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Leadership Styles There is a significant amount of literature in both the pop or self-help domains and in the organisational research arena. Generally, theorists and proponents of Leadership style fall into 1 of 3 key beliefs: 1) Leaders are born, not made. This approach suggests that great leaders are heroic, genetically pre-determined to rise to the role of leader at the right time. Winston Churchill and the Dali Lama are two individuals who are thought to have been destined (for different reasons) to be leaders of their time. 2) Leaders have personality styles that make them what they are – Great. This approach assumes that people have certain qualities that are stable and inherent: good leaders have a particular set of qualities that mean they have a natural affinity to the role. Of course, there are many people who have the set of qualities considered to indicate good leadership style but do not become leaders! 3) What makes a good Leader differs across contexts. This final approach suggests that a good leader may have a set of general qualities that provide optimal support, but they also have specific qualities and skills they can use to effect outcomes in particular situations. At times, they may utilise a leadership style that is participative, while at other times they are more directive or authoritative in their approach. Leadership Tips: In some situations, an autocratic or authoritarian style is appropriate: • In critical situations, where one leader is required • When the leader has specific knowledge that others do not In some situations, a delegative style is appropriate: • If a team member knows more than you do about a task • When work loads and deadlines are pressing (shared success builds team cohesion) In most situations, a participative style is appropriate: • Especially when team members understand the objectives and their role in the task • To gain engagement and buy-in from all team members (it is noted that participative decision making is different to participative leadership and not always possible) There are multiple Leadership Styles within each of the three key beliefs listed above. Some styles reflect more than 1 belief and share some overlap – e.g., autocratic leaders are a form of transactional leader. The key styles include: Leadership Style Transformative Key Characteristics • True leader who inspires team with shared vision • Uses delegation & participation to engage team & has technical support staff so that focus is on communicating & people management • Style most encouraged by Leadership programs Transactional • Focus is on getting staff to do what they are paid for (employment is a transaction) • Reward & punishment is used to ensure compliance to leader’s directions/expectations (authoritarian) • May have short-term benefits in high output demand roles but long-term cost is high • Low job satisfaction, high absenteeism & staff turnover Situational • Mostly transformative leadership but can switch between different leadership styles depending on context requirements • Good situational leaders communicate this switch & reason for/time limits for the switch to team members Authoritarian/Autocratic • Extreme form of transactional leadership • “My way or the highway” • team members have little opportunity for decision-making • High absenteeism or employee turnover • May be appropriate in critical situations or where absolute power outweighs high cost Bureaucratic • “By the book” leadership • “If it isn’t a protocol, it isn’t practiced” • Useful for work requiring precise outputs • Limits team members’ capacity for innovation, enterprise and buy-in (unless they like the type of work that is clearly directive) Charismatic • Leader is highly enthusiastic and motivates others with energy • May be perceived as only source of motivation or inspiration in the team • Team members may feel that without their leader they cannot complete important projects Democratic/Participative • Invites team members to contribute to decision making, although may make final decision • Very useful in situations where team cohesion is important & job sharing a focus • Change may be slower with participative process but buy-in and outcome likely to be greater • Useful when quality is better than output quantity Popularist/Laissez-faire • Leaders leave team members to get on with their work: “leave it be” • Useful when team members are highly skilled and proficient, but if feedback on output and achievements (or difficulties) are not provided, lowered engagement or entrenched poor behaviour may result • Popularist leaders are often promoted from within and may ‘leave it be’ to not upset expeers/friends • Lack of continual direction or clarity often results Task-orientated • Very task and output focussed • Clearly provides targets, timelines, technical support & advice but little focus on team members as individuals requiring support • Like authoritarian leadership, can lead to increased absenteeism & staff turnover because of lack of staff engagement People/relations orientated • The opposite of task-orientated • The focus is truly on people management rather than task management • Results in strong employee engagement via team members feeling valued and important • May result in lowered output if focus is too much on providing support for non-work related personal issues Servant • Leadership is achieved because person meets the needs of other team members: often not a formal team leader • Often occurs when team undertakes a project and a team member ‘arises’ as the project leader by value of skills/knowledge/enthusiasm • Useful in many situations, but individual may still be overlooked to become formal leader and this may result in that person’s disengagement or disgruntlement for person What leadership type are you most often?