HUMAN BEHAVIOUR IN

ORGANIZATION
A comprehensive report on
LEADERSHIP as defined by Stephen P.
Robbins and intitutions in the field
Salvador Bjoern L. Ludovice, Jr.
Master of Engineering Management Construction Management

LEADERSHIP THEORIES

A Leadership Story:

Management is doing things right,

leadership is doing the right things
(Warren Bennis and Peter Drucker)

What Is Leadership?
Leadership
The ability to
influence a group
toward the
achievement of goals.
Management
Use
of
authority
inherent in designated
formal rank to obtain
compliance
from
organizational
members.

Definitions

Leadership is lifting a persons vision to high sights,

the raising of a persons performance to a higher
standard, the building of a personality beyond its
normal limitations. Peter Drucker
Leadership has been described as the process of
social influence in which one person can enlist the
aid and support of others in the accomplishment of a
common task.
Leadership is the art of getting someone else to do
something you want done because he wants to do it."
Dwight D. Eisenhower
while leaders set the direction, they must also use
management skills to guide their team to the right
destination in a smooth and efficient way.

What is leadership, and what is the

difference between leadership and
management?
In a nutshell, the difference between
leadership and management is:
Leadership is setting a new direction or
vision for a group that they follow.
ex: a leader is the spearhead for that
new
direction

Management
controls
or
directs
people/resources in a group according to
principles or values that have already
been established.

 Leadership without
management

Management without
leadership

...sets a direction or vision

that others follow, without
considering too much how
the new direction is going to
be achieved. Other people
then have to work hard in the
trail that is left behind,
picking up the pieces and
making it work.
Ex: in Lord of the Rings, at
the council of Elrond,
Frodo Baggins rescues the
council from conflict by
taking responsibility for
the quest of destroying
the ring - but most of the
management of the group
comes from others.

...controls
resources
to
maintain the status quo or
ensure
things
happen
according
to
alreadyestablished plans.
Ex: a referee manages a
sports game, but does
not
usually
provide
"leadership"
because
there is no new change,
no new direction - the
referee
is
controlling
resources to ensure that
the laws of the game are
followed and status quo
is maintained.

LEADERSHIP
THEORIES

Trait
Theories

Behavioral
Theories

Contingency
Theories

New Theories

Leader Exchange Theory

Fiedler Model
Ohio State Studies
Vroom and Yettons
Hersey and Blanchards
Uni. Of Michigan State
Leader Participation Model
Situational Theory
Path Goal Theory

Trait Theories
Traits Theories of
Leadership
Theories that consider
personality,
social,
physical,
or
intellectual traits to
differentiate
leaders
from non-leaders.

Leadership
LeadershipTraits:
Traits:
Ambition
Ambitionand
andenergy
energy
The
Thedesire
desireto
tolead
lead
Honest
Honestand
andintegrity
integrity
Self-confidence
Self-confidence
Intelligence
Intelligence
High
Highself-monitoring
self-monitoring
Job-relevant
Job-relevant
knowledge
knowledge

Trait Theories
Limitations
Limitations::
No
No universal
universal traits
traits found
found that
that predict
predict leadership
leadership inin
all
allsituations.
situations.
Traits
Traits predict
predict behavior
behavior better
better inin weak
weak than
than
strong
strongsituations.
situations.
Unclear
Unclear evidence
evidence ofof the
the cause
cause and
and effect
effect ofof
relationship
relationshipof
ofleadership
leadershipand
andtraits.
traits.
Better
Better predictor
predictor of
of the
the appearance
appearance ofof leadership
leadership
than
than distinguishing
distinguishing effective
effective and
and ineffective
ineffective
leaders.
leaders.

Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from non-leaders.

Trait
Traittheory:
theory:
Leaders
Leadersare
areborn,
born,not
notmade.
made.
Behavioral
Behavioraltheory:
theory:
Leadership
Leadershiptraits
traitscan
canbe
be
taught.
taught.

