LEADERSHIP

LEADERSHIP
TYPES OF LEADERSHIP STYLE
TYPES OF LEADERSHIP STYLE
 Autocratic:
 Leader makes decisions without reference to anyone
else
 High degree of dependency on the leader
 Can create de-motivation and alienation
of staff
 May be valuable in some types of business where
decisions need to be made quickly and decisively
TYPES OF LEADERSHIP STYLE
 Democratic:
 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
TYPES OF LEADERSHIP STYLE
 Democratic:
 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
TYPES OF LEADERSHIP STYLE

 Laissez-Faire:
 ‘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
TYPES OF LEADERSHIP STYLE
 Paternalistic:
 Leader acts as a ‘father figure’

 Paternalistic leader makes decision but may consult

 Believes in the need to support staff

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
CHANGE LEADERSHIP
 Leaders need to be aware of how change impacts on
workers:
 Series of self-esteem states identified by Adams et al and
cited by Garrett
 Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition:
understanding and managing change personal change London, Martin
Robertson
 Garrett, V. (1997) Managing Change in School leadership for the 21st
century Brett Davies and Linda Ellison, London, Routledge
 CHANGE LEADERSHIP
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THEORIES OF LEADERSHIP
THEORIES OF LEADERSHIP
 Trait theories:
 Is there a set of characteristics
that determine a good leader?
 Personality?
 Dominance and personal presence?
 Charisma?
 Selfconfidence?
 Achievement?
 Ability to formulate a clear vision?
THEORIES OF LEADERSHIP
 Trait theories:
 Are such characteristics
inherently gender biased?
 Do such characteristics
produce good leaders?
 Is leadership more than
just bringing about change?
 Does this imply that leaders are born not bred?
THEORIES OF LEADERSHIP
 Behavioural:

 Implythat leaders can be trained – focus on the

way of doing things
 Structure based behavioural theories – focus on the
leader instituting structures – task orientated
 Relationship based behavioural theories – focus on
the development and maintenance of relationships –
process orientated
THEORIES OF LEADERSHIP
 Contingency Theories:
 Leadership as being more flexible – different
leadership styles used at different times
depending on the circumstance.
 Suggests leadership is not a fixed series of
characteristics that can be transposed into
different contexts
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
THEORIES OF LEADERSHIP
 Transformational:
 Widespread changes
to a business or organisation
 Requires:
 Long term strategic planning
 Clear objectives
 Clear vision
 Leading by example – walk the walk
 Efficiency of systems and processes
THEORIES OF LEADERSHIP
 Invitational Leadership:
 Improving the atmosphere and message sent out by
the organisation
 Focus on reducing negative messages
sent out through the everyday actions of the business
both externally and, crucially, internally
 Review internal processes to reduce these
 Build relationships and sense of belonging and
identity with the organisation –
that gets communicated to customers, etc.
THEORIES OF LEADERSHIP
 Transactional Theories:
 Focus on the management
of the organisation
 Focus on procedures and efficiency
 Focus on working to rules
and contracts
 Managing current issues
and problems
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 change’s sake?
 Organisational culture – may be long embedded
and difficult to change
 Nature of the task – needing cooperation? Direction? Structure?