Leadership styles

LEADERSHIP STYLES

1. BY : Mrs. Kanika
Assistant Professor
SKSS CON SARABHA LUDHIANA

2. INTRODUCTION
Leadership is the art of getting others to do
something.
The verb ‘’to lead’’ is also defined in several
ways to guide, to run in a specific direction, to
direct, to be first. Leaders typically are the
ones who ‘’go first’’.

3. DEFINITION
“Leadership is the process of influencing the
activities of an individual or a group in efforts
toward goal achievement in a given situation.”
Hersey &
Blanchard
Leadership is the ability of a manager to
induce subordinate to work with zeal and
confidence.
Koontz and O
Donnell

4. IMPORTANCE
LEADERS MOTIVATES PEOPLE
A leader motivates employees for higher output
through motivational techniques.
LEADER COUNSELS EMPLOYEES
In an organization employees needs counseling to
reduce the emotional disequilibrium and to
remove barriers to effective performance.

5. IMPORTANCE
contd…..
c) LEADER DEVELOPS TEAM SPIRIT
A leader creates confidence in his subordinates
and gains their faith and cooperation. Besides,
the leader provides environment conductive to
work which results in team spirit.
d) LEADERS AIMS AT TIME MANAGEMENT
Leader is in a position to utilize time productivity
in an organization. A leader gets things done
by people by the proper time management.

6. IMPORTANCE contd.
e) LEADER STRIVES FOR EFFECTIVENESS
A leader brings effectiveness to an organization
by providing the workers with the necessary
resources in terms of money, methods,
climate, work environment, etc.

7. Functions of a Manager Leader
To act as a representative of the work-
group
To develop team spirit
To act as a counselor of the people at work
Time Management
Secure effectiveness of group-effort

8. CONCEPT OF LEADERSHIP
Leadersaremadenotborn:Leadershipis
notinheritedandthereisnosinglesetof
traitsthatmakesaleader.
Leadershipisasetoffunctions:
leadershipisthusdefineasperformanceof
functionwhichhelpsgrouptoachieve
objectives.
Authorityinfluencepowerandleadership:
Authorityisthepowertoinfluencethe
conductandreactionsofothers.

9. Emergenceofleadership:itisdeterminedby
structure,situationandtaskofthegroup.
Leadershipingroupcomplexity:asgroup
becomeslongerorlargeritrequiresmoreand
morefunctions.
Leadershipincrisis:itisparticularlydemanded
whenprogresstowardgroupgoalisblocked.
Leadershipandfailingheads:newleadersare
likelytoemergewhenofficialofgrouporleaders
doesnotperformfunctionadequately.

10. Four factors of leadership

11. Leader-Youmusthaveanhonestunderstanding
ofwhoyouare,whatyouknowandwhatyoucan
do.Tobesuccessful,youhavetoconvinceyour
followersnotyoursuperiors.
Follower-Youmustknowyourpeople.The
startingpointishavingagoodunderstandingof
humannature,suchasneeds,emotionsand
motivation.

12. Communication-Badcommunicationharmthe
relationbetweenleaderandemployee.
Situation-Wemustuseourjudgmenttodecide
thebestcourseofactionandtheleadership
styleneededforeachsituation.

13. It refers to the manner in which a leader
interacts with his or her subordinates.

14. STYLES OF LEADERSHIP
I. According to Kurt Lewin(1939)
Autocratic
Leadership
Democratic
Leadership
Laissez-Faire
Leadership

15. STYLES OF LEADERSHIP
AUTOCRATIC /
AUTHORITARIAN
LEADERSHIP:
Theauthoritarianleadermakes
decisionsaloneaspoweris
centralizedinoneperson.
Healonedictatesactivitiesof
members.Healonedetermines
policiesofgroup,majorplansand
furtherstepsingroupactivities.
Decisionsareenforcedusing
rewardsandthefearofpunishment.
Itisanabusive,unprofessionalstyle
called“bossingpeoplearound.”