Ohio State Studies

A famous series of studies on leadership were
done in Ohio State University, starting in the
1950s. They found two critical characteristics
either of which could be high or low and were
independent of one another.
The research was base on questionnaires to
leaders and subordinates. These are known
as
the
Leader
Behavior
Description
Questionnaire (LDBQ), which was designed to
discover how leaders carry out their activities, and
the
Supervisor
Behavior
Description
Questionnaire (SDBQ). By 1962, the LDBQ
was on version XII.

Ohio State Studies

Initiating Structure
The extent to which a leader
is likely to define and
structure his or her role and
those of sub-ordinates in the
search for goal attainment.
Consideration
The extent to which a leader is likely to have
job relationships characterized by mutual
trust, respect for subordinates ideas, and
regard for their feelings.

Ohio State Studies

The first element was tagged Initiating Structure and
deals with Task Behavior, focusing on production issues.
Example: measuring production output.
The second element, Consideration for Workers, focused
on the human side of the business and was also called
Relationship Behavior.
Example: orientation of new employees

In this way the Ohio State Studies brought together the

seemingly juxtaposed Scientific Management and Human
Relations Movement.
An important finding of the Ohio State studies was that
these two dimensions are independent.
This means that consideration for workers and initiating
structure exist simultaneously and in different
amounts. A matrix was created that showed the
various combinations and quantities of the elements.

Ohio State Studies

Consideration is more strongly related
to the individual.
The followers of leaders who were
high in consideration were more
satisfied with their jobs and more
motivated
and
also
had
more
respects for their leaders.
Initiating structure was more strongly
related to higher level of group and
organization productivity and more positive
performance evaluations.

University of Michigan
Studies

Employee-Oriented Leader

Emphasizing interpersonal relations; taking a

personal interest in the needs of employees
and accepting individual differences among
members.
Production-Oriented
Leader
One
who
emphasizes
technical or task aspects of
the job.

University of Michigan
Studies
A series of studies on leadership were
done in Michigan University, starting in
the 1950s. Under the general direction
of Rensis Likert, the focus of the
Michigan studies was to determine the
principles and methods of leadership
that led to productivity and job
satisfaction. Two types of leadership
behaviors were identified:

employee orientation (stress the humanrelations aspect, employees are viewed

as human beings with personal needs)
production orientation (stress on the
technical and production aspects of the
job, employees viewed as the means of
getting the work done).

University of Michigan
Studies
Leaders with an employee orientation
showed genuine concern for interpersonal
relations.
Those
with
a
production
orientation focused on the task or
technical aspects of the job.
The conclusion of the Michigan studies
was that an employee orientation and
general instead of close supervision
yielded better results. Likert eventually
developed four "systems" of management
based on these studies; he advocated
System 4 (the participative-group system,
which was the most participatory set of
leader behaviors) as resulting in the most
positive outcomes.

The
Managerial
Grid
(Blake and Mouton)

Scandinavian Studies
Development-Oriented Leader
One who values experimentation, seeking new
ideas, and generating and implementing
change.
Researchers in Finland and
Sweden question whether there
are
only
two
dimensions
(production-orientation
and
employee-orientation)
that
capture
the
essence
of
leadership
behavior.
Their
premise is that in a changing
world, effective leaders would
exhibit development-oriented
behavior.

Contingency Theories
The leader's ability to lead is
contingent upon various situational
factors,
including
the
leader's
preferred style, the capabilities and
behaviors of followers and also
various other situational factors.
Contingency theories contend that
there is no one best way of leading
and that a leadership style that is
effective in some situations may not
be successful in others.

Contingency Theories
An effect of this is that leaders who
are very effective at one place and
time may become unsuccessful
either when transplanted to another
situation or when the factors around
them change.
This helps to explain how some
leaders who seem for a while to
have the 'Midas touch' suddenly
appear to go off the boil and make
very unsuccessful decisions.

Contingency Theories
Contingency
theory
is
similar
to
situational theory in that there is an
assumption of no simple one right way.
The main difference is that situational
theory tends to focus more on the
behaviors that the leader should adopt,
given situational factors (often about
follower behavior), whereas contingency
theory takes a broader view that
includes contingent factors about leader
capability and other variables within the
situation.

Fiedlers Contingency
Model
Proposed by the Austrian psychologist Fred Edward
Fiedler.

