CHAPTER

LESSON 18

8 TYPES OF SKILLS DEMANDED OF

LEADERS AND THE LEADERSHIP STYLES

PRE DISCUSSION

What kind of leader are you? Do you follow the classic definition of a leader:
someone who aims to influence and motivate employees to meet organizational goals
and effectiveness?If you’re doing your job, then this definition might sound familiar. But
let’s get more specific. Do you have a particular leadership style that you usually use?
Do you want to learn how to use your leadership skills more effectively?
According to John Gardner, in On Leadership, "Leadership is the process of
persuasion or example by which an individual (or leadership team) induces a group to
pursue objectives held by the leader or shared by the leader and his or her followers."
All that said, it is probably true that any leader, even a highly collaborative one, uses a
range of different styles at different times - even, perhaps, in the course of a single day.
Decisions have to be made, major and minor crises have to be met, situations and
conflicts have to be resolved, often right at the moment. It is important to realize that
different styles may be appropriate at different times, and for different purposes.

LEARNING OBJECTIVES

At the end of the lesson the learners should be able to:

1. Discuss the different Types of Skills demanded of a Leader
2. Discuss different the Leadership Styles.
3. Understand the importance of leadership skills and style in the twenty-first
century; and
4. Compare leadership skills and styles and understand the difference between
them.
LESSON OUTLINE

Leadership Skills

Leadership skills are the competencies and knowledge that a leader possesses and uses

to successfully reach goals and objectives. Katz determined that effective leadership is
based on three types of personal skills: technical skills, interpersonal or human skills, and
conceptual skills. These skills are significantly different from leaders’ personal traits:
Whereas traits define who the leaders are, skills determine what the leaders are able to
accomplish.

Types of Skills Demanded of Leader

Technical Skills

Technical skills include knowledge about an organization’s work, structure, and rules;
proficiency in specialized activities; and an understanding of the methods, processes, and
equipment used by organizational units. Technical skills may be acquired through a
variety of means, including formal education and on the job training and experience.

Katz notes that technical skills are important for leaders in supervisory and middle
management positions but somewhat less important for senior leaders and those in top
management positions.

Some specific examples of technical skills might include:

 Programming languages
 Common operating systems
 Software proficiency
 Technical writing
 Project management
 Data analysis

Technical skills vary widely between industry and job type. For computer programmers,
knowledge of various coding languages is considered a technical skill. Customer service
representatives may need technical skills relating to customer management and telephone
systems. Teachers might need technical skills related to instructional technologies and
software applications ranging from student behavior monitoring to grading.

Interpersonal or Human Skills

Whereas technical skills involve working with things, interpersonal or human skills are
all about working with people. Leaders should have a knowledge of human behavior
and group processes, and they should be able to understand the feelings, attitudes, and
motives of their followers. Interpersonal skills enable public health leaders to work
cooperatively with subordinates, peers, and superiors, as well as with constituents and
collaborators. One crucial component of the interpersonal skill set is empathy the
capacity to understand the values, motives, and emotions of other people. Empathy
also involves the social insight to determine what behaviors are acceptable in particular
situations. The ability to select an appropriate influence strategy as a leader depends on
knowing what followers want and how followers perceive a situation. Leaders who
continually monitor themselves better understand their own behavior and the way it

impacts their followers. Such leaders can adjust their behavior to match specific situations.
Other interpersonal skills useful in the leadership influence process include oral
communication ability and persuasiveness.
Effective leadership is fundamentally based on interpersonal competence. Leaders
with strong interpersonal skills enhance group cooperation, support the pursuit of

common goals, and have success with influence and impression management tactics.

Katz states: “Real skill in working with others must become a natural, continuous
activity, since it involves sensitivity not only at times of decision making but also in the
day-to-day behavior of the individual.
Because everything a leader says and does (or leaves unsaid or undone) has an
effect on his associates, his true self will, in time, show through. Thus, to be effective,
this skill must be naturally developed and unconsciously, as well as consistently,
demonstrated in the individual’s every action.”
For public health leaders, interpersonal or human skills can be summarized simply
as the ability to get along with followers as they go about their own work. Such skills are
important at all levels, from supervisors and middle management to the organization’s top
management positions.