16. CHARACTERISTIC OF THE LEADER
Ø Firm personality, highly directive, dominating.
Ø Shows no regards to the interests of the
employees
Ø Set rigid standards and method of performance
and expects the subordinates to obey the rules
and follow the same
Ø Makes all decision by himself or herself
Ø Minimal group participation or none from the
workers

17. Autocratic Leadership
Advantages Disadvantages
Efficient in time of crisis, easy to
make decision by one group and
less time consuming
Does not encourage the
individuals growth
It is useful when there is only
leader who is experienced having
new and essential information,
while subordinates are
inexperienced and new
Leader lacks supportive
power
It is useful when the workers are
unsure of taking decision and
expect the leader to tell what to do
Less job satisfaction
leads to less commitment
to goals of the
organization

18. DEMOCRATIC LEADERSHIP
Participativeconsultativestyleofleadership
Theparticipativeleaderincludeoneormore
employeesinthedecisionmakingprocess.
Communicationflowfreely;suggestionsaremade
inbothdirections.
HeencouragesandreinforcesIPRthroughoutthe
groupsoastostrengthit.

19. CHARACTERISTIC OF THE LEADER
Sense of equality among leader and
followers.
Open system of communication prevails.
Interaction between the leader and group is
friendly and trusting.
Leader works through people not by
domination but by suggestions.

20. DEMOCRATIC LEADERSHIP
ADVANTAGES DISADVANTAGES
Encourages all employee in
decision making
It takes more time for taking
decision by the group than
the leader alone
Promotes personnel
involvementand enhance
job satisfaction

21. LAISSEZ-FAIRE LEADERSHIP
Itisoppositeextremefromautocraticleadership.
Thelaissez-fairestyleistominimizetheleader's
involvementindecision-making,andhence
allowingpeopletomaketheirowndecisions,
althoughtheymaystillberesponsibleforthe
outcome.Thisisusedwhenemployeesareableto
analyzethesituation.

22. CHARACTERISTIC FEATURES
Encourages independent activity by the group
member.
Group members are free to set their own goals.
Style effective in highly motivating professional
growth.

23. LAISSEZ-FAIRE LEADERSHIP
ADVANTAGES DISADVANTAGES
Creativity may be encouraged
for specific purposes
May lead to instability,
disorganization, inefficiency,
no unity of action
To try new method of action Lack of feeling responsible to
solve the problem that may
arise.

24. Leadership Style
II. House and Mitchell (1974) describe
four styles of leadership
Supportive leadership
Directive leadership
Achievement-oriented leadership

25. Supportive leadership
Considering the needs of the follower, showing
concern for their welfare and creating a
friendly working environment. This includes
increasing the follower's self-esteem and
making the job more interesting. This
approach is best when the work is stressful,
boring or hazardous.

26. Directive leadership
Tellingfollowerswhatneedstobedoneand
givingappropriateguidancealongtheway.
Thisincludesgivingthemschedulesofspecific
worktobedoneatspecifictimes.Rewards
mayalsobeincreasedasneeded.
Thismaybeusedwhenthetaskis
unstructuredandcomplexandthefolloweris
inexperienced.Thisincreasesthefollower's
senseofsecurity.

27. Achievement-oriented
leadership
Leader who challenges followers to perform work
at the highest level possible.
Set challenging goals for subordinates.
Establishes a high standard of excellence for
subordinates.
Seek continuous improvement.

28. III. Likert’sleadership
styles
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LEADER
SHIP
STYLES

29. Exploitive authoritative
Inthisstyle,theleaderhasalowconcernfor
peopleandusessuchmethodsasthreatsand
otherfear-basedmethods toachieve
performance.
Communicationisalmostentirelydownwards
andthepsychologicallydistantconcernsof
peopleareignored.

