1. Autocratic Leadership Style The autocratic style has its advocates, but it is falling out of favor in many countries. Some people have argued that the style is popular with today's CEO's, who have much in common with feudal lords in Medieval Europe. 2. The Charismatic Leadership This is a special leadership style commonly often associated with transformational leadership. While charisma is extremely powerful, it is difficult to learn and not that easy to define. 3. The Coaching Leadership A great coach is definitely a leader who also possess a unique gifts ability to teach and train. 4. Cross-Cultural Leadership Not all individuals can adapt to the leadership styles expected in a different culture whether that culture is organizational or national. In fact, there is some evidence that American and Asian Leadership Styles are very different, primarily due to cultural factors. 5. Emergent Leadership Contrary to the belief of many, groups don't automatically accept a new "boss" as leader. Emergent leadership is what you must do when one taking over a new group. 6. The Exchange Leadership Sometimes known as leader-member exchange, the style involves the exchange of favors between two individuals. An exchange can be hierarchical between the boss and subordinate or occur between two individuals of equal status. For this leadership style to work, you need to know how to develop, maintain and repair relationships. 7. The Laissez Faire Leadership The style is largely a "hands off" view that tends to minimize the amount of direction and face time required. Works well if you have highly trained, highly motivated direct reports. 8. Situational Leadership Situational Leadership. In the 1950s, management theorists from Ohio State University and the University of Michigan published a series of studies to determine whether leaders should be more task or relationship (people) oriented. The importance of the research cannot be overestimated since leaders tend to have a dominant style; a leadership style they use in a wide variety of situations. Surprisingly, the research discovered that there is no one best style: leaders must adjust their leadership style to the situation as well as to the people being led. Hershey and Blanchard's Model of Situational Leadership. Going back to the 1970s, the model primarily focuses on the nature of the task as the major variable in choosing your style. In this model, there are four options: telling, selling, participating and delegating. 9. Strategic Leadership This is practiced by the military services such as the US Army, US Air Force, and many large corporations. It stresses the competitive nature of running an organization and being able to out fox and outwit the competition. 10. Team Leadership A few years ago, a large corporation decided that supervisors were no longer needed and those in charge were suddenly made "team leaders." Today, companies have gotten smarter about how to exert effective team leadership, but it still takes leadership to transition a group into a team. 11. The Transformational Leadership The primary focus of the transformational leadership style is to make change happen in: Our Self, Others, Groups, and Organizations The transformational style requires a number of different skills and is closely associated with two other leadership styles: charismatic and visionary leadership. 12. Facilitative Leadership This is a special style that anyone who runs a meeting can employ. Rather than being directive, one using the facilitative leadership style uses a number of indirect communication patterns to help the group reach consensus. 13. Influence Leadership Here one looks at the behaviors associated how one exercises influence. For example, does the person mostly punish? Do they know how to reward? 14. The Participative Leadership It's hard to order and demand someone to be creative, perform as a team, solve complex problems, improve quality, and provide outstanding customer service. The participative style presents a happy medium between over controlling (micromanaging) and not being engaged and tends to be seen in organizations that must innovate to prosper. 15. Servant Leadership Some leaders have put the needs of their followers first. For example, the motto of the Los Angeles Police Department, "To Protect and Serve." reflects this philosophy of service. One suspects servant leadership are relatively rare in business. 16. Visionary Leadership It's surprising who few leaders really have a clear view of what is happening socially or economically in their industry, nation or globally. The visionary leadership style focuses on how the leader defines the future for followers and moves them toward it. 17. Transactional Leadership The approach emphasizes getting things done within the umbrella of the status quo; almost in opposition to the goals of the transformational leadership. It's considered to be a "by the book" approach in which the person works within the rules. As such, it's more commonly seen in large, bureaucratic organizations where political Bureaucratics are part of daily life. 18. Level 5 Leadership This term was coined by Jim Collins in his book Good to Great: Why Some Company’s Make the Leap and Other Don’t. As Collins says in his book, "We were surprised, shocked really, to discover the types of leadership required for turning a good company into a great one." What he seems to have found is whatThe Economist calls, "The Cult of the Faceless Boss." 19. Primal Leadership Goleman's model of leadership is a relatively recent addition to the pantheon of leadership style. Its based on the application of emotional intelligence to leadership. The six styles one can use are: coaching, pace setting, democratic, affinitive, authoritative and coercive. 