Some examples of interpersonal skills include:

 Active listening
 Teamwork
 Responsibility
 Dependability
 Leadership
 Motivation
 Flexibility
 Patience
 Empathy

In a work environment, strong interpersonal skills are an asset that can help you
navigate complexity, change and day-to-day tasks.

Conceptual Skills
Just as technical skills involve working with things and interpersonal skills involve
working with people, conceptual skills involve working with ideas and concepts.
Conceptual skills incorporate a variety of attributes, including judgment, intuition,
creativity, and foresight. Some conceptual skills, such as inductive or deductive
reasoning, logical thinking, analytical ability, and concept formation can be measured
using aptitude tests.

Public health leaders must have significant conceptual skills to understand how their
organizations operate and where the organizations should be going. Effective strategic
planning a key responsibility for shaping an organization’s future, particularly in economically
difficult times requires that leaders have the ability to predict the future based on current
trends. Public health leaders must be able to deal with a variety of constituencies and
complex relationships. They must understand how various organizational parts work
together and how a change in one area might affect elements in a number of different
areas. Intuition also plays an important role, and it develops in the leader’s repertoire

through experience with certain types of problems. Effective leaders often blend
conscious reasoning with intuition, depending on the situation.
Conceptual skills are the most important skill set for senior public health leaders and
upper-level managers. Without strong conceptual skills, senior leaders can place the
entire organization at risk. Conceptual skills are of less importance for supervisory-level
leaders.
Below are some conceptual skills that can prove especially useful in your career.

 Decision-making skills.
 Interpersonal skills.
 Technical skills.
 Communicate well with others.
 Work on developing your negotiation skills.
 Embrace leadership opportunities.
 Learn the essentials of project management.

Leadership styles
In 1939, a group of researchers led by psychologist Kurt Lewin set out to identify
different styles of leadership. While further research has identified more specific types of
leadership, this early study was very influential and established three major leadership
styles. In the study, school children were assigned to one of four groups with an
authoritarian, consultative, democratic or laissez-fair leader. The children were then led
in an arts and crafts project while researchers observed the behavior of children in
response to the different styles of leadership.

AUTHORITARIAN LEADERS

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. There is also a clear division between the leader and the followers. 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. Lewin also found that it is more difficult to move from an authoritarian style
to a democratic style than vice versa. Abuse of this style 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 knowledgeable member of the
group.

Characteristics of Autocratic Leadership

Some of the primary characteristics of autocratic leadership include:

 Little or no input from group members

 Leaders make the decisions

 Group leaders dictate all the work methods and processes

 Group members are rarely trusted with decisions or important tasks

BENEFITS OF AUTOCRATIC LEADERSHIP

Autocratic leadership can be beneficial in some instances, such as when decisions
need to be made quickly without consulting with a large group of people. Some projects
require strong leadership in order to get things accomplished quickly and efficiently.

Have you ever worked with a group of students or co-workers on a project that got
derailed by poor organization, a lack of leadership, and an inability to set deadlines? If
so, chances are that your grade or job performance suffered as a result. In such
situations, a strong leader who utilizes an autocratic style can take charge of the group,
assign tasks to different members, and establish solid deadlines for projects to be
finished.
In situations that are particularly stressful, such as during military conflicts, group
members may actually prefer an autocratic style. It allows members of the group to
focus on performing specific tasks without worrying about making complex decisions.
This also allows group members to become highly skilled at performing certain duties,
which can be beneficial to the group.
DOWNSIDES OF AUTOCRATIC LEADERSHIP
While autocratic leadership can be beneficial at times, there are also many
instances where this leadership style can be problematic. People who abuse an
autocratic leadership style are often viewed as bossy, controlling, and dictatorial, which
can lead to resentment among group members.
Because autocratic leaders make decisions without consulting the group, people
in the group may dislike that they are unable to contribute ideas. Researchers have also
found that autocratic leadership often results in a lack of creative solutions to problems,
which can ultimately hurt the performance of the group.
While autocratic leadership does have some potential pitfalls, leaders can learn
to use elements of this style wisely. For example, an autocratic style can be used
effectively in situations where the leader is the most knowledgeable member of the
group or has access to information that other members of the group do not.

