Leadership styles and behaviour

A leadership style refers to a leader's characteristic behaviors when directing, motivating, guiding, and managing groups of people. Great leaders can inspire political movements and social change. They can also motivate others to perform, create, and innovate.

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1. LEADERSHIP STYLES AND BEHAVIOURS PRESENTED BY GAYATHRY SATHEESAN

2. LEADERSHIP STYLES In 1930s, Kurt Lewin developed a leadership framework. Leadership is influencing people — by providing purpose, direction, and motivation — while operating to accomplish the mission and improving the organization.

3. Leadership Styles are of 3 types Authoritarian or autocratic Participative or democratic Delegative or Free Reign

4. Autocratic or Authoritative Style: It is also known as leader centered style. In this style ,there is complete centralization of authority in the leader. He designs the work-load of his employees and exercise tight control over them. The subordinates are bound to follow his order and directions.

5. 1. Advantages: This style permits quick decision-making. It provides strong motivation and satisfaction to the leaders who dictate terms. This style may yield better results when great speed is required. 2. Disadvantages:   It leads to frustration, low moral and conflict among subordinates. Subordinates tend to shirk responsibility and initiative.

6. 1. Advantages: Exchange of ideas improves job satisfaction and morale of the subordinates. Human values get their due recognition which develops positive attitude and reduces resistance to change. Labour absenteeism and labour turnover are reduced. The quality of decision is improved. 2. Disadvantages: Democratic style of leadership is time consuming and may result in delays in decision-making.

7. ParticipativeDemocratic Style: Under this style, a leader decentralizes and delegates high authority to his subordinates. He makes a final decision only after consultation with the subordinates. Democratic leaders have a high concern for both people and work.

8. It is less effective if participation from the subordinates is for name sake. Consulting others while making decisions go against the capability of the leader to take decisions.

9. Free Rein or Laissez Fair style : In this style, a manager gives complete freedom to his subordinates. There is least intervention by the leader and so the group operates entirely on its own. In this style manager does not use power but maintains contact with them. Subordinates have to exercise self control. This style helps subordinates to develop independent personality.

10. 1. Advantages: Positive effect on job satisfaction and moral of subordinates. It gives chance to take initiative to the subordinates. Maximum possible scope for development of subordinates. 2. Disadvantages: Subordinates do not get the guidance and support of the leader. Free rein style of leadership may be appropriate when the subordinates are well trained, highly knowledgeable, self-motivated and ready to assume responsibility.

11. BUILDING TRUST COACHING PEOPLE ACTING WITH INTEGRITY ENCOURAGING INNOVATIVE THINKING INSPIRING OTHERS LEADERSHIP BEHAVIOUR REWARDING ACHIEVEMENT

12. 1. Building trust Consistency is the key to building this kind of trust. Trust can be built or destroyed over time and is built in different ways. Leaders can engender trust by becoming aware of the concerns, aspirations, and circumstances of others. When leaders are consistent and predictable, others acquire confidence and trust in them. Trust can be built from a leader’s rock-solid honesty and integrity.

13. 2. Acting with integrity Acting with ingrity is done by Talking about most important values and beliefs. Specifying the importance of having a strong sense of purpose. Considering the moral and ethical consequences of decisions. Emphasising the importance of a collective sense of mission.

14. 3. Inspiring others The extent to which you demonstrate a positive view of the future and of what needs to be done by: Talking optimistically about the future. Providing positive communication about what needs to be achieved. Articulating a compelling vision of the future. Expressing confidence that goals will be achieved.

15. 4. Encouraging innovative thinking Challenging your people to be innovative and encouraging input by: Re-examining critical assumptions to question their appropriateness. Seeking differing perspectives when problem solving. Getting others to look at issues from different angles. Suggesting new ways of completing assignmenats .

16. 5. Coaching people Being seen as someone who  focuses on developing the individuals within team/business by: Spending time teaching & coaching. Treating people as individuals rather than just members of a group. Considering each persons’ differing needs, abilities and aspirations. Helping people to identify and develop their strengths.

17. 6. Rewarding achievement appropriate and timely awards for achievements by: Providing others with assistance in exchange for their efforts. Talking specifically about who is responsible for achieving performance targets. Expressing satisfaction when expectations are met. Clarifying exactly what outcomes are expected. Delivering what is promised in exchange for support.

18. Thank you 