The contingency model emphasizes the importance of

both the leader's personality and the situation in which
that leader operates.
A leader is the individual who is given the task of
directing and coordinating task-relevant activities, or
the one who carries the responsibility for performing
these functions when there is no appointed leader.
Fiedler relates the effectiveness of the leader to
aspects of the group situation. Fred Fiedler's
Contingency Model also predicts that the effectiveness
of the leader will depend on both the characteristics of
the leader and the favorableness of the situation.

Contingency Theories
Fiedlers Contingency Model
The theory that effective groups depend on
proper match between a leaders style
interacting with subordinates and the degree
which the situation gives control and influence
the leader.

Least
Preferred
Questionnaire

Co-Worker

a
of
to
to

(LPC)

An instrument that purports to measure whether

a person is task- or relationship-oriented.

Fiedlers Model: Defining the

Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Task Structure
The degree to which the job assignments are
procedurized.
Position Power
Influence derived from ones formal structural
position in the organization; includes power to
hire, fire, discipline, promote, and give salary
increases.

Findings from Fiedler

Model

Cognitive Resource
Theory

Cognitive Resource Theory

A theory of leadership that states that stress

can unfavorably affect a situation and that
intelligence and experience can lessen the
influence of stress on the leader.
Research
ResearchSupport
Support::
Less
Lessintelligent
intelligentindividuals
individualsperform
performbetter
betterin
in
leadership
leadershiproles
rolesunder
underhigh
highstress
stressthan
thando
domore
more
intelligent
intelligentindividuals.
individuals.
Less
Lessexperienced
experiencedpeople
peopleperform
performbetter
betterin
in
leadership
leadershiproles
rolesunder
underlow
lowstress
stressthan
thando
domore
more
experienced
experiencedpeople.
people.

Hersey and Blanchards

Situational Leadership Theory
In contrast to Fiedlers contingency
leadership model and its underlying
assumption that leadership style is
hard
to
change,
the
HerseyBlanchard
situational
leadership
model suggests that successful leaders
do adjust their styles.

Hersey and Blanchards

Situational Leadership Theory
For Hersey and Blanchard the key issue in
making these adjustments is follower
maturity, as indicated by their readiness to
perform in a given situation.
Readiness, in this sense, is largely
based on two major factors follower
ability and follower confidence.
Hersey and Blanchard believe that leaders
should be flexible and adjust their styles as
followers and situations change over time.

Leadership Styles and

Follower Readiness
(Hersey
and
Blanchard)
Willing
Unwilling
Follower
Readiness
Able

Supportive
Participative

Monitoring

Leadership
Styles

Unable

Directive

High Task
and
Relationship
Orientations

Hersey and Blanchards

Situational Leadership
Theory

Situational Leadership Theory (SLT)

A contingency theory
followers readiness.
Unable and
Unwilling

Unable but
Willing

Leader: decreasing need

for support and
supervision
Directive

High Task and

Relationship
Orientations

that

focuses

Able and
Unwilling

on

Able and
Willing

Follower
readiness:
ability and
willingness
Supportive
Participative

Monitoring

Leadership Styles and Follower Readiness

(Hersey and Blanchard)
Participating Style
Emphasizing
shared
ideas and participative
decisions
on
task
directions; this is a lowtask,
high-relationship

style.

Selling Style
Explaining
task
directions
in
a
supportive
and
persuasive way; this is a
high-task,
highrelationship style.

Delegating Style
Telling Style
Allowing the group to Giving specific task
take responsibility for
directions
and
task decisions; this is
closely
supervising
a
low-task,
lowwork; this is a hightask,
lowrelationship style.
relationship style.

Hersey and Blanchards Situational

Leadership Theory

The
participating
style
is
recommended for low-to-moderate
readiness situations. Here, followers
are capable but also unwilling or
insecure about the tasks. As you
might expect, this participation style
with its emphasis on relationships is
supposed to help followers share
ideas
and
thus
draw
forth
understanding and task confidence.

Hersey and Blanchards Situational

Leadership Theory

The selling style is recommended

for moderate to high-readiness
situations. Here, followers lack
capability but are willing or
confident about the task. In this
case, the selling style and its
emphasis on task guidance is
designed
to
facilitate
performance through persuasive
explanation.

