PRESTON UNIVERSITY LAHORE CAMPUS NEW GARDEN TOWN

Leadership Styles
Assignment 1
Javeria Mansoor
27/7/2011

Reg. No:1652-410025 Presented to : Sir Sohail Ikram

Question: Explain different Leadership Styles with examples? Answer:

Behavioral Leadership is a study of the actions, or behaviors, that define a leadership style. This theoretical approach to understanding leaders creates categories of styles. Since behavioral leadership places emphasis on the actions of the leader. Behavior = Emotional Feelings + Actions

Leadership style
Leadership style is the relatively consistent pattern of behavior that characterizes a leader. These styles and their impact can help you develop your own, personal leadership style and help you become a more effective leader. Most classifications of leadership style are based on the dimensions of consideration and initiating structure.

Leadership Theories
Researchers have developed a number of leadership theories over the years. These fall into five main groups: 1. Participative 2. Autocratic 3. Leadership Grid 4. Entrepreneurial 5. Gender differences in leadership styles 6. Charismatic leadership 7. Task-Oriented leadership 8. Transactional Leadership 9. Transformational Leadership 10. Bureaucratic Leadership

1 Participative leadership styles

Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. Participative leadership styles can be divided into three subtypes: Consultative leaders Consensus leaders Democratic leaders

Consultative leaders Consultative leaders confer with group members before making a decision but they retain the final authority to make decisions. Consensus leaders Consensus leaders try for consensus. They encourage group discussion about an issue and then make a decision that reflects general agreement and support. Democratic leaders Democratic leaders confer final authority on the group. They function as collectors of group opinion and take a vote before making a decision.

2 Autocratic leadership
Autocratic leadership is an extreme form of transactional leadership, where leaders have absolute power over their workers or team. Staff and team members have little opportunity to make suggestions, even if these would be in the team's or the organization's best interest. Most people tend to resent being treated like this. Therefore, autocratic leadership often leads to high levels of absenteeism and staff turnover. However, for some routine and unskilled jobs, the style can remain effective because the advantages of control may outweigh the disadvantages.

Autocratic leadership is a classical leadership style with the following characteristics: 1. Manager seeks to make as many decisions as possible 2. Manager seeks to have the most authority and control in decision making 3. Manager seeks to retain responsibility rather than utilize complete delegation 4. Consultation with other colleagues in minimal and decision making becomes a solitary process

3 Leadership Grid Styles:

Leadership Grid - a simple assessment tool for leaders Leadership grid was first given shape by Blake and Mouton in 1960s. Leadership from the perspective of style approach Leadership style has always fascinated researchers. Researchers studying style approach have broadly based their thinking on two types of leadership behavior task orientation or production orientation and relationship orientation or employee orientation. Task behavior or production orientation is about leaders facilitate and reinforce achievement of a given task. This behavior includes acts such as organizing, structuring and scheduling work, clarifying roles and responsibilities, attention to policy decisions, processes, product development and results. Relationship orientation or employee orientation is about leaders making subordinates feel comfortable with themselves and the job, building trust, commitment and respect in the teams, emphasizing human relations and providing good working conditions. Blake & Moutons Leadership Grid Leadership grid explains how leaders help organizations to achieve to achieve their objectives through the factors of concern for production or results (task behavior) and concern for people (relationship behavior). The grid consists of two axes Y-axis representing concern for production while X-axis representing concern for people on a scale 9 points. 1 represents minimum concern and 9 the maximum.

Authority Compliance Management or task management (9,1) Leaders who fall in this category heavily emphasize results with minimum concern for people. They consider people merely as a means to achieve desired results. The leader is often characterized as controlling, overpowering, over driving and coercive. Country club management (1,9) Leaders falling in this category are those who are concerned more welfare and personal needs of people and lack the focus on task accomplishment. The leader is often characterized democratic but also is seen as ineffective in driving the people toward achievement of goals. Impoverished management (1,1) Leaders in this category are generally those who arrived here merely by means of their position, and are simply viewed as going through the motions of being a leader. They are characterized as indifferent, non-committal, un-involved and withdrawn. Middle of the road management (5,5) Leaders in this category seem to achieve a balance between people relationships and results,

but are basically compromisers in nature. They compromise on conviction to make some progress and as a result miss out on push for results and also on drive for creating a true team culture. Such leader is characterized as avoiding conflicts. Team management (9,9) Leaders in this category consider people relation, commitment and empowerment as a means of achieving goals. They are open to learning, view conflicts as opportunity for innovative thinking, clarify goals and set high expectation and provide learning opportunity for people in the course of completion of the task. Such leader is characterized as driving trust and learning in the teams. Other type of leader exists who uses both (1, 9) and (9,1) styles, which means that rewards are bestowed to people in return for loyalty and punishment for non-compliance. Leadership grid provides a framework for assessing leadership in a broad way. Leaders can use their scores on the grid to examine their behaviors in the two dimensions and can determine how they can change to improve their effectiveness required in the given situation.

