Chapter - 5

12 Oct 2008

StyleStyleThe method, manner, technique,The method, manner, technique, way of doing things ……..way of doing things ……..it is it is

an offshoot / extension of an offshoot / extension of Behavior,Behavior, Attitude of an Attitude of an

individualindividual in a given in a given environment / situation / environment / situation /

circumstances.circumstances.

Leadership Leadership StyleStyleIt is the manner and approach of providing It is the manner and approach of providing

directiondirection, , implementing plans,implementing plans, and and motivating motivating peoplepeople. There are normally three main styles of . There are normally three main styles of leadership : leadership :

Authoritarian or autocraticAuthoritarian or autocratic (Authoratative)(Authoratative) Participative or democraticParticipative or democratic (Democratic)(Democratic) Delegative or Free ReignDelegative or Free Reign ((Delegative)Delegative)

““A A good leadergood leader uses all three stylesuses all three styles, , depending on what forces are involved between depending on what forces are involved between the followers, the leader, and the situation”.the followers, the leader, and the situation”.

Classical Leadership StylesClassical Leadership Styles

1.1. Autocratic Leadership styleAutocratic Leadership style – – Usually Task Oriented, retain Usually Task Oriented, retain most of the Authority, Confidently make decisions, assume group most of the Authority, Confidently make decisions, assume group members will comply – not concerned about group members members will comply – not concerned about group members attitude. Assertive and always telling members what to do, how attitude. Assertive and always telling members what to do, how to do –easily discard non complaint's…… to do –easily discard non complaint's…… B e l i e v eB e l i e v e – YOU – YOU HAVE TO BE TOUGH OR YOU CAN NOT GET THE JOB DONE.HAVE TO BE TOUGH OR YOU CAN NOT GET THE JOB DONE.

2.2. Participative Leadership StyleParticipative Leadership Style – Share Decision making with the – Share Decision making with the group …. have three sub types …CONSULTATIVE, CONSENSUS & group …. have three sub types …CONSULTATIVE, CONSENSUS & DEMOCRATIVE. The difference being in degree of participation DEMOCRATIVE. The difference being in degree of participation and the sharing of the outcome of the decisions. It is in and the sharing of the outcome of the decisions. It is in accordance with the modern thrust of managing people. accordance with the modern thrust of managing people. Disadvantage being lack of confidentiality and time consuming.Disadvantage being lack of confidentiality and time consuming.

3.3. Free Rein Leadership StyleFree Rein Leadership Style – – A synonym for French word A synonym for French word laisse laisse fairefaire meaning ( No Interference ) Group Members given a task meaning ( No Interference ) Group Members given a task and told to independently decide how to perform it best.. and told to independently decide how to perform it best.. Requires well experienced and motivated teams – promotes self Requires well experienced and motivated teams – promotes self sufficiency and freedom of action but has chance of members sufficiency and freedom of action but has chance of members acting indifferently / showing signs of lack of involvement acting indifferently / showing signs of lack of involvement

Ancillary Styles of LeadershipAncillary Styles of Leadership

Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March–April 2000, pp. 82–83.

Ancillary Styles of Ancillary Styles of Leadership Leadership (cont’d)(cont’d)

Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March–April 2000, pp. 82–83.

Ancillary Styles of Ancillary Styles of Leadership Leadership (cont’d)(cont’d)

Typical Forces that Influence the Typical Forces that Influence the Choice of StyleChoice of Style

How much time is available.How much time is available. Are relationships based on respect and trust or on Are relationships based on respect and trust or on

disrespect? disrespect? Who has the information - you, your employees, or Who has the information - you, your employees, or

both? both? How well your employees are trained and how well you How well your employees are trained and how well you

know the task. know the task. Internal conflictsInternal conflicts. . Stress levels. Stress levels. Type of task. Is it structured, unstructured, Type of task. Is it structured, unstructured,

complicated, or simplecomplicated, or simple? ? Nature and contents of Laws or established Initiating Nature and contents of Laws or established Initiating

Structure. Structure.

Specifics of Forces Affecting Selection of Specifics of Forces Affecting Selection of Appropriate StyleAppropriate Style

Forces in the Manager Level of Confidence in Team Members, Level of Emotional Security

and Natural Inclination towards sharing Decision Making

Forces in the SubordinatesCompetence Level of Team Members, Identity with Organizational Goals, Tolerance Level of Ambiguity, Decision Making Ability

Forces in the Situation Values & Traditions of the Organization, Degree of Exposure,

networking, Knowledge, Problem Handling Capacity.