DEMOCRATIC LEADERSHIP

Democratic leadership, also known as participative leadership, is a type of

leadership style in which members of the group take a more participative role in the
decision-making process. Researchers have found that this learning style is usually one
of the most effective and lead to higher productivity, better contributions from group
members, and increased group morale.

Lewin’s study found that participative leadership, also known as democratic

leadership, is generally the most effective leadership style. Democratic leaders offer
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 much higher
quality.

Participative leaders encourage group members to participate, but retain the final
say over the decision-making process. Group members feel engaged in the process
and are more motivated and creative.

Characteristics of Democratic Leadership

Some of the primary characteristics of democratic leadership include:

 Group members are encouraged to share ideas and opinions, even though the
leader retains the final say over decisions.
 Members of the group feel more engaged in the process.
 Creativity is encouraged and rewarded.

Benefits of Democratic Leadership

Because group members are encouraged to share their thoughts, democratic
leadership can leader to better ideas and more creative solutions to problems. Group
members also feel more involved and committed to projects, making them more likely to
care about the end results. Research on leadership styles has also shown that
democratic leadership leads to higher productivity among group members.

Downsides of Democratic Leadership

While democratic leadership has been described as the most effective leadership
style, it does have some potential downsides. In situations where roles are unclear or
time is of the essence, democratic leadership can lead to communication failures and
uncompleted projects. In some cases, group members may not have the necessary
knowledge or expertise to make quality contributions to the decision-making process.
Democratic leadership works best in situations where group members are skilled
and eager to share their knowledge. It is also important to have plenty of time to allow
people to contribute, develop a plan and then vote on the best course of action.
CONSULTATIVE LEADERSHIP

Consultative leadership is a leadership style that targets team building and uses
the skills of others to create plans and make decisions. Leaders consult with their team
to obtain their suggestions and opinions to help them make informed and strategic
decisions.
For example, if a company needs to make a production decision, the manager
would consult with the engineering department since they're involved with the
production process and can provide quality input.
Consultative leadership essentially involves people who have trouble finding
ideas for a particular solution in the decision-making process. A leader may also include
their team in the decision-making process just to listen to different viewpoints. Having
different viewpoints helps them make more strategic decisions than they would've made
on their own. When leaders involve their team in the process, it also helps their team
build their leadership and decision-making skills.
Because management involves subordinates in the decision-making process, the
consultative leadership style features less authority compared to other leadership styles
such as the dictatorial style or authoritative style. Though, it's not as authoritative as the
participative style.
Also, the consultative leadership style spends more time focusing on the
combination of experience, skills and ideas from outside sources. It's worth noting that
despite the added input managers receive, managers still retain the ability to make final
decisions. Despite this, they'll receive input from any affected parties before making final
decisions.

KEY COMPONENTS OF THE CONSULTATIVE LEADERSHIP STYLE

The consultative leadership style has a few key components that make up how it
works. Here are the main components of the consultative leadership style:

 Mentor role for leaders

 With this leadership style, leaders take on the role of a mentor and embrace
opinions from their team and colleagues. They essentially facilitate the team through the
decision-making process.

 Influence and engagement

Consultative leadership focuses on new thoughts and ideas from a variety of

individuals. While the leader may not accept every new idea, they typically do—even if
they contradict with their own thoughts.

 Focus on greater creativity and innovation

The consultative leadership style promotes the stimulation of creativity among

individuals as they work toward a solution. When people share ideas, it can foster new
ways of thinking and, hopefully, better solutions to different problems.

BENEFITS OF THE CONSULTATIVE LEADERSHIP STYLE

Consultative leadership comes with several benefits for leaders in the workplace.
When you understand these benefits, you can figure out whether it's best to use this
leadership style in your own work environment. Here are some benefits of the
consultative leadership style:

 Creates deeper bond among leaders and their subordinates

A consultative leadership style lets you build a greater relationship with your
colleagues and subordinates. Consistently sharing suggestions and thought processes
essentially allows you to create strong bonds and relationships with the people you're
collaborating with.

 Helps leaders know it's OK to accept help

This leadership style helps leaders feel comfortable with their incomplete knowledge
of a particular circumstance or situation. Essentially, it helps them understand that it's
OK to learn and grow alongside their subordinates through the consulting process. It
also pushes them to trust their subordinates.