Hersey and Blanchards Situational

Leadership Theory

When follower maturity is high, the

situational leadership model calls
for a delegating style which might be
described as offering minimal
leadership intervention. The style
is one of turning over decisions to
followers who have high task
readiness
based
on
abilities,
willingness and confidence about
task accomplishment.

Hersey and Blanchards Situational Leadership

Theory

When follower maturity is low, by contrast,

the model calls for the telling style with its
emphasis on task directed behaviors. The
telling style works best in this situation of
low readiness, by giving instructions and
bringing structure to a situation where
followers lack capability and are unwilling
or insecure about their tasks.

Hersey and Blanchards Situational Leadership

Theory

Managers

using
the
situational
leadership model must be able to
implement the alternative leadership
styles as needed. To do this, they have
to
understand
the
maturity
of
followers in terms of readiness for
task performance and then use the
style that best fits. In terms of the
appropriate style-situation match ups,
the
situational
leadership
model
suggests the following.

LeaderMember Exchange
Theory

Leader-Member Exchange (LMX) Theory

Leaders create in-groups and out-groups, and

subordinates with in-group status will have
higher performance ratings, less turnover,
and greater job satisfaction.

LeaderMember Exchange
Theory
One of the things you may have noticed in your work

and study groups is the tendencies of leaders to

develop special relationships with some team
members.
This tendency is central to leader-member exchange
theory, or LMX theory as it is often called.
The theory basically recognizes that in most, or at least
many, leadership situations not everyone is treated the
same by the leader.
Instead, people fall into in groups and out groups in
relationships with their leaders. Obviously, the group
you are in can have quite a significant influence on your
experience with the leader.

LeaderMember Exchange
Theory
The notion underlying leader-member exchange theory is
that as a leader and follower interact over time, their
exchanges end up defining the followers role.

Whether due to personality similarities or differences, time

pressures and interaction opportunities, or the followers
competencies and accomplishments, this role ends up
being defined into a high-exchange or low-exchange
relationship with the leader.

You might think of the LMX concept in respect to a leader

being more willing to find time to spend relating to and
interacting with some followers than others. Those that do
get the leaders attention end up forming a special in-group
relationship with him or her.

LeaderMember Exchange
Theory
One of the implications of the leader-member exchange theory
is that the nature of the exchange is determined by the leader
based on some presumed characteristics of the follower. A
high LMX relationship is usually based on perceived favorable
personality, compatibility, and competency; a low LMX
relationship is based on just the opposite set of views.

For the follower in a high LMX relationship, being part of the

leaders inner circle or in-group can have positive implications
in terms of getting rewards, access to information, and other
special treatments. Being in the out-group can have negative
consequences on the same terms. For the leader, it is nice to
be able to call on and depend upon the loyal support of those
in the in-group. But the leader may also be missing out on lost
opportunities of working more intensely with out-group
members.

Leader-Member Exchange
Theory

Path-Goal Theory
The theory that it is the leaders
job to assist followers in attaining
their goals and to provide them
the necessary direction and/or
support to ensure that their goals
are compatible with the overall
objectives of the group or
organization.

The Path-Goal Theory

Leader-Participation Model
Leader-Participation Model (Vroom and Yetton)
A leadership theory that provides a set of
rules to determine the form and amount of
participative decision making in different
situations.

Leader-Participation Model
Leadership is all about making decisions, conceiving
vision, setting goals, laying paths to reach the goal,
and making all efforts with followers in achieving it.
Effective Leadership requires taking situation based
decisions. An individual will be accepted as Leader
when his ideas, suggestions and advise are more
appropriate to the situation. Decision taken under
particular situation may not hold good for all
situations & it may give different results in different
situations.

Leader-Participation Model
How will you get expected output from your decision on
particular thing ?
What factors that affect making a good decision?
In what situations I need to get consultation from others
or to make own decision?
How do I get commitment from my followers on
particular decision?

Vroom-Yetton-Jago Normative Decision

Model help us to answer above
questions.

