LEADERSHIP

STYLES and
frameworks
Amalia Lin S. Cabangbang,
MSc
OBJECTIVES
a. Gain insights into students’ own leadership preferences and tendencies
b. Provide a comprehensive understanding of various leadership styles
c. Offer practical tips and strategies for developing skills related to different
leadership styles, such as communication, decision-making, and emotional
intelligence
WHAT IS THE BEST
LEADERSHIP
STYLE?
 leadership styles and frameworks

1. AUTHORITARIAN
2. DEMOCRATIC
3. LAISSEZ-FAIRE
4. TRANSACTIONAL
5. SITUATIONAL
6. TRANSFORMATIONAL
authoritarian
 CHARACTERISTICS
• Allows little or no input from group members
• Requires leaders to make almost all of the decisions
• Provides leaders with the ability to dictate work methods and processes
• Leaves the group feeling like they aren't trusted with decisions or important tasks
• Tends to create highly structured and very rigid environments
• Discourages creativity and out-of-the-box thinking
• Establishes rules and tends to be clearly outlined and communicated
Is autocratic leadership
good or bad?
 Autocratic leadership is generally a bad thing when it is used excessively.

However, it is important to note that this type of leadership can be useful in

certain situations. When group members lack knowledge, need direction, and
time is of the essence, autocratic leadership can provide guidance, relieve
pressure, and offer the structure that group members need to succeed.
democratic
CHARACTERISTICS

• 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.
Good democratic leaders possess specific traits such as
being a team player, possessing a willingness to adapt,
having a fair mind, and being engaged in the process.
DELEGATIVE (LAISSEZ-
FAIRE)
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.
CHARACTERISTICS
• Hands-off approach
• Leaders provide all training and support
• Decisions are left to employees
• Comfort with mistakes
benefits
• It encourages personal growth.
• It encourages innovation. The freedom given to employees can encourage creativity
and innovation.
• It allows for faster decision-making. Employees under laissez-faire leadership have the
autonomy to make their own decisions. They are able to make quick decisions without
waiting weeks for an approval process.
DISADVANTAGES
• Lack of role clarity
• Poor involvement with the group. Since the leader seems unconcerned with what is
happening, followers sometimes pick up on this and express less care and concern for
the project.
• Low accountability: Some leaders take advantage of this style as a way to avoid
responsibility for the group's failures. When goals are not met, the leader can blame
members of the team for not completing tasks or living up to expectations.
 This style is particularly effective in situations where group
members are more knowledgeable than the group's leader. The
laissez-faire style allows them to demonstrate their deep
knowledge and skill surrounding that particular subject.
transactional
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.
BASIC ASSUMPTION
• People perform their best when the chain of command is definite and
clear.
• Rewards and punishments motivate workers.
• Obeying the instructions and commands of the leader is the primary
goal of the followers.
• Subordinates need to be carefully monitored to ensure that expectations
are met.
While transactional leadership can be useful in some situations, it is
considered insufficient in many cases and may prevent both leaders
and followers from achieving their full potential.
situational
Situational leadership theory suggests that no single leadership
is best. Instead, it depends on which type of leadership and
strategies are best suited to the task.
LEADERSHIP STYLES
• Telling (S1): The leader tells people what to do and how to do it.
• Selling (S2): Leaders "sell" their ideas and message to get group members to buy into the
process.
• Participating (S3): In this approach, the leader offers less direction and allows members
of the group to take a more active role in coming up with ideas and making decisions.
• Delegating (S4): Hands-off approach. Group members tend to make most of the decisions
and take most of the responsibility for what happens.
 maturity levels
The right style of leadership depends greatly on the maturity level (i.e., the level of
knowledge and competence) of the individuals or group.

• M1: Group members lack the knowledge, skills, and willingness to complete the
task.
• M2: Group members are willing and enthusiastic, but lack the ability.
• M3: Group members have the skills and capability to complete the task, but are
unwilling to take responsibility.
• M4: Group members are highly skilled and willing to complete the task.
MATCHING STYLES AND MATURITY
• Low Maturity (M1)—Telling (S1)
• Medium Maturity (M2)—Selling (S2)
• Medium Maturity (M3)—Participating (S3)
• High Maturity (M4)—Delegating (S4)
 It acknowledges that there is no one-size-fits-all approach to
leadership and encourages leaders to adjust their style based
on the specific needs of their followers and the demands of the
situation.
 disadvantage
• Overly complex, requiring leaders to assess and adapt to multiple variables, including follower readiness,
task requirements, and situational factors. This complexity may make it challenging for leaders to apply the
theory consistently and effectively

• Overly prescriptive, suggesting that leaders must match their style to the readiness level of their followers
in a linear fashion. In reality, leadership effectiveness may depend on a combination of factors beyond
follower readiness alone.
TRANSFORMATIONAL
 Transformational leadership is a style that can inspire positive changes in those who
follow.

Transformational leaders are generally energetic, enthusiastic, and passionate. Not only
are these leaders concerned and involved in the process, but they are also focused on
helping every member of the group succeed.
 Transformational leaders take control of situations by conveying a
clear vision of the group's goals. These leaders have a marked passion
for the work and an ability to make the rest of the group feel
recharged and energized.
components
• Intellectual stimulation: The leader encourages followers to explore new ways of doing
things and new opportunities to learn.
• Individualized consideration: Transformational leadership also involves supporting
and encouraging individual followers.
• Inspirational motivation: Transformational leaders have a clear vision that they can
articulate to followers.
• Idealized influence: The transformational leader serves as a role model for followers.
Because followers trust and respect the leader, they emulate this individual and
internalize their ideals.
 disadvantage
• Transformational leadership may create a dependency on the leader, as followers rely
heavily on the leader for direction, inspiration, and motivation. This dependency could
hinder followers' ability to think and act independently.

• Transformational leaders are often highly committed and passionate about their vision,
which can lead to burnout if they do not prioritize self-care and management in their
personal and professional lives.
 leadership styles and frameworks

1. AUTHORITARIAN
2. DEMOCRATIC
3. LAISSEZ-FAIRE
4. TRANSACTIONAL
5. SITUATIONAL
6. TRANSFORMATIONAL
 BRIDGING
LEADERSHIP
Amalia Lin S. Cabangbang,
MSc
OBJECTIVES
a. Provide an overview of bridging leadership theory
b. Highlight the significance of collaboration and partnership in
addressing complex social challenges and promoting sustainable
development
 bridging
leadership theory