Leadership styles 1 (DOC)

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					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

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

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

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

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

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

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