4 Entrepreneurial:
Rarely can entrepreneurs make a company succeed by themselves. This is much like the fact that the greatest athlete doesn't ensure that their team will win if the other players cannot perform. As such, entrepreneurs need to be able to identify staffing needs, expertly fill them, and lead the team to success. Leadership is the process through which an entrepreneur is able to influence employees to achieve the objectives of the organization. To be an effective leader, an entrepreneur must Build trust and confidence among employees Communicate effectively with them

Leaders can build trust in many ways. They can achieve it by working hard, maintaining a constant message and/or being available to solve employees' problems among others. By showing employees that they are fully committed to achieving the vision, entrepreneurial leaders build trust and confidence in employees. This in turn yields high employee satisfaction and commitment. Effective communication is equally critical to successful leadership. If employees are unclear about the company's vision, and/or receive mixed messages over time, they will be unable to focus all of their efforts on achieving the company's goals. Conversely, by delineating the company's vision and goals, and reinforcing them over time with the same message, the company's goals become engrained in its employees.

In addition to building trust and effective communications, other keys to entrepreneurial leadership include the following: Seeking self-improvement: A great leader always seeks to become even better. Possessing technical skills: While the leader may not need to have the greatest technical skills in their organizations, they need to be savvy enough to lead the team. Accepting responsibility for actions: Leaders and companies always make mistakes. Great leaders don't place blame on others. Making decisions: Good leaders must make good and timely decisions.

Being a role model: A leader must set an example to employees and guide them to excel. The ability to effectively lead is a crucial factor in the success, or lack thereof, in entrepreneurial ventures. By understanding and embodying what it takes to lead effectively, entrepreneurs can maximize their chances of success.

5 Gender differences in leadership styles:

Several researchers and observers argue that man and woman have different styles of leadership, traits and behaviors. Mostly men are inclined toward a command and control but woman find participative management more natural then man. The term gender refers to the perceptions about the differences among males and female.

The Arguments For Male and Female Differences in Leadership Styles: Woman tended toward a transformational style and heavily relying on interpersonal skills. Woman leader have slightly more charismatic traits. Gender differences in communications also are reflected in leadership styles.

The Arguments against Gender Differences in Leadership Styles: There are few apparently differences in personalities and behaviors between man and woman. Woman is so sensitive that in some matters it becomes difficult to handle. Traditionally, qualities have been associated with the male style of management.

6. Charismatic leadership
A charismatic leadership style can seem similar to transformational leadership, because these leaders inspire lots of enthusiasm in their teams and are very energetic in driving others forward. However, charismatic leaders can tend to believe more in themselves than in their teams, and this creates a risk that a project, or even an entire organization, might collapse if the leader leaves. In the eyes of the followers, success is directly connected to the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and it needs a long-term commitment from the leader.

7. Task-Oriented leadership
Highly task-oriented leaders focus only on getting the job done, and they can be quite autocratic. They actively define the work and the roles required, put structures in place, plan, organize, and monitor. However, because task-oriented leaders don't tend to think much about the well-being of their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties in motivating and retaining staff.

8.TransactionalLeadership
This style of leadership starts with the idea that team members agree to obey their leader totally when they take on a job: the transaction is (usually) that the organization pays the team members in return for their effort and compliance. You have a right to punish the team members if their work doesnt meet the pre-determined standard. Transactional leadership is really just a way of managing rather a true leadership style as the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work, but remains a common style in many organizations.

Transformational

Leadership

A person with this leadership style is a true leader who inspires his or her team constantly with a shared vision of the future. Transformational leaders are highly visible, and spend a lot of time communicating. They dont necessarily lead from the front, as they tend to delegate responsibility amongst their team. While their enthusiasm is often infectious, they generally need to be supported by details people. In many organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that routine work is done reliably, while the transformational leaders look after initiatives that add value.

10 Bureaucratic Leadership
Bureaucratic leadership is found in extremely large corporations such as General Electric, Daimler and General Motors. However these cultures have evolved due to the age and size of these companies, and are generally blamed for the slow growth and recent failures at these companies.

1. Governmental bodies often have bureaucratic systems, and while these are often despised by the public, they ensure accountability to the tax payer and fair treatment for all. Excessive form-filling also serves the purpose of passing effort from the government authority (with a tight budget) onto the individual, helping to save costs. 2. Dangerous workplaces such as mines, oil rigs, construction sites and film sets all benefit from the tight control over health and safety that rules offer.

Selecting the best Leadership Style

There is no one best or most effective Leadership style. A study with 3000 universities revealed that leaders who get the best results do not rely on one style. So being versatile and flexible is the best leadership style. Leaders need shape their leadership styles according the time and situation. Versatility and flexibility are the two characteristics which are going to make a leader effective.