Leader-Participation
Model

This model identifies five different

styles (ranging from autocratic to
consultative
to
group-based
decisions) on the situation & level of
involvement. They are:

Autocratic Type 1 (AI)

Autocratic Type 2 (AII)
Consultative Type 1 (CI)
Consultative Type 2 (CII)
Group-based Type 2(GII)

Leader-Participation Model

Autocratic Type 1 (AI) Leader makes own decision using

information that is readily available to you at the time. This type is
completely autocratic.

Autocratic Type 2 (AII) Leader collects required information from

followers, then makes decision alone. Problem or decision may or
may not be informed to followers. Here, followers involvement is
just providing information.

Consultative Type 1 (CI) Leader shares problem to relevant

followers individually and seeks their ideas & suggestions and
makes decision alone. Here followers do not meet each other &
leaders decision may or may not has followers influence. So,
here followers involvement is at the level of providing alternatives
individually.

Benefits of Autocratic
Leadership
Quick Decision-Making
Streamlined Work Process
Absolute Control
Focused Targets
Close Supervision
Maintains Order and Principle

Leader-Participation Model
Consultative Type 2 (CII) Leader shares problem to
relevant followers as a group and seeks their ideas
& suggestions and makes decision alone. Here
followers meet each other and through discussions
they understand other alternatives. But leaders
decision may or may not has followers influence.
So, here followers involvement is at the level of
helping as a group in decision-making.
Group-based Type 2(GII) Leader discuss problem &
situation with followers as a group and seeks their
ideas & suggestions through brainstorming. Leader
accepts any decision & do not try to force his idea.
Decision accepted by the group is the final one.

1.
2.
3.
4.
5.
6.
7.

Contingency Variables in
the Revised
Leader-Participation Model

Importance of the decision

Importance of obtaining follower commitment to the decision
Whether the leader has sufficient information to make a good decision
How well structured the problem is
Whether an autocratic decision would receive follower commitment
Whether followers buy into the organizations goals
Whether there is likely to be conflict among followers over solution
alternatives
8. Whether followers have the necessary information to make a good decision
9. Time constraints on the leader that may limit follower involvement
10. Whether costs to bring geographically dispersed members together is
justified
11. Importance to the leader of minimizing the time it takes to make the decision
12. Importance of using participation as a tool for developing follower decision
skills

PART II

Leadership

Types of Leadership Style

Autocratic Leaders
Leader
makes
decisions
without
reference to anyone
else
High
degree
of
dependency on the
leader
Can
create
demotivation
and
alienation
of staff
May be valuable in
some
types
of
business
where
decisions need to be
made quickly and
decisively

In fact, it might be
perceived that there are
not a lot of good things
to say about autocratic
leaders. This style of
leadership is often very
stressful
on
fellow
employees, and makes
the work environment
itself not a fun place to
be.
But
like
all
leadership styles, there
is a time, and a
situation, where the
style is appropriate.

Autocratic Leaders
Cons of Autocratic Leaders
The communication style of an autocratic leader
is usually described as one way. They tell you
exactly what they want done. The feedback you
would receive from this type of leader would
generally be unplanned. They would simply tell
you when you've made a mistake.
The decision-making process is usually unilateral,
and they accomplish goals by directing people.
Now that might not sound like the type of leader
you'd follow, but there are actually situations
when this style is very effective.

Autocratic Leaders
Pros of Autocratic Leaders
In the workplace, some operating conditions may
call for urgent action. In these cases, an
autocratic style of leadership may be the best style
to adopt. Surprisingly, many individuals have
already worked for an autocratic leader, and
therefore have little trouble adapting to that style.
In fact, in times of stress or emergency some
subordinates may actually prefer an autocratic
style. They prefer to be told exactly what to do.
So to summarize - the autocratic leadership style
is very effective when critical business decisions
or actions are needed, but very stressful on
followers or coworkers when the added pressure
is no longer necessary.

Autocratic Leaders

Autocratic Leaders in the Workplace

On the down side, several studies suggest that organizations

with many autocratic leaders have higher turnover and
absenteeism than other organizations. With today's emphasis
on joint decision making and empowerment, employees just
entering the workforce will be highly resistant to this
management style.

