Leadership
styles:
The leadership styles are 8. They
are given below
- Democratic Leadership
- Autocratic Leadership
- Laissez-Faire Leadership
- Strategic Leadership
- Transformational Leadership
- Transactional Leadership
- Coach-Style Leadership
- Bureaucratic Leadership
The explanation each type is given
below:
1. Democratic Leadership
:
- Democratic leadership is exactly
what it sounds like -- the leader makes decisions based on the
input of each team member. Although he or she makes the final call,
each employee has an equal say on a project's direction.
- Democratic leadership is one of the
most effective leadership styles because it allows lower-level
employees to exercise authority they'll need to use wisely in
future positions they might hold. It also resembles how decisions
can be made in company board meetings.
2. Autocratic Leadership
:
- It is rarely effective ,Autocratic
leadership is the inverse of democratic leadership. In this
leadership style, the leader makes decisions without taking input
from anyone who reports to them. Employees are neither considered
nor consulted prior to a direction, and are expected to adhere to
the decision at a time and pace stipulated by the leader.
3. Laissez-Faire Leadership
:
- Sometimes Effective
- If you remember your high-school
French, you'll accurately assume that laissez-faire leadership is
the least intrusive form of leadership. The French term "laissez
faire" literally translates to "let them do," and leaders who
embrace it afford nearly all authority to their employees
4. Strategic Leadership
:
- Commonly Effective
- Strategic leaders sit at the
intersection between a company's main operations and its growth
opportunities. He or she accepts the burden of executive interests
while ensuring that current working conditions remain stable for
everyone else.
5. Transformational
Leadership :
- Sometimes Effective
- Transformational leadership is
always "transforming" and improving upon the company's conventions.
Employees might have a basic set of tasks and goals that they
complete every week or month, but the leader is constantly pushing
them outside of their comfort zone.
6. Transactional Leadership
:
- Sometimes Effective
- Transactional leaders are fairly
common today. These managers reward their employees for precisely
the work they do. A marketing team that receives a scheduled bonus
for helping generate a certain number of leads by the end of the
quarter is a common example of transactional leadership.
7. Coach-Style Leadership
:
- Commonly Effective
- Similarly to a sports team's coach,
this leader focuses on identifying and nurturing the individual
strengths of each member on his or her team. They also focus on
strategies that will enable their team work better together. This
style offers strong similarities to strategic and democratic
leadership, but puts more emphasis on the growth and success of
individual employees.
8. Bureaucratic Leadership
:
- Rarely Effective
- Bureaucratic leaders go by the
books. This style of leadership might listen and consider the input
of employees -- unlike autocratic leadership -- but the leader
tends to reject an employee's input if it conflicts with company
policy or past practices.
I can develop leadership
style as follows :
Practice discipline
:
- A good leader needs discipline.
Developing discipline in your professional (and personal) life is a
must in order to be an effective leader, and to inspire others to
be disciplined as well. People will judge your capacity to lead by
the amount of discipline you display at work.
Take on more
projects
- A great way to develop your
leadership skills is to take on more responsibility. You don't have
to take on more than you can handle, but you do need to do more
than simply what's covered in your job description if you want to
grow. Stepping out of your comfort zone is the only way you will
learn anything new, and doing so will get you noticed by executives
as someone who takes initiative.
Learn to follow
:
- A true leader has no problem
yielding control to another person when appropriate. You should not
feel threatened when someone disagrees with you, questions your
thinking, or puts forth ideas of their own. Keep an open mind and
give merit where merit is due. It won't always be easy, but if you
learn to value and respect others on your team, they'll be more
likely to step up to the plate for you.
Develop situational
awareness:
- A mark of a good leader is someone
who can see the bigger picture, and anticipate problems before they
occur. This is a valuable skill to have when handling complex
projects with tight deadlines. The ability to foresee and provide
suggestions for avoiding potential problems is invaluable for a
leader. This ability also helps you recognize opportunities that
others overlook, which will certainly earn you
recognition.