The Pressure of TimeNature of Decision making , typical requirement of time and time constraints / availability.

Leadership ContinuumLeadership Continuum

Boss Centered vs Employee Centered Continuum

Autocratic Style Participative Style Free Rein

Leader has Group Member hasMax Authority Max Authority

Boss – Centered Leadership

Subordinates–Centered Leadership

Use of Authority Area of Freedomby the Manager for Subordinates

Manager Manager makes decision makes decision

andand announces it.announces it.

ManagerManager““sells”sells” decision.decision.

Manager Manager presents presents ideas ideas and invites and invites questionsquestions

ManagerManager PresentsPresents tentative tentative decision decision subject to subject to changechange

Manager Manager presents presents problem,problem, gets gets suggestions, suggestions, makes makes decision.decision.

Manager Manager defines limits;defines limits;asks group to asks group to make decision.make decision.

Manager permits Manager permits subordinates to subordinates to function within function within limits defined by limits defined by superiorsuperior

Continuum of Leadership Behavior

Which Which Style ? ?Style ? ?

The 9.9 (The 9.9 (team management styleteam management style) research ) research shows that profitability may not be same on shows that profitability may not be same on a comparative basis a comparative basis

Effective leaders score highly on style Effective leaders score highly on style showing concern for both people and showing concern for both people and production but their leadership style is production but their leadership style is varying and dependant on the situation.varying and dependant on the situation.

Principles of Human behavior must be the Principles of Human behavior must be the guiding factor when guaging situations to guiding factor when guaging situations to decide individual leadership styledecide individual leadership style

Eventually all leader rely on using a combo of Eventually all leader rely on using a combo of dominant style and a back up style whilst dominant style and a back up style whilst being conscious of the need to always adapt being conscious of the need to always adapt to the situation to the situation

Characteristics of Entrepreneurial Leadership Characteristics of Entrepreneurial Leadership StyleStyle

Mostly personality characteristic and circumstance biased style Mostly personality characteristic and circumstance biased style with bias of task oriented inspiration with bias of task oriented inspiration

Pursue opportunity and strong achievement centered relations Pursue opportunity and strong achievement centered relations along with sensible risk taking abilityalong with sensible risk taking ability

High Degree enthusiasm and creativityHigh Degree enthusiasm and creativity Actions are quick and cued by the degree of opportunity Actions are quick and cued by the degree of opportunity

availableavailable

Perpetual Hurry & impatience to avail opportunity Perpetual Hurry & impatience to avail opportunity

Vision biased towards search for opportunity and identifying Vision biased towards search for opportunity and identifying related problems along with possible solutionsrelated problems along with possible solutions

Dislike working within a main stream or in bureaucratic manner Dislike working within a main stream or in bureaucratic manner with rules dictating management of people with rules dictating management of people

Prefer dealing with external customers and focus energy on Prefer dealing with external customers and focus energy on products and services and customers rather then rules and products and services and customers rather then rules and regulation.regulation.

Gender Differences in LeadershipGender Differences in Leadership Women possess traits Women possess traits ((cooperative, caring sensitive cooperative, caring sensitive

naturenature) which make them more suited to relation ) which make them more suited to relation oriented leadership.oriented leadership.

Women more inclined towards participative type Women more inclined towards participative type management. management.

Women enjoy and edge over men in encouraging Women enjoy and edge over men in encouraging group members for decision making.group members for decision making.

Women are better listeners and rely heavily on inter Women are better listeners and rely heavily on inter personal skills. personal skills.

Women believe more in transformational style of Women believe more in transformational style of leader ship whereas men believe in command and leader ship whereas men believe in command and control style.control style.

Women lose out to men on risk taking, quick decision Women lose out to men on risk taking, quick decision making and display of sense of humor.making and display of sense of humor.

Where Female Leaders Do Better: A ScorecardWhere Female Leaders Do Better: A Scorecard

Selecting the Best Selecting the Best Leadership StyleLeadership Style

THEMETHEME

““The most effective leaders appear The most effective leaders appear to exhibit a degree of versatility to exhibit a degree of versatility and flexibility that enables them to and flexibility that enables them to adapt their behavioradapt their behavior to the to the changing and contradictory changing and contradictory demands made on them, thereby demands made on them, thereby selecting any one of the following selecting any one of the following styles as the best for that styles as the best for that situation.”situation.”

Participative

Free Rein

Autocratic