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Leadership Styles and Frameworks You

Should Know
By Kendra Cherry Updated on August 11, 2021
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Medically reviewed by Amy Morin, LCSW
Fact checked by Aaron Johnson

A leadership style refers to a leader's characteristic behaviors when

directing, motivating, guiding, and managing groups of people. Great
leaders can inspire political movements and social change. They can also
motivate others to perform, create, and innovate.

As you start to consider some of the people who you think of as great
leaders, you can immediately see that there are often vast di erences in
how each person leads. Fortunately, researchers have developed di erent
theories and frameworks that allow us to better identify and understand
these di erent leadership styles.

What Are Leadership Styles?

Leadership styles are classi cations of how a person behaves while
leading a group. Lewyn's leadership styles are authoritarian
(autocratic), participative (democratic), and delegative (laissez-faire).

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In 1939, a group of researchers led by psychologist Kurt Lewin set out to

identify di erent styles of leadership. [1] While further research has
identi ed more distinct types of leadership, this early study was very
in uential and established three major leadership styles that have provided
a springboard for more de ned leadership theories.

In Lewin's study, schoolchildren were assigned to one of three groups with

an authoritarian, democratic, or laissez-faire leader. The children were then
led in an arts and crafts project while researchers observed the behavior of
children in response to the di erent styles of leadership. The researchers
found that democratic leadership tended to be the most e ective at
inspiring followers to perform well.

Authoritarian Leadership (Autocratic)

Authoritarian leaders, also known as autocratic leaders, provide clear
expectations for what needs to be done, when it should be done, and how it
should be done. This style of leadership is strongly focused on both Advertisement

command by the leader and control of the followers. There is also a clear
division between the leader and the members. Authoritarian leaders make
decisions independently, with little or no input from the rest of the group.

Researchers found that decision-making was less creative under

authoritarian leadership. [1] Lewin also concluded that it is harder to move
from an authoritarian style to a democratic style than vice versa. Abuse of
this method is usually viewed as controlling, bossy, and dictatorial.

Authoritarian leadership is best applied to situations where there is little

time for group decision-making or where the leader is the most
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knowledgeable member of the group. The autocratic approach can be a good
one when the situation calls for rapid decisions and decisive actions.
However, it tends to create dysfunctional and even hostile environments,
often pitting followers against the domineering leader.

Related: Pros and Cons of Autocratic Leadership

Participative Leadership (Democratic)

Lewin’s study found that participative leadership, also known as democratic
leadership, is typically the most e ective leadership style. [1] Democratic
leaders o er guidance to group members, but they also participate in the
group and allow input from other group members. In Lewin’s study,
children in this group were less productive than the members of the
authoritarian group, but their contributions were of a higher quality. [2]

Participative leaders encourage group members to participate, but retain the

nal say in the decision-making process. Group members feel engaged in
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the process and are more motivated and creative. Democratic leaders tend to
make followers feel like they are an important part of the team, which helps
foster commitment to the goals of the group.

Related: Democratic Leadership Strengths and Weaknesses

Delegative Leadership (Laissez-Faire)
Lewin found that children under delegative leadership, also known as
laissez-faire leadership, were the least productive of all three groups. The
children in this group also made more demands on the leader, showed little
cooperation, and were unable to work independently. Advertisement

Delegative leaders o er little or no guidance to group members and leave

the decision-making up to group members. While this style can be useful in
situations involving highly quali ed experts, it often leads to poorly de ned
roles and a lack of motivation.

Lewin noted that laissez-faire leadership tended to result in groups that

lacked direction and members who blamed each other for mistakes, refused
to accept personal responsibility, made less progress, and produced less
work. [1]

Related: How Does Laissez-Faire Leadership Work?

Observations About Lewin's Leadership Styles

In their book, The Bass Handbook of Leadership: Theory, Research, and
Managerial Applications, Bass and Bass note that authoritarian leadership is
often presented solely in negative, often disapproving, terms. [2] Advertisement
Authoritarian leaders are often described as controlling and close-minded,
yet this overlooks the potential positives of stressing rules, expecting
obedience, and taking responsibility.

While authoritarian leadership certainly is not the best choice for every
situation, it can be e ective and bene cial in cases where followers need a
great deal of direction and where rules and standards must be followed to
the letter. Another often overlooked bene t of the authoritarian style is the
ability to maintain a sense of order.

Bass and Bass note that democratic leadership tends to be centered on the
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followers and is an e ective approach when trying to maintain relationships
with others. [2] People who work under such leaders tend to get along well,
support one another, and consult other members of the group when making
decisions.

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Additional Leadership Styles and Models

In addition to the three styles identi ed by Lewin and his colleagues,
researchers have described numerous other characteristic patterns of
leadership. A few of the best-known include:

Transformational Leadership
Transformational leadership is often identi ed as the single most e ective
style. This style was rst described during the late 1970s and later expanded
upon by researcher Bernard M. Bass. Transformational leaders are able to
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motivate and inspire followers and to direct positive changes in groups.

These leaders tend to be emotionally intelligent, energetic, and passionate.

They are not only committed to helping the organization achieve its goals,
but also to helping group members ful ll their potential.

Research shows that this style of leadership results in higher performance

and more improved group satisfaction than other leadership styles. [3] One
study also found that transformational leadership led to improved well-
being among group members. [4]

Transactional Leadership
The transactional leadership style views the leader-follower relationship as
a transaction. By accepting a position as a member of the group, the
individual has agreed to obey the leader. In most situations, this involves
the employer-employee relationship, and the transaction focuses on the
follower completing required tasks in exchange for monetary compensation.
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One of the main advantages of this leadership style is that it creates clearly
de ned roles. [5] People know what they are required to do and what they
will be receiving in exchange. This style allows leaders to o er a great deal
of supervision and direction, if needed.

Group members may also be motivated to perform well to receive rewards.

One of the biggest downsides is that the transactional style tends to sti e
creativity and out-of-the-box thinking. [6]

Related: How a Transactional Leadership Style Works

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Situational Leadership
Situational theories of leadership stress the signi cant in uence of the
environment and the situation on leadership. Hersey and Blanchard's
leadership styles is one of the best-known situational theories. First
published in 1969, this model describes four primary styles of leadership,
including: [7]

1. Telling: Telling people what to do

2. Selling: Convincing followers to buy into their ideas and messages

3. Participating: Allowing group members to take a more active role in

the decision-making process

4. Delegating: Taking a hands-o approach to leadership and allowing

group members to make the majority of decisions

Later, Blanchard expanded upon the original Hersey and Blanchard model to
emphasize how the developmental and skill level of learners in uences the
style that should be used by leaders. Blanchard's SLII leadership styles
model also described four di erent leading styles: [8]

1. Directing: Giving orders and expecting obedience, but o ering little

guidance and assistance

2. Coaching: Giving lots of orders, but also lots of support

3. Supporting: O ering plenty of help, but very little direction

4. Delegating: O ering little direction or support

Related: How to Become a Stronger and More E ective Leader

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