So the autocratic leadership style should not be used when you

want to get your employees engaged in the decision-making
process. Autocratic leaders are also not effective in situations
where your employees might become resentful or fearful.

Finally, if your company is struggling with low morale, or is

interested in building employee relationships, then an
autocratic leadership style will only make the work
environment worse.

Examples
Martha Stewart
Martha Stewart built her empire with personal
attention to every detail. Whether you liked her or
not, she was meticulous and demanding. She was
also very successful in her endeavors, and in using
her autocratic management style.
Many industry analysts might argue that it was
Martha's autocratically demanding style that
allowed her to flourish in a competitive environment
such as the entertainment industry. Others might
argue that even more success might have awaited
Martha Stewart if she had not relied so heavily on
the autocratic style.

Examples
Howell Raines
Newspapers and old industries often flourished under
autocratic leaders that stood watch over factory workers to
make sure their factories kept humming. The point here is
that it might not be easy to work under these circumstances,
but the autocratic leadership style is certainly efficient.

Howell Raines was the Executive Editor of the New

York Times from 2001 until 2003. Widely cited as a
"hard-charging" Executive Editor, Raines was
known for his policy of "flooding the zone"- using
all of the New York Times' resources to cover what
he deemed were important stories.
Howell Raines is a classic example of how an autocratic
style can be used successfully in a highly-demanding
industry. Think about the daily pressures associated with
publishing one of the highest quality newspapers in the
world.

Democratic Leadership
Encourages decision making
from different perspectives
leadership
may
be
emphasised throughout the
organisation.
Consultative: process of consultation
before decisions are taken
Persuasive: Leader takes decision and
seeks to persuade others that the
decision is correct
May help motivation and involvement
Workers feel ownership of the firm and its
ideas
Improves the sharing of ideas and
experiences within the business
Can delay decision making

Democratic Leadership
The democratic leadership style is a very open and collegial
style of running a team. Ideas move freely amongst the
group and are discussed openly. Everyone is given a seat
at the table, and discussion is relatively free-flowing.
This style is needed in dynamic and rapidly changing
environments where very little can be taken as a constant.
In these fast moving organizations, every option for
improvement has to be considered to keep the group from
falling out of date.
The democratic leadership style means facilitating the
conversation, encouraging people to share their ideas, and
then synthesizing all the available information into the best
possible decision. The democratic leader must also be able
to communicate that decision back to the group to bring
unity the plan is chosen.

Democratic Leadership
When is it Used?

When situations change frequently, democratic leadership

offers a great deal of flexibility to adapt to better ways of
doing things. Unfortunately, it is also somewhat slow to
make a decision in this structure, so while it may embrace
newer and better methods; it might not do so very quickly.

Democratic leadership style can bring the best out of an

experienced and professional team. It capitalizes on their
skills and talents by letting them share their views, rather
than simply expecting them to conform.

If a decision is very complex and broad, it is important to

have the different areas of expertise represented and
contributing input this is where democratic leader shines.

Democratic Leadership

Good fits for Democratic Leadership:

Creative groups (advertising, design): ideas need to flow in

creative environments to find create new concepts and
designs.

Consulting: when paid to explore problems and find

solutions, your role will be to explore the possibilities in
depth, and that means there has to be a great deal of
exploration and open discussion.

Much of the service industry: new ideas allow for more

flexibility to changing customer demands.

Education: few places need to be open to different ideas

than education, both by educators and their students.

Democratic Leadership

Democratic Leadership at Work

Daniel Goleman also thought there were enough

distinguishing characteristics found in democratic
leadership to include it as one of his six styles. In his
model, the primary behavior of these leaders was to
forge consensus through collaboration. The key to
this style is communication - seeking the opinions of
others, and letting your opinion be known.
When the workplace is ready for democratic leaders,
the style produces a work environment that
employees can feel good about. Workers feel that
their opinion counts, and because of that feeling they
are more committed to achieving the goals and
objectives of the organization.

Democratic Leadership

Democratic Leadership at Work

But Goleman and others also

recognized that not every style is
effective in every work environment that's what situational leadership is
all about; finding the right style to
apply to the situation at hand. So the
logical question is: When is the
democratic leadership style effective
at work?

