FUNDAMENTALS OF MANAGEMENT

Different Leadership Styles

LEADING
 Establishing direction  And influencing others to follow that direction

LEADERSHIP DEFINED
 Leaders are individuals who, by their actions, facilitate the movement of a group of people toward a common or shared goal.  Leadership is the function or activity this individual performs.

LEADERSHIP STYLES
 Leaders carry out their roles in a
wide variety of styles. Some leaders are autocratic. Others are democratic. Some are participatory, and others are hands off.
 Often, the leadership style depends on the situation, including where the organization is in its life cycle.

COMMON LEADERSHIP STYLES
 AUTOCRATIC:
The manager makes all the decisions and dominates team members. This approach generally results in passive resistance from team members and requires continual pressure and direction from the leader in order to get things done.

COMMON LEADERSHIP STYLES
 PARTICIPATIVE:
The manager involves the subordinates in decision making by consulting team members (while still maintaining control), which encourages employee ownership for the decisions.

COMMON LEADERSHIP STYLES
 LAISSEZ-FAIRE (FREE REIN):
In this hands-off approach, the leader encourages team members to function independently and work out their problems by themselves, although he or she is available for advice and assistance.

LEADERSHIP DEPENDS ON
 MOTIVATION:
Leaders influence others to reach goals through their approaches to motivation. They can use either positive or negative motivation.

LEADERSHIP DEPENDS ON
 DECISION MAKING:
The second element of a manager's leadership style is the degree of decision authority the manager grants employees— ranging from no involvement to group decision making.

LEADERSHIP DEPENDS ON
 TASK AND EMPLOYEE ORIENTATION:
It is the Manager’s perspective on the most effective way to get the work done. Manager may favor employee orientation. task-orientation or

LEADERSHIP STYLES DEFINED BY
BLAKE & MOUNTON

IMPOVERISHED STYLE:
Characterized by low concern for both people and production; its primary objective is for managers to stay out of trouble.

LEADERSHIP STYLES DEFINED BY
BLAKE & MOUNTON

COUNTRY CLUB STYLE:
Distinguished by high concern for people and a low concern for production. Its primary objective is to create a secure and comfortable atmosphere where managers trust that subordinates will respond positively.

LEADERSHIP STYLES DEFINED BY
BLAKE & MOUNTON

AUTHORITARIAN STYLE:
Identified by high concern for production and low concern for people. Its primary objective is to achieve the organization's goals, and employee needs are not relevant in this process.

LEADERSHIP STYLES DEFINED BY
BLAKE & MOUNTON

MIDDLE-OF-THE-ROAD STYLE:
Maintains a balance between workers' needs and the organization's productivity goals. Its primary objective is to maintain employee morale at a level sufficient to get the organization's work done.

LEADERSHIP STYLES DEFINED BY
BLAKE & MOUNTON

TEAM STYLE:
Characterized by high concern for people and production. Its primary objective is to establish cohesion and foster a feeling of commitment among workers.

END OF PRESENTATION

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