20. Quiet Leadership The actions of a leader speak louder than his or her words. People are motivated when you give them credit rather than take it yourself. Ego and aggression are neither necessary nor constructive. 21. Affilative Leadership The Affiliative Leader creates people connections and thus harmony within the organization. It is a very collaborative style which focuses on emotional needs over work needs. When done badly, it avoids emotionally distressing situations such as negative feedback. Done well, it is often used alongside visionary leadership. It is best used for healing rifts and getting through stressful situations. It has a positive impact on climate. 22. Pace-Setting Leadership The Pace-setting Leader builds challenge and exciting goals for people, expecting excellence and often exemplifying it themselves. They identify poor performers and demand more of them. If necessary, they will roll up their sleeves and rescue the situation themselves. 23. Commanding Leadership The Commanding Leader soothes fears and gives clear directions by his or her powerful stance, commanding and expecting full compliance. They need emotional self- control for success and can seem cold and distant. This approach is best in times of crisis when you need unquestioned rapid action and with problem employees who do not respond to other methods 24. Exploitive authoritative In this style, the leader has a low concern for people and uses such methods as threats and other fear-based methods to achieve conformance. Communication is almost entirely downwards and the psychologically distant concerns of people are ignored. 25. Benevolent authoritative When the leader adds concern for people to an authoritative position, a 'benevolent dictatorship' is formed. The leader now uses rewards to encourage appropriate performance and listens more to concerns lower down the organization, although what they hear is often rose-tinted, being limited to what their subordinates think that the boss wants to hear. Although there may be some delegation of decisions, almost all major decisions are still made centrally. 26. Consultative The upward flow of information here is still cautious and rose-tinted to some degree, although the leader is making genuine efforts to listen carefully to ideas. Nevertheless, major decisions are still largely centrally made. 27. Participative Leadership At this level, the leader makes maximum use of participative methods, engaging people lower down the organization in decision-making. People across the organization are psychologically closer together and work well together at all levels. 28. Impoverished management Minimum effort to get the work done. A basically lazy approach that avoids as much work as possible. 29. Authority-compliance Strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible. 30. Country Club management Care and concern for the people, with a comfortable and friendly environment and collegial style. But a low focus on task may give questionable results. 31. Middle of the road management A weak balance of focus on both people and the work. Doing enough to get things done, but not pushing the boundaries of what may be possible. 32. Delagative Leadership In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. 33. Paternalistic Leadership A type of fatherly managerial style typically employed by dominant males where their organizational power is used to control and protect subordinate staff that are expected to be loyal and obedient. A manager with a paternalistic leadership style might be appropriate for a business with a more formal and hierarchical structure where creative thinking is not required of staff. 34. Mentor The leadership style of the Mentor can often be characterized as compassionate and caring.They are highly empathetic individuals who are able to see the best in others. They are champions of customer service in the work place, and gain their deepest satisfaction from helping to develop others. Example of a Mentor: Mother Teresa 35. Achiever Having vanity as their driving force, the Achievers are often go-getters who are willing to take risk to ensure success for the projects or organizations they lead.This type of leader is extremely efficient and goal oriented as well as a great self-promoter. The Achiever is often seen as charming and gracious. Example of a Achiever: Bill Clinton. 36. The Innovator Every Organization can use an Innovator in a leadership role.With his unique ability to see things from a different perspective, this style of leadership will usually bring a fresh new outlook to a project or a problem. They are generally able to learn and master most skills that interest them. Example of an Innovator: Albert Einstein 37. The Synthesizer Often capable of exerting influence on those around them, the Synthesizer has the ability to see the big picture and quickly find ways to integrate various elements of a project together. This type of leader may exhibit great insight into problems and the intelligence required to find the proper solutions. At their best, they can be leaders of great vision and strategy. Example of a Synthesizer: Richard Nixon 38. The Partner: With fear as the chief driving force of their personality, the Partner tends to be a highly team oriented leader who bring out the best in others.Their worries can translate well into the ability of challenging others in ways that makes them accountable for their role within the team.Partners are seen as trustworthy, reliable, and capable of sacrifice for others. Example of a Partner: Colin Powell 39. Cheerleader The charms and easy going nature of the