different types of leadership Flashcards
Autocratic leadership
This style of leader gives orders which are to be obeyed without question. This would probably be a Theory X manager, who has no time for consideration of Maslow’s higher needs or Herzberg’s motivating factors.
This type of manager can be effective when rapid restructuring is required, but to be effective he/she will rely upon a strictly hierarchical organisational structure. There is no employee involvement in the decision-making.
Paternalistic leadership
-Leader decides what is best for employees
-Similar to a parent/child relationship
-Still little delegation
-Typical paternalistic leader explains the specific reason as to why he/she has taken certain actions
Democratic or participative leadership
This type of leader consults with subordinates in the decision-making process. Subordinates are involved with managers in designing their jobs and the tasks involved.
This philosophy is ideally suited to the implementation of ‘soft’ HRM policies. Democratic leaders will need to communicate effectively with employees in order to consult, persuade and receive feedback.
A democratic style of leadership can result in a workforce that is motivated and committed to the organisation and can also promote creativity and better quality decisions.
Laissez-faire leadership
This occurs when the leader has minimal input and subordinates are largely left to get on with their jobs. Minimum guidance is offered, and workers are given a great deal of scope to demonstrate their capabilities. The danger with this style of leadership is that if workers are not motivated or committed to their work, their productivity can be low
Bureaucratic leadership
Bureaucratic leadership is by the book. Although the leader may listen to their employees input when making decisions, if it clashes with company policy, it’s out.
Fiedler’s contingency theory
The first factor is the personality of the leaders which determines their leadership style. The second factor is the amount of control and influence that the situation provides leaders over their group’s behaviour, the task and the outcome. This factor is called ‘situational control’.
high and low LPC score
A high score of 64 or more indicated a high LPC person; such a person is called relationship-motivated. A score of 57 or below indicated a low LPC person. This type of individual is called task-motivated. An in between score makes it difficult to identify which group the individual belongs to.
In the case of an extremely favourable situation, they are effective:
when there is enormous trust, respect and confidence
when the task is very clear
when followers accept the leader’s power without question.
In an extremely unfavourable situation, they are effective:
when trust and respect do not exist
when the challenge people face is vague and undefined
when the atmosphere is anarchic or even rebellious (for example, an emergency or crisis).
Wright and Taylors checklist for improving performance
What is the problem in behavioural terms?
Is the problem really serious enough to spend time and effort on?
What reasons might there be for the performance problem?
What actions might be taken to improve the situation?
Do you have sufficient information to select the most appropriate solutions?
Is the solution worthwhile in cost benefit terms?