Democratic Leadership
Pros of the Democratic Leadership Style
Since employees or followers have an equal say
in the decision-making process, they are more
committed to the desired outcome.
The
collaborative environment created by this style
often results in more thorough solutions to
problems.
This
creates
an
ideal
environment
for
collaborative problem-solving in addition to
decision-making.
However, this democratic
process has its drawbacks.

Democratic Leadership
Cons of the Democratic Leadership Style
The democratic leader depends on the knowledge of
his followers or employees. If the workforce is
inexperienced, this style is not very effective. You
simply need a fair amount of experience to make
good decisions.
The other drawback of the democratic style is that
the collaborative effort takes time. When you ask
people for their opinions, it takes time for them to
explain what they think and for others to understand
what they are saying. If the business need is urgent,
then the democratic leader needs to switch styles.

Democratic Leadership
Cons of the Democratic Leadership Style
To summarize, the pros and cons of this style are
pretty much in alignment - strength also becomes
weakness. You get more input, but it takes time.
People can share their knowledge, but they have to
understand the process first. The democratic
leadership style is most effective when you have a
workplace that has experienced.

Democratic Leadership

Examples of Democratic Leaders

We're going to finish up by giving you an

example of a democratic leader at work. If
your thinking President John F. Kennedy
is a famous democratic leader, you'd be
partially correct. You're right in saying
President Kennedy was a Democrat and
certainly he will be remembered as a great
leader. But President Kennedy was
actually a very good example of a
charismatic leader - not a democratic one.

Democratic Leadership

Examples of Democratic Leaders

Interestingly, one of the best examples of a

democratic leader is also a political figure Dwight D. Eisenhower (a Republican no less!).
As a military leader, Eisenhower was faced with
the difficult task of getting the Alliance forces to
agree on a common strategy. Eisenhower
labored hard to make sure everyone worked
together to come to a common understanding.
This was one of his greatest achievements. It
was here that the democratic leadership style,
and collaborative efforts, of Eisenhower shone
through. The subsequent victory of the Alliance
forces back up the correctness of the approach
in that particular situation.

Laissez-Faire Leadership
Let it be the leadership responsibilities are shared by all:
Can be very useful in businesses where creative ideas are important
Can be highly motivational, as people have control over their working
life
Can make coordination and decision making time-consuming and
lacking in overall direction
Relies on good team work
Relies on good interpersonal relations
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

Laissez-Faire Leadership
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.

Laissez-Faire Leadership
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.

Paternalistic Leadership
Leader acts as a father figure
Paternalistic leader makes decision but may consult
Believes in the need to support staff
Leadership in Asian countries such as e.g. China is
oftentimes
described
as
paternalistic
leadership.
Paternalistic Leadership is a native Chinese leadership
style, which is deeply rooted in China's patriarchal tradition
and in Confucianism.
According to theory, paternalistic leadership is composed
of three main elements: autocratic leadership,
benevolent leadership and moral leadership.

Paternalistic Leadership
Paternalistic managers give more attention to the
social needs and views of their workers. Managers
are interested in how happy workers feel and in
many ways they act as a father figure (pater means
father in Latin).
They consult employees over issues and listen to
their feedback or opinions. The manager will
however make the actual decisions (in the best
interests of the workers) as they believe the staff
still need direction and in this way it is still
somewhat of an autocratic approach. The style is
closely linked with Mayos Human Relation view of
motivation and also the social needs of Maslow.

Change Leadership

Change Leadership
The most challenging aspect of business
is leading and managing change
The business environment is subject to
fast-paced economic and social change
Modern business must adapt and be
flexible to survive
Problems in leading change stem mainly
from human resource management

Effective Leadership and

Organizational Change
Effective leadership in the change management
process is particularly important, because of all
the factors involved in organizational change.
According to McShane and VonGlinow (2004), a
leader must be able to influence, motivate and
enable others to contribute toward the
effectiveness and success of the organization.
Stabilizing the organization after the change
process begins is critical to continued success.