30. Consultative
The leader is making genuine efforts to listen
carefully to ideas. Nevertheless, major
decisions are still largely centrally made.
(process of consultation before decisions
are taken)

31. Participative
Consultingwith followers and taking their ideas
into account when making decisions and
taking particular actions. This approach is
best when the followers are expert and their
advice is both needed and they expect to be
able to give it.

32. OTHER STYLES
OF
LEADERSHIP

33. BUREAUCRATIC LEADERSHIP
Bureaucratic leaders work "by the book." They
follow rules rigorously, and ensure that their staff
follows procedures precisely.
This is a very appropriate style for work involving
serious safety risks (such as working with
machinery, with toxic substances, or at dangerous
heights) or where large sums of money are involved
(such as handling cash).

34. Transformational Leadership
Transformationalleaders,incontrast,are
moreinspirationalinapproach.
Theleaderandfollowersraiseoneanother
tohigherlevelsofmotivationandmorality.
Peoplewiththisleadershipstylearetrue
leaderswhoinspiretheirteamsconstantly
withasharedvisionofthefuture.

35. TRANSACTIONAL LEADER:
The transaction is usually the organization
paying the team members in return for their
effort.
He is given the power to perform certain tasks
&rewards/ punishments for team performance.
He gives the opportunity to other members to
lead the group.
He has the power to evaluate, correct & train the
subordinates to make it to the desired level.

36. Task-Oriented Leadership
A highly task-oriented leader focusesonly on
getting the job done, and can be quite
autocratic.
He or she will actively define the work and the
roles required, put structures in place, plan,
organize and monitor.

37. Servant leadership
A servant leader shares power, puts the needs of the
employees first and helps people develop and
perform as highly as possible.
Sees leadership as an opportunity to serve others.
People working to serve the leader, the leader
exists to serve the people.
These leaders are rare in business.

39. CHARISMATIC LEADERSHIP
It is a process of encouraging certain
behaviours in others via force of personality. It
involves creating a self-image so powerful that
people are naturally drawn to you.
Charisma is a positive and compelling
quality of a person that makes many others
want to be led by that person

40. LEADERSHIP SKILLS
Thefollowingskillsareneeded:
Speaking skills
Decision-making skills
Writing skills
Problem-solving skills
Listening skills
Critical analytical skills
Political skills
Work skills
Administrative skills
Interpersonal skills
Supervisory skills

41. FACTORS AFFECTING LEADERSHIP
1)Personal characteristics :-
a) Personality
b) Honesty
c) Self confidence
e) Communication skills
f) Social skills

42. 2) Working Environment :-Good , motivating , challenging
& favorable environment including good working
resources availability have an influence on leadership.
3) Motivation :-Leader should work in order to satisfying
their needs .
4) Multiplicity of roles:-A leader is a only person who
plays multiple roles in an organization
5)Flexibility:-Leader should be flexible for adequate &
appropriate leadership.

43. The manager accepts reality; the leader
investigatesit.
The manager focuses on systems and structures; the
leader focuses on people.
The manager relies on control; the leader inspires
trust.
The manager has a short-range view; the leader has
a long-range perspective.
The manager asks how and when; the leader asks
what and why.
The manager has his or her eye always on the
bottomline; the leader has his or her eye on the
horizon.
The manager initiate; the leader originates.
The manager accepts the status quo; the leader

44. QUALITIES OF GOOD
LEADER
1.Self awareness
2.Interactive qualities
3.Emotional control
4.Tactful
5.Helping individual
6.Awareness of responsibility
7.Good listener
8.Skilled communicator
9.Dedicated
10.Enthusiasm & creative

45. Nurse Leader Roles and
Responsibilities
Organization of work
Staffing
Scheduling
Orientation
Delegation
Motivation and Productivity
Provide environment of high morale

46. Effective Communication Skills—written and
verbal
Relationship Skills
Directing and Influencing
Critical Thinking
Decision Making
Problem Solving
Budgeting
Staff Development

47. Knowledge of Legal Issues in Nursing
Patient Safety
Employee/staff Safety
Evaluations
Quality Management
Performance Appraisals