Inspire others
:
- Being a leader means you are part
of a team, and as a leader you should be able to motivate and
inspire those you work with to collaborate as best they can. When a
team member needs encouragement or guidance, offer it. Sometimes,
all a person needs is someone to listen and be sympathetic.
Keep learning :
- The best path to becoming a good
leader is to always keep learning new things. It keeps your mind
sharp, and your skills fresh. It primes you for new challenges that
may come your way, which is always a good thing in a leader.
Empower your teammates
:
- No one is the best at everything,
and the sooner you realize that, the sooner you can learn to be a
good leader. Delegating tasks to others not only frees you up for
things you do well, it also empowers other people on your
team.
SELF AWARENESS IS ALSO IMPORTANT
Self-Awareness
- Human beings are complex and
diverse. To become more self-aware, we should develop an
understanding of ourselves in many areas. Key areas for
self-awareness include our personality traits, personal values,
habits, emotions, and the psychological needs that drive our
behaviors.
Personality
:
- We don't normally change our
personalities, values and needs based on what we learn about
ourselves. But, an understanding of our personalities can help us
find situations in which we will thrive, and help us avoid
situations in which we will experience too much stress. For
instance, if you are a highly introverted person, you are likely to
experience more stress in a sales position than a highly
extroverted person would. So, if you are highly introverted, you
should either learn skills to cope with the demands of a sales
position that requires extravert-type behavior patterns, or you
should find a position that is more compatible with your
personality. Awareness of your personality helps you analyze such a
decision.
- Roy Disney and Stanley Gold would
say that Michael Eisner's personality is too controlling. He has
buffered himself from threats to his tenure as CEO by co-opting the
board of directors and by micro-managing the executives he should
be developing and empowering. As a result, his performance as CEO
has suffered.
Values :
- It's important that we each know
and focus on our personal values. For instance, if your first
priority is "being there for your children" or "your relationship
with God," it's very easy to lose sight of those priorities on a
day-to-day, moment-by-moment basis. During the workday, so many
problems and opportunities arise that our lists of "things to do"
can easily exceed the time we have to do them. Since few (if any)
of those things pertain to what we value most, it's easy to spend
too much time on lower priority activities. When we focus on our
values, we are more likely to accomplish what we consider most
important.
Habits :
- Our habits are the behaviors that
we repeat routinely and often automatically. Although we would like
to possess the habits that help us interact effectively with and
manage others, we can probably all identify at least one of our
habits that decreases our effectiveness. For example, if you are a
manager who never consults your staff before making decisions, that
habit may interfere with your ability to build your staff members'
commitment to the decisions and their decision-making skills as
well.
Needs:
- Maslow and other scholars have
identified a variety of psychological needs that drive our
behaviors such as needs for esteem, affection, belongingness,
achievement, self-actualization, power and control. One of the
advantages of knowing which needs exert the strongest influence on
our own behaviors is the ability to understand how they affect our
interpersonal relationships.
- For instance, most of us have
probably known people who have a high need for status. They're
attracted to high status occupations, and they seek high status
positions within their organizations. Such people also want the
things that symbolize their status. They insist that they be shown
respect, and they want privileges and perks that people of lower
status can't have. Sometimes these people fight for things that
others see as inconsequential--like a bigger office. Needs cause
motivation; and when needs aren't satisfied, they can cause
frustration, conflict and stress.
Emotions :
- Emotional self-awareness has become
a hot topic of discussion recently because it's one of the five
facets of emotional intelligence. Understanding your own feelings,
what causes them, and how they impact your thoughts and actions is
emotional self-awareness. If you were once excited about your job
but not excited now, can you get excited again? To answer that
question, it helps to understand the internal processes associated
with getting excited.
- That sounds simpler than it is.
Here's an analogy: I think I know how my car starts--I put gas in
the tank, put the key in the ignition, and turn the key. But, my
mechanic knows a lot more about what's involved in getting my car
started than I do--he knows what happens under the hood. My
mechanic is able to start my car on the occasions when I'm not
because he understands the internal processes. Similarly, a person
with high emotional self-awareness understands the internal process
associated with emotional experiences and, therefore, has greater
control over them.