Cheerleader can play a vital role in an organization. The Cheerleader are generally multi-talented and able to achieve distinction in various roles.Their fixation is on enthusiasm, and their optimistic nature may lead them to focus mostly on the good instead of the bad in a situation. Example of a Cheerleader: John F. Kennedy 40. The Challenger With their extreme self-confidence and rather soft heart, the Challenger can inspire loyalty from those he leads. The Challenger is driven by a fixation on power. They can take on vast amounts of responsibility, are highly independent, and show great courage in the face of adversity. Challengers are willing to get in harms way in order to accomplish their goals and objectives. Example of an Advocate: Fidel Castro 41. The Diplomat The Diplomat is a leader capable of building cooperation within a project or organization. They are the organization's referees. Challengers are also gifted at resolving problems between those who work for them, fostering group unity. Diplomats also have the ability to get along with anyone and are trusting of those around them. They are champions of diversity within the work place. Example of a Diplomat: Abraham Lincoln 42. Task oriented Leader refers to a a leader who is concerned primarily with getting the job done and less so with the feelings of and relationships between the workers 43. Consideration Leadership Consideration is the extent to which a leader exhibits concern for the welfare of the members of the group. This factor is oriented towards interpersonal relationships, mutual trust and friendship. This leadership style is people-oriented. Some of the statements used to measure this factor in the LBDQ are: being friendly and approachable treating all group members as his/her equal looking out for the personal welfare of group members making him/herself accessible to group members 44. Initiating Structure Initiating Structure is the extent to which a leader defines leader and group member roles, initiates actions, organizes group activities and defines how tasks are to be accomplished by the group. This leadership style is task-oriented. Some of the statements used to measure this factor in the LBDQ are: letting group members know what is expected of them maintaining definite standards of performance scheduling the work to be done asking that group members follow standard rules and regulations 45. Bureaucratic Leadership A style of leadership that emphasizes procedures and historical methods regardless of their usefulness in changing environments. Bureaucratic leaders attempt to solve problems by adding layers of control, and their power comes from controlling the flow of information. 46. Substitute for leadership Factors in a work-setting that encourage common efforts toward achieving organizational goals, and can take the place of active leadership. 47. Monomorphic opinion leadership A type of leadership in communication and media that leadsto the spread of information concerning one particular, highly specialized topic rather than a broadly-based set of information. This can be a very narrow point of view and can lead to making decisions based on lack of full information. opposite of polymorphic opinion leadership. 48. Dominant Leadership Leadership characterized by a clear line of authority that gives the leader the power of delegation, and the power to control the subordinates' level of participation in decision making process. It is the most common form of leadership. 49. Directive Leadership An instructional type of managerial style characterized by a leader who tells subordinate staff what they are expected to do and how to perform the expected tasks. A directive leadership style might be helpful for a manager within a business where their subordinate staff members have jobs that are not particularly specialized and so they need more guidance to avoid uncertainty. 50. Democratic Leadership Involves a team guided by a leader where all individuals are involved in the decision- making process to determine what needs to be done and how it should be done. The group's leader has the authority to make the final decision of the group. 51. Achievement Oriented Leadership Management which sets challenging goals, assists in training, emphasizes improvement, and expects the highest levels of performance. 52. Action centered leadership A model type of leadership that focuses on what leaders need to do to be more efficient. Theory revolves around key activities undertaken by the leader, including achieving a task, building and maintaining a team, and developing individuals in order to hone talents and skills. 53. Authoritarian leadership A leadership style in which the leader dictates policies and procedures, decides what goals are to be achieved, and directs and controls all activities without any meaningful participation by the subordinates. 54. Big Y Leadership Proponents of this management style believe that "Big Y" leaders tend to get things done and that they are champions of quality with a focus on increasing core value for the customer. Although most organizations resist change, "Big Y" leaders practice constant process improvement as a matter of course. 55. Adaptive leadership Adaptive Leadership is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of adaptation. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo. When you realize that your organization’s aspirations—the innovations and progress you want to see—demand responses outside the current capacities, Adaptive Leadership is the framework you need to effectively close the gap and make your aspirations reality. It provides a disciplined approach to do more for what you care most about.