Leadership styles, power styles and behaviours

Developing Teams in Business

Aim :To describe leadership approaches, power styles and leadership behaviors

Learning objectives When you have completed this session you will be able to

• To recap important points of last session

• To describe leadership styles

• To discover each learner preferred leadership style

• To identify leadership power style

• To explain leadership behaviors

• To propose the best leadership style for any situation

SERVANT LEADERSHIP

• The leader has responsibility for the followers.

• Leaders have a responsibility towards society and those who are disadvantaged.

• People who want to help others best do this by leading them.

AUTOCRATIC LEADERSHIP

PARTICIPATIVE LEADERSHIP

• This approach is also known as consultation, empowerment, joint decision-making, Management By Objective and power-sharing. Team proposes decision, leader has final decision or Leader proposes decision, listens to feedback, then decides

DEMOCRATIC LEADERSHIP

TRANSFORMATIONAL LEADERSHIP

BUREAUCRATIC LEADERSHIP

LAISSE-FAIRE LEADERSHIP

SITUATIONAL LEADERSHIP

• The best action of the leader depends on a range of situational factors

VIDEOSAutocratic leadership

http://www.youtube.com/watch?feature=player_detailpage&v=wRsGIvhU3iA

Democratic leadership

http://www.youtube.com/watch?feature=player_detailpage&v=YrIocMJzrXQ

Laisse-faire leadership

http://www.youtube.com/watch?feature=player_detailpage&v=Y7byKOEBMYM

Video = Situational leadership

When to use which leadership style, leadership behaviors

http://www.youtube.com/watch?feature=player_detailpage&v=_YL8Q_6gRPM

REFERENCES• Spears, L. C. (2002). Tracing the Past, Present, and Future of Servant-Leadership. In Focus On

Leadership: Servant-leadership for the Twenty-first Century (pp. 1-10). New York, NY: John Wiley and Sons, Inc

• Tannenbaum, A.S. and Schmitt, W.H. (1958) How to choose a leadership pattern. Harvard Business Review, 36, March-April, 95-101

• French, J.R.P. Israel, J. and As, D. (1960). An experiment on participation in a Norwegian factory. Human Relations, 13, 3-19

• Lewin, K., LIippit, R. and White, R.K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10, 271-301

• Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (Winter): 19-31.