Keeps employees informedShares decision making and problem solving responsibilities“Coach” who
has the final say, but…Gathers information from staff members before making decisionsLike the
other styles, the democratic style is not always appropriate, but it has many valuable benefits.It is
most successful when used with highly skilled or experienced employees or when implementing
operational changes or resolving individual or group problems.Because a democratic leader
welcomes team input and facilitates group discussion, it is often referred to as a participative
leadership styleDemocratic leaders are constantly keeping employees informed about matters that
affect them. They are consistently sharing plans with the group and offering multiple options for
group consideration.Even though the Democratic leader still makes the final decision, they use a
coaching style to encourage followers to take part in influencing and guiding decision making
process. Generally before making a final decision, the leader will consult followers and gather
information from them.There are so many great qualities about the democratic leadership style…that
the list goes on…

11  Democratic Continued Help employees evaluate their own performance

Allows employees to establish goalsEncourages employees to grow on the job and be
promotedRecognizes and encourages achievementCan produce high quality and high quantity work
for long periods of timeOne of the interesting ideas about Democratic Leadership is the use of a
“coach” style of leadership. Not only is the leader concerned about being effective and efficient, but
they are also concerned about the development of their followers through the tasks.Democratic
leaders commonly works with followers to help them set goals, not only for their organization, but
personal achievement goals as well.Democratic leaders encourage growth in employees/followers
by encouraging them to work freely with each other and leave division of tasks to the group—
allowing more sharing and collaboration among followers or group members.In order to continuously
encourage growth, democratic leaders make it a point to praise and offer constructive criticism. In
addition, they will join in group activities without over-participating.Let’s begin thinking about when
we might value a democratic leadership style….

12  When to use Democratic To keep employees informed

To encourage employees to share in decision-making and problem-solvingTo provide opportunities
for employees to develop a high sense of personal growth and job satisfactionComplex problems
that require a lots of inputTo encourage team building and participation.A democratic leadership
style allows for multiple viewpoints, inputs, and participation, while still maintaining control and the
leadership role. A quality democratic leader will recognize each member’s strengths and effectively
encourage the best from each member. It is important for the leader to be able to recognize those
strengths and focus on the needs of the group’s members.On the other hand, it is sometimes a
challenge for democratic leaders to recognize that not all tasks need to be handled by the group,
and that sometimes the leader should appropriately address some issues along.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.

13  Who are Democratic Leaders?

Obviously, our country was founded out of democratic ideas. Our government acts as a democracy
that encourages involvement and allows every American to actively participate and voice their
concerns, if they choose to do so.Does this mean that all of our political leaders are democratic
leaders?A democratic leadership style is also commonly used in situation where the leader needs
too and wants to encourage team building. There is no better way to encourage true team
collaboration than allowing the members to be actively involved in a group processes and decisions.

14  The ear of the leader must ring with the voices of the people.
Woodrow Wilson

15  Coercive Power from a person’s authority to punish

Most obvious types of power a leader has.Good leaders use coercive power only as a last resort:In
today’s sophisticated and complex workplace, excessive use of coercive power unleashes
unpredictable and destabilizing forces which can ultimately undermine the leader using it.The
coercive leadership style, focuses on the use, and possibly abuse of power. While coercive power
can produce results in the short term, it relies on intimidation to do so and will backfire badly if used
as the sole base for exerting influence.At first glance, most people incorrectly assume that a leader
can only be effective if he or she has access to the formal “levers of power”: Legitimate Power,
which comes from the position a person holds; Reward Power, which comes from his or her ability to
give rewards; Information Power, which comes from exclusive access to information; and Coercive
Power.  The best leaders rely on more subtle forms of power:Expert Power: Where followers do
what they’re asked because they respect the leader’s knowledge and expertise and, because of
such, trust him or her to give the best guidance; andReferent Power: Where followers admire and
seek to emulate the leader, and want to receive his or her approval.Good leaders use coercive
power only as a last resort because coercion reduces employees’ satisfaction with their jobs, leading
to lack of commitment and general employee withdrawal.  Think about how you feel when you get
“coerced” into doing something. How would you like to be led that way?...