Effective Leadership and

Organizational Change

McShane
and
VonGlinow
(2004)
competencies to effective leadership.

Leaders with this set of competencies and skills should be

effective in their leadership ability regardless of the
leadership style that they favor.

Those competencies include:

Emotional intelligence
Integrity
Drive
Leadership motivation
Self-confidence
Intelligence
Knowledge of the business

outline

seven

Selecting the Right Leadership Style

Selecting the right leadership style to influence the

effectiveness of change is important if large organizational
change is to be successful.

The right leadership style might change as the situation

changes within an organization.

Different leadership styles to consider include:

Visionary/inspirational leaders
Commanding leaders
Situational leaders
People-oriented leaders
Task-oriented leaders
Strategic leaders
Logical leaders
Supportive leaders

Selecting the Right Leadership Style

A commanding leadership
style
It gives clear direction and
is useful in cases of
emergency.
The
commanding
style
focuses on performance
and has a short-term goal
orientation.
Commanders are highly
productive
and
results
oriented.
They can be very effective
when goal achievement is
the primary focus.
They learn better by their
own successes and failures
than by input from others.

Logical Leadership style

The
logical
style
pertains to leaders
who insist on covering
all alternatives.
They have long-term
goals, use analysis
and questioning, and
learn by reasoning
things through.
They are particularly
effective when the
goal
is
strategy
development.

Selecting the Right Leadership Style

A visionary/ inspirational leadership style
It should be used when a leader is trying to move
people towards a shared dream. They inspire others
with insights and shared authority.
The inspirational style is characteristic of those who are
able to develop meaningful visions of the future by
focusing on radically new ideas; they learn by
experimentation.
They show a high level of concern for assuring
cohesiveness of members of the organization and
encouraging others to follow the vision.
They are inquisitive, curious, and satisfied by finding
radically new solutions.

Selecting the Right Leadership Style

A coaching leadership style
It might be used to effectively connect what a
person wants with organizational goals.

The situational leadership style

This type leaders change their style of
leadership based on how ready their followers
seems to be.
Factors that affect situational decisions include
motivation and capability of followers.

Selecting the Right Leadership Style

People-oriented leaders
When drastic organizational changes are involved,
having leaders who are people-oriented as opposed
to task-oriented will be better able to anticipate the
needs of the employees as they motivate and enable
them to change.
With people-oriented leadership, leaders are totally
focused on organizing, supporting, and developing
the people in their teams. It's a participative style,
and it tends to encourage good teamwork and
creative collaboration.

Selecting the Right Leadership Style

Supportive leaders
Those leaders who are more concerned with
consensus score high in the supportive dimension.
They emphasize openness and operate more as
facilitators than directors.
They learn by observing outcomes and how others
react to their decisions.

Selecting the Right Leadership Style

Strategic leaders
Recognize that most work now involves integration
rather than fractionation of diverse interests and
skills.
Multiple styles of leadership are needed to effectively
implement most forms of organizational change.
Strategic leaders accept that they cannot have all the
answers and they take steps to obtain information
that effectively guides their choices.
These leaders rely heavily on communication and
persuasion with employees to advance their
enlightened strategies.
When compared to popular models of leaders of the
past, strategic leaders are far more inclined to be
information seekers than information distributors.

Selecting the Right Leadership Style

Task-oriented leaders
Highly task-oriented leaders focus only on getting
the job done, and they can be quite autocratic. They
actively define the work and the roles required, put
structures in place, plan, organize, and monitor.
However, because task-oriented leaders don't tend
to think much about the well-being of their teams,
this approach can suffer many of the flaws of
autocratic leadership, with difficulties in motivating
and retaining staff.

Theories of Leadership

Theories of Leadership
May depend on:

Type of staff
History of the business
Culture of the business
Quality of the relationships
Nature of the changes needed
Accepted norms within the institution

Factors Affecting Style

Factors Affecting Style

Leadership style may be dependent
on various factors:
Risk - decision making and change initiatives based
on degree of risk involved
Type of business creative business or supply
driven?
How important change is change for changes sake?
Organisational culture may be long embedded and
difficult to change
Nature of the task needing cooperation? Direction?
Structure?