STW 44/3/2

Annex, page 31

Annex 1
Leadership styles

Definition of leadership

Leadership is a process whereby an individual influences a group of individuals to achieve a

common goal. Leaders carry out this process by applying their leadership knowledge and skills.

Knowledge is information that changes something or somebody – either by becoming grounds for
actions, or by making an individual (or an institution) capable of different or more effective action –
Peter F Drucker in The New Realities.

Skill (techne in Greek) is used to denote expertise developed in the course of training and
experience.

Peter Drucker argued that a skill cannot be explained in words, but could only be demonstrated.
Thus, the only way to learn a skill was through apprenticeship and experience. (Drucker wrote
many books dealing with leadership, teamwork and management.)

Popular leadership styles – a glossary

Theoretical frameworks usually identify the following leadership styles, which should be described
to the learners/trainees and the relevance of each style to shipboard operations discussed.
Learners/trainees should be invited to give examples of styles they have experienced and
comment on their usefulness.

1. Autocratic leadership

Autocratic leadership is an extreme form of leadership, in which leaders exercise power over
followers who are given little opportunity to make suggestions, even if these would be in the
team's or the organization's best interests. While most people tend to resent such treatment,
however for emergencies requiring strong leadership and also for some routine and unskilled jobs,
the style can be effective as the advantages of tight control may outweigh the disadvantages.

2. Bureaucratic leadership

Bureaucratic leaders work "by the book", closely following rules and procedures. This is a very
appropriate style for work involving serious safety risks such as working with machinery, entering
enclosed spaces, handling dangerous cargoes, or working at dangerous heights. It is also
necessary when handling money.

3. Charismatic leadership

A charismatic leader inspires enthusiasm and generates energy in driving others forward. People
readily follow a charismatic leader, such as a popular politician. There is however the risk that
such a leader is overly attributed with success by followers and becomes too self-confident and
self-centred. A charismatic leader bears heavy responsibility, as there is a tendency to "leave it to
the boss". There is need for long-term commitment and the on-board situation may suffer through
such a leader having only short periods of service.

I:\STW\44\3-2.doc
STW 44/3/2
Annex, page 32

4. Democratic or participative leadership

Democratic leaders invite members of the team to participate in decision making, though they
bear responsibility for the final decisions. This increases job satisfaction and morale because
people feel involved and respected and personal development is encouraged. Motivation is more
readily generated. Deliberation over issues while reaching for a decision can take time, but is
more likely to result in a satisfactory outcome. It can also result in team building and a feeling of
being involved and with the opportunity to contribute to operations. On board operational
meetings provide opportunities for democratic leadership.

5. Laissez-faire leadership

This French phrase means "let it be," and refers to leaders who leave their team members to work
on their own. It can be appropriate when team members are highly skilled and competent in doing
their work. An example could be a Master or Chief Engineer with sufficient trust in the staff to let
them get on with running the ship, but who at the same time monitors what's being achieved and
communicates this back to the team. Laissez-faire leadership may however result from weak
leadership with insufficient control, leaving staff to "do their own thing", with potential for things to
quickly get out of hand.

6. Task-Oriented leadership

A task-oriented leader concentrates on getting the job done, often in an autocratic manner.
An example could be the loading of a heavy lift. The task is clearly defined and planned, the
organization is clear, those involved know their roles and are competent to carry them out and
respond to orders from the leader. There is however the danger that this approach can become
too autocratic and give rise to a feeling of non-involvement in the decision making and discontent
as to the manner in which it is being carried out. There may also be reluctance to inform the
leader of risks and inefficiencies.

7. People-oriented or relations-oriented leadership

The opposite of task-oriented leadership. Leaders focus on organizing, supporting, and

developing their teams, very much as part of the team. An onboard operation often requires
people oriented leadership in its planning but task leadership in its performance, such as with the
loading of a dangerous cargo. An effective leader will use both styles as appropriate.

8. Transactional leadership

This style of leadership is traditional on board ship, where the "crew" know and accept that they
are to follow orders given by the "officers". This was accepted when joining the ship. The
"transaction" is that work will be done in return for payment and other rewards and the leader has
a right to penalize team members whose work does not meet the pre-determined standard. Team
members can do little to improve their job satisfaction under transactional leadership, but may be
given some control over rewards through the use of incentives that encourage even higher
standards or greater productivity, such as the payment of overtime. Transactional leadership is
more a type of management, not a true leadership style, with the focus more on short-term tasks,
such as getting a paint job done while good weather lasts, by working overtime.

9. Transformational leadership

People with this leadership style effectively inspire their teams with a shared vision of the future
and encourage enthusiasm among the team for situations to be transformed. While shipboard
operations require more transactional leadership, operations ashore are likely to require more

I:\STW\44\3-2.doc
 STW 44/3/2
Annex, page 33

transformational leadership at senior levels in response to changes in the business and regulatory
environments. Transactional leaders (management level) ensure that routine work is done
reliably, while the transformational leaders look after initiatives that add new value.

10. Servant leadership

The leader who is often not formally recognized as such. When someone, at any level within an
organization, leads simply by meeting the needs of the team, he or she is described as a "servant
leader"; e.g. a crew member who through natural abilities and strong motivation leads from
behind; e.g. through influence leading to a protest to the onboard management as a result of
dissatisfaction. A servant leader usually becomes powerful on the basis of strong values and
ideals and an ability to influence colleagues.

Key points

While the transformational leadership approach is often highly effective, there's no one "right" way
to lead or manage that fits all situations. To choose the most effective approach, consider:

• the skill levels and experience of the team;

• the work involved (routine, or new and creative);
• the organizational environment (stable or radically changing, conservative or adventurous);
• preferred or natural leadership style.

Good leaders switch instinctively between styles, according to the situation, the people involved
and the work to be done. Trust is established and the needs of the organization balanced against
the needs of the team. The facilitator/instructor should encourage the learners/trainees to identify
leadership styles appropriate for different onboard situations and give reasons.

Poor leaders (sometimes referred to as "toxic leaders") abuse the leader-follower relationship.
Common traits of toxic leadership are:

• Glibness/superficial charm
• Grandiose sense of self-worth
• Pathological lying
• Cunning/manipulative
• Lack of remorse or guilt
• Callous/lack of empathy
• Shallow emotional affect (genuine emotion is short-lived and egocentric)
• Failure to accept responsibility for own actions.

Many are authoritarian (control freaks) tending to use micro-management, over-management and
management by fear. Micromanagers usually dislike a subordinate making decisions without
consulting them, regardless of the level of authority or factual correctness. A toxic leader can be
hypercritical of others in trying to hide their own faults. They can also be both frightening and
psychologically stressful to work with.

I:\STW\44\3-2.doc