16  When to use Coercive To meet very short term goals

When left with no other choiceIn times of crisisObviously, by the shortness of the list on this slide,
coercive leadership is not highly desirable, nor is it commonly used. However, there are still times
when a coercive style could be valuable…In times of economic crisis or threats to the survival of the
organization at large, coercion may come to the forefront. Coercive power may also materialize as
organizations attempt to streamline their operations for efficiency. In those types of situations, it
employees must be fired, those who fail to conform to the organizational goals for survival will be
most likely candidates for termination.The threat of termination for failure to comply, in turn, is
coercive power.Where might we see coercive power used today?.....

17  Who are Coercive Leaders?

Coercive leaders are not nearly as recognizable as others, probably because it is not the most highly
desirable leadership style to exemplify.The first illustration represents chaos and crisis. We know
that there have been many instances where crisis has occurred. For example, think about the New
Orleans situation when Hurricane Katrina hit last summer. Considering the state of emergency those
Americans were in, do you think it was valuable to have coercive leaders present?Although Donald
Trump may not be a coercive leader, the phrase he is most famous for demonstrates the ideas of a
coercive leader, “You’re Fired!” Unfortunately, there are times when the need to take action arise—in
those times, we may need coercive leadership styles present to get it done.You’re Fired!

18  TransactionalMotivate followers by appealing to their own self-interestMotivate by the exchange

process.EX: business owners exchange status and wages for the work effort of the
employee.Focuses on the accomplishment of tasks & good worker relationships in exchange for
desirable rewards.Encourage leader to adapt their style and behavior to meet expectations of
followersSome researchers added to Burns original theory and it is thought by many today that
transactional leadership can encompass four types of behavior.1. Contingent Reward – To influence
behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or
incentives to achieve results when expectations are met.2.  Passive Management by Exception - To
influence behavior, the leader uses correction or punishment as a response to unacceptable
performance or deviation from the accepted standards.3. Active Management by Exception - To
influence behavior, the leader actively monitors the work performed and uses corrective methods to
ensure the work is completed to meet accepted standards.4.   Laissez-Faire Leadership – The
leader is indifferent and has a “hands-off” approach toward the workers and their performance. This
leader ignores the needs of others, does not respond to problems or does not monitor
performance.Transactional leadership behavior is used to one degree or another by most leaders.
However, as the old saying goes, “if the only tool in your workbox is a hammer…you will perceive
every problem as a nail”. A leader should not exclusively or primarily practice transactional
leadership behavior to influence others! Here are a few common problems of those who do so.
Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain.
It can place too much emphasis on the “bottom line” and by its very nature is short-term oriented
with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage
in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership
seeks to influence others by exchanging work for wages, but it does not build on the worker’s need
for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can
lead to an environment permeated by position, power, perks and politics. The most effective and
beneficial leadership behavior to achieve long-term success and improved performance is
transformational leadership.
19  When to use Transactional
Leader wants to be in controlWhen there are approaching deadlines that must be metRelationship is
short term“If I do this for you…what can you do for me?”Music to your ears? Probably not!, but it is
something you might hear from a Transactional Leader!So, when would we want to hear those
words?Most of the consideration of when the style would be used is based on the leader
themselves. Since the transactional leader views the leader-follower relationship as a process of
exchange, they would choose to use it in situations where relationships are of little importance and
are short-lived.You might be noticing a trend among some of the leadership styles by now. The
Transactional leadership style closely parallels some of the ideas, pertaining to relationships, as the
autocratic, bureaucratic, and coercive styles.Let’s look now at the other style, often studied in
conjunction with Transactional Leaders…Transformational…

20  A Result of the Leadership We Knew...

“We made workers into robots; we made them into machines…This quote illustrates the ideas of
transactional leadership and the effects it has on individuals and organizations…

21  Jack Smith, CEO, General Motors

...Now, we want them to become a different kind of person: to come up with new ideas.”Jack Smith,
CEO, General MotorsHow interesting! With new expectations, new demands, and new paradigms in
leadership, the next leadership style offers a lot to the current and maybe futuristic views of
leadership studies….

