Leadership Styles Presentation 2683i

LEADERSHIP STYLES

CASE STUDY:A STUDY OF LEADERSHIP STYLES OF STEVE JOBS

Introduction • Basic Leadership Styles • Other Leadership Styles

Overview Leadership, according to Peter DeLisle, is the ability to influence others, with or without authority. Leadership is the ability to develop a vision that motivates others to move with a ion toward a common goal Leadership is a direct function of three elements of interpersonal effectiveness 1.Awareness 2.Ability 3.Commitment

Leadership Styles:

LEADERSHIP STYLE 1 – “AUTOCRATIC”

       

The classical approach. Leader makes decisions without reference to anyone else Does not consult staff, nor allowed to give any input You MUST do as they say. They believe they know best. They make it clear to staff/workers exactly what needs to be done. Staff expected to obey orders without receiving any explanations They do not give workers chance to make suggestions.

When to use AUTOCRATIC Sometimes the most effective style to use New, untrained staff do not know which tasks to perform or which procedures to follow Effective supervision provided only through detailed orders and instructions ‰ Staff do not respond to any other leadership style ‰ Limited time in which to make a decision.

Employees know the Leaders’s expectations.

AUTOCRATIC SHOULD not be used because Staff become tense, fearful, or resentful Staff expect their opinions heard. ‰ Staff depend on their leader to make all their decisions The autocratic style should not be used when a leader wants to get their employees engaged in the decision-making process.

Discourages employees from thinking about process improvements

LEADERSHIP STYLE 2 – “Democratic”

Also known as participative style Includes one or more people in the decision making process of determining what to do and how to do it. Encourages staff to be a part of the decision making This style of leader believes decision making can be better if it is SHARED They actively ask employees for ideas and suggestions. They believe in allowing workers and staff to develop by involving them in decisions about how to improve the business.

When to use Democratic

Wants staff to share in decision-making and problem-solving duties. Wants to keep staff informed about matters that affect them.

‰ants to provide opportunities for staff to develop a high sense of W personal growth and job satisfaction. Want to encourage team building and participation ‰ Employees actively involved in decision making

DEMOCRATIC SHOULD not be used when

Time consuming Not everyone likes to participate in decision making

Not enough time to get everyone‟s input Leader feels threatened by this type of leadership Staff safety is a critical concern

LEADERSHIP STYLE 3 – “Laissez-Faire”

Also known as the “hands-off¨ style” The leader provides little or no direction and gives staff as much freedom as possible Allows people to make their own decisions.

Leader is still responsible for the decisions that are made This style allows greater freedom and responsibility for people. • Open management style

• Management shares information • Team (or individual employee) is completely responsible for the workload.

When to use Laissez-Faire Easy management style to ister Complete empowerment for employees

Staff highly skilled, experienced, and educated Outside experts, such as staff specialists or consultants used to complete a task. Managing experienced, well-trained, and highly- motivated workers

DEMOCRATIC SHOULD not be used when Not suitable for lesser experienced employees

Lack of motivation Staff feel insecure at the unavailability of a Leader. The leader cannot provide regular to staff on how well they are doing

LEADERSHIP STYLE 4 – “PATERNALISTIC” Leader acts as a „father figure‟.

Paternalistic leader makes decision but may consult. Believes in the need to staff Leadership in Asian countries such as e.g. China and India.

paternalistic leadership is composed of three main elements: autocratic leadership, benevolent leadership and moral leadership. Leader takes care of employees, gets strong loyalty in return Employees feel like part of the family

When to use PATERNALISTIC Helpful in healing organizations with serious divisions, conflicts or broken trust. May be popular in certain regions of the world.