 Creates a sense of involvement

Consultative leadership fosters pro-activity. In other words, when employees get

asked for their input, it encourages them to voice their opinions more regularly.
Therefore, they're more likely to participate in similar decision-making discussions in the
future.

Downsides of Consultative Leadership

The biggest drawback of this style however is that it can be discouraging or
frustrating for team members who feel as though their ideas are always overlooked. If
your team is allowed to speak, but you never listen, they could become bitter over time.
An element of this, which can also be problematic within itself, is that consulting with a
number of people often results in conflicting opinions. It then falls to you to make the
best choice, while still keeping your team happy and motivated. 

LAISSEZ-FAIRE LEADERSHIP

Laissez-faire leadership, also known as delegative leadership, is a type of

leadership style in which leaders are hands-off and allow group members to make the
decisions. Researchers have found that this is generally the leadership style that leads
to the lowest productivity among group members.

Researchers found that children under delegative leadership, also known as

laissez-fair 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.

Delegative leaders offer little or no guidance to group members and leave

decision-making up to group members. While this style can be effective in situations
where group members are highly qualified in an area of expertise, it often leads to
poorly defined roles and a lack of motivation.
 LAISSEZ-FAIRE LEADERSHIP IS CHARACTERIZED BY:

 Very little guidance from leaders

 Complete freedom for followers to make decisions

 Leaders provide the tools and resources needed

 Group members are expected to solve problems on their own

Benefits of Laissez-Faire Leadership

Laissez-faire leadership can be effective in situations where group members are
highly skilled, motivated and capable of working on their own. While the conventional
term for this style is 'laissez-faire' and implies a completely hands-off approach, many
leaders still remain open and available to group members for consultation and
feedback.

Downsides of Laissez-Faire Leadership

Laissez-faire leadership is not ideal in situations where group members lack the
knowledge or experience they need to complete tasks and make decisions. Some
people are not good at setting their own deadlines, managing their own projects and
solving problems on their own. In such situations, projects can go off-track and
deadlines can be missed when team members do not get enough guidance or feedback
from leaders.

SUMMARY
Leadership skills are the competencies and knowledge that a leader possesses and
uses to successfully reach goals and objectives. Leaders use 3 broad types of skills: 1)
technical, 2) human and 3) conceptual. Technical skills include knowledge about an
organization’s work, structure, and rules; proficiency in specialized activities; and an
understanding of the methods, processes, and equipment used by organizational units.
Technical skills may be acquired through a variety of means, including formal education
and on the job training and experience. Interpersonal or human skills are all about
working with people. Leaders should have a knowledge of human behaviour and group
processes, and they should be able to understand the feelings, attitudes, and motives of
their followers. Interpersonal skills enable public health leaders to work cooperatively with
subordinates, peers, and superiors, as well as with constituents and collaborators.
Conceptual skills involve working with ideas and concepts. Conceptual skills incorporate
a variety of attributes, including judgment, intuition, creativity, and foresight. Some
conceptual skills, such as inductive or deductive reasoning, logical thinking, analytical
ability, and concept formation can be measured using aptitude tests.
Here are leadership styles; Autocratic, consultative, democratic, laissez faire
leadership. 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. There is also a clear division between the leader and the followers. Authoritarian
leaders make decisions independently with little or no input from the rest of the group.
Democratic leadership, also known as participative leadership, is a type of leadership
style in which members of the group take a more participative role in the decision-
making process. Researchers have found that this learning style is usually one of the
most effective and lead to higher productivity, better contributions from group members,
and increased group morale. Consultative leadership is a leadership style that targets
team building and uses the skills of others to create plans and make decisions. Leaders
consult with their team to obtain their suggestions and opinions to help them make
informed and strategic decisions. Laissez-faire leadership, also known as delegative
leadership, is a type of leadership style in which leaders are hands-off and allow group
members to make the decisions. Researchers have found that this is generally the
leadership style that leads to the lowest productivity among group members.

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Goleman, D. 2000. “Leadership That Gets Results.” Harvard Business
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Frost, P. J. 2004. “Handling the Hurt: A Critical Skill for Leaders.”

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