22  Transformational Charismatic and visionary

Inspire followers to transcend their self-interest for the organizationAppeal to followers' ideals and
valuesInspire followers to think about problems in new or different waysCommon strategies used to
influence followers include vision and framingTransformational leadership is about hearts and minds,
about empowering people not controlling them. 4 theories of Transformational Leadership
included: Management by Command — Unsophisticated management in which subordinates are
told what to do and have little say in what and when. Management by Objectives — Process
management in which subordinates are given goals and decide how to achieve them. Management
by Communication — Sophisticated organizations in which skilled subordinates deduce their own
goals by learning about the needs of the organization. 4. Management by Vision — In which
management is about inspiring people to achieve what only they know they can achieve by
concentrating on what is possible. Transformational leaders are more visionary and inspirational in
approach. They tend to communicate a clear and acceptable vision and goals, with which
employees can identify and tend to engender intense emotion in their followers. Rather than
exchanging rewards for performance, transformational leaders attempt to build ownership on the
part of group members, by involving the group in the decision process. When transformational
leaders are successful, they are able to move followers from external to internal control.Research
indicates that transformational leadership is more strongly correlated with lower turnover rates,
higher productivity, and higher employee satisfaction.

23  Transformational cont.
Instils feelings of confidence, admiration and commitmentStimulates followers intellectually, arousing
them to develop new ways to think about problems.Uses contingent rewards to positively reinforce
desirable performancesFlexible and innovative.While it is important to have leaders with the
appropriate orientation defining tasks and managing interrelationships, it is even more important to
have leaders who can bring organizations into futures they have not yet imagined. Transformational
leadership is the essence of creating and sustaining competitive advantage.
24  When to use Transformational
When leaders want members to be an active part of the organization and have ownership to itWhen
leaders are building a sense of purposeWhen the organization has a long term planWhen people
need to be motivatedToday, the phrase, “the only constant is change,” seems truer and truer.
Change is inevitable, therefore, we should seek leadership and use leadership styles that embrace
change.Changing organizations to be motivational when members are resistant, to be purposeful
when members are not directed, and to be visionary for long term goals. Transformational leadership
can be one of the best resources for organizational change.Because it lends itself to successful
change, the latest paradigm shift has directed scholars toward focusing on transformational
leadership more than they ever have.

25  (Comment by President John Adams about George Washington)

"(He) possessed the gift of silence." (Comment by President John Adams about George
Washington)

26  Laissez-Faire Also known as the “hands-off¨ style

Little or no directionGives followers as much freedom as possibleAll authority or power is given to
the followersFollowers must determine goals, make decisions, and resolve problems on their own.A
successful laissez-faire leader is often popular, even charismatic, and inspires people rather than
directs them. They believe people know what to do and will do it without too much direction.The
laissez-faire leadership style is also know 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. The authority of
power is given to the employees and they must determine goals, make decisions, and resolve
problems on their own.

27  When to use Laissez-Faire

Employees are highly skilled, experienced, and educatedEmployees have pride in their work and the
drive to do it successfully on their ownOutside experts, such as staff specialists or consultants are
being usedEmployees are trustworthy and experiencedThis 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.Some risks are involved with Laissez-Faire
Leadership. Followers may like them, but some people find events around them confusing and
chaotic. They also may feel that the leader does not respect their time and energy. Most importantly,
they may not see where their contribution fits and slowly become less committed and enthusiastic.

28  Other Referenced Theories

Theory X and Theory YTheory X and Theory Y each represent different ways in which leaders view
employees.Theory X is the traditional view of direction and control by managers.Theory Y is the view
that individual and organizational goals can be integrated.Douglas McGregor described Theory X
and Theory Y in his book, The Human Side of Enterprise.Theory X managers believe that
employees are motivated mainly by money, are lazy, uncooperative, and have poor work habits.
Theory Y managers believe that subordinates work hard, are cooperative, and have positive
attitudes.

29  Tight control, lots of rules, no freedom

Management/LeaderTight control, lots of rules, no freedomTheory X is the traditional view of
direction and control by managers.1. The average human being has an inherent dislike of work and
will avoid if he or she can. 2. Because of this human characteristic of dislike of work, most people
must be controlled, directed, and threatened with punishment to get them to put forth adequate effort
toward the achievement of organizational objectives. 3. The average human being prefers to be
directed, wishes to avoid responsibility, has relatively little ambition, wants security above all.Theory
X leads naturally to an emphasis on the tactics of control - to procedures and techniques for telling
people what to do, for determining whether they are doing it, and for administering rewards and
punishment. Theory X explains the consequences of a particular managerial strategy. Because its
assumptions are so unnecessarily limiting, it prevents managers from seeing the possibilities
inherent in other managerial strategies. As long as the assumptions of Theory X influence
managerial strategy, organizations will fail to discover, let alone utilize, the potentialities of the
average human being.Staff/FollowersAlan Chapmen

30  Lots of freedom, creativity & responsibility

Staff/FollowersLots of freedom, creativity & responsibilityTheory Y is the view that individual and
organizational goals can be integrated.1. The expenditures of physical and mental effort in work are
as natural as play or rest. 2. External control and the threat of punishment are not the only means for
bringing out effort toward organizational objectives. 3. Commitment to objectives is a function of the
rewards associated with their achievement. 4. The average human being learns, under proper
conditions, not only to accept but also to seek responsibility. 5. The capacity to exercise a relatively
high degree of imagination, ingenuity, and creativity in the solution of organizational problems in
widely, not narrowly, distributed in the population. 6. Under the condition of modern industrial life, the
intellectual potentialities of the average human being are only partially utilized.Theory Y's purpose is
to encourage integration, to create a situation in which an employee can achieve his or her own
goals best by directing his or her efforts toward the objectives of the organization. It is a deliberate
attempt to link improvement in managerial competence with the satisfaction of higher-level ego and
self-actualization needs. Theory Y leads to a preoccupation with the nature of relationships, with the
creation of an environment which will encourage commitment to organizational objectives and which
will provide opportunities for the maximum exercise of initiative, ingenuity, and self-direction in
achieving them.Management/LeaderAlan Chapmen

31  Other Referenced Theories

Hersey-BlanchardSituational LeadershipBased on the amount of direction (task-behavior) and
amount of socio-emotional support (relationship-behavior) a leader must provide given the situation
and the "level of maturity" of the followers.

32  Hersey-Blanchard Situational Leadership

To determine the appropriate leadership style to use in a given situation, the leader must first
determine the maturity level of the followers in relation to the specific task that the leader is
attempting to accomplish through the effort of the followers. As the level of followers' maturity
increases, the leader should begin to reduce his or her task behavior and increase relationship
behavior until the followers reach a moderate level of maturity. As the followers begin to move into
an above average level of maturity, the leader should decrease not only task behavior but also
relationship behavior.Once the maturity level is identified, the appropriate leadership style can be
determined. The four leadership styles are telling, selling, participating, and delegating. High
task/low relationship behavior (S1) is referred to as "telling." The leader provides clear instructions
and specific direction. Telling style is best matched with a low follower readiness level. High
task/high relationship behavior (S2) is referred to as "selling." The leader encourages two-way
communication and helps build confidence and motivation on the part of the employee, although the
leader still has responsibility and controls decision making. Selling style is best matched with a
moderate follower readiness level. High relationship/low task behavior (S3) is referred to as
"participating." With this style, the leader and followers share decision making and no longer need or
expect the relationship to be directive. Participating style is best matched with a moderate follower
readiness level. Low relationship/low task behavior (S4) is labelled "delegating." This style is
appropriate for leaders whose followers are ready to accomplish a particular task and are both
competent and motivated to take full responsibility. Delegating style is best matched with a high
follower readiness level.

33  Selecting a Style Some people are motivated by reward

Some people are motivated by punishmentSocial systems work best with a chain of commandWhen
people have agreed to do a job, a part of the deal is that they cede authority to their leader