TYPES OF LEADERSHIP

Laissez-Faire
A laissez-faire leader lacks direct supervision of employees and fails to provide regular
feedback to those under his supervision. Highly experienced and trained employees
requiring little supervision fall under the laissez-faire leadership style. However, not all
employees possess those characteristics. This leadership style hinders the production of
employees needing supervision. The laissez-faire style produces no leadership or
supervision efforts from managers, which can lead to poor production, lack of control and
increasing costs.
Like people working in companies such as google where bosses allow their
creative teams to work in individual projects and parts of it as whole, giving them
the liberty to choose to use resources and to scheme as they want to
Autocratic
The autocratic leadership style allows managers to make decisions alone without the
input of others. Managers possess total authority and impose their will on employees. No
one challenges the decisions of autocratic leaders. Countries such as Cuba and North
Korea operate under the autocratic leadership style. This leadership style benefits
employees who require close supervision. Creative employees who thrive in group
functions detest this leadership style.
Like in elementary schools when teacher must follow what the principal says
Participative
Often called the democratic leadership style, participative leadership values the input of
team members and peers, but the responsibility of making the final decision rests with the
participative leader. Participative leadership boosts employee morale because employees
make contributions to the decision-making process. It causes them to feel as if their
opinions matter. When a company needs to make changes within the organization, the
participative leadership style helps employees accept changes easily because they play a
role in the process. This style meets challenges when companies need to make a
decision in a short period.
When planning advertising campaigns, some content directors will ask for ideas or
suggestions to improve advertising campaigns of products
Transactional
Managers using the transactional leadership style receive certain tasks to perform and pr
ovide rewards or punishments to team members based on performance results.
Managers and team members set predetermined goals together,
and employees agree to follow the direction and leadership of the manager to accomplish
those goals. The manager possesses power to review results and train or correct employ
ees when team members fail to meet goals. Employees receive rewards, such as bonuse
s, when they accomplish goals.
In elemtary school when teachers and students decide to plan the rules in the
classroom
Transformational
The transformational leadership style depends on high levels of communication from man
agement to meet goals. Leaders motivate employees and enhance productivity and efficie
ncy through communication and high visibility. This style of leadership requires the involve
ment of management to meet goals. Leaders focus on the big picture within an organizati
on and delegate smaller tasks to the team to accomplish goals.
In some internships, this plan is used in order to having well instructed employees
and can become in good assert to the company.

LEADER vs. BOSS

Leaders lead rather than rule A boss is mostly concerned with
However, leaders always listen to outcomes
the opinions of their colleagues Bosses tend to give orders; they
and regard them as important. need their employees to listen and to
Leaders motivate rather than obey.
terrify. Bosses are more likely to intimidate
While a leader can be a boss, not into action
every boss is a leader Chooses his favorites and non-
Leaders establish equal relationships favorites
It always causes stress and tension among
team members which compromises
productivity.

SKILLS OF A TRANSFORMATIONAL LEADER

A transformational leadership is defined as a process where "leaders and their followers

raise one another to higher levels of morality and motivation. A transformational leader is
often

A model of integrity and fairness.

Sets clear goals.

Has high expectations.

Encourages others.

Provides support and recognition.

Stirs the emotions of people.

Gets people to look beyond their self-interest.

Inspires people to reach for the improbable.

The must have of transformational leaders

A clear vision:

Transformational leaders have a vision of what they want to achieve and the ability to
clearly communicate this vision so that everyone in the organization understands what is
needed to achieve this vision

Courage

An effective leader needs courage; a willingness to take on new challenges, take

calculated risks, make tough decisions, and be willing to go out on a limb for something
they believe in.

Self-motivation:

Transformational leaders have passion and motivation that people can sense and feed off
of it

Know your people

Personal interaction is important. The impact of a simple hello in the hallway or

conversation in the lobby goes a long way into getting people to feel important and want to
be part of the vision a leader has created for the company.

Set a company standard

Transformational leaders model a company standard they expect everyone to follow. They
clearly communicate their vision, expectations, and how this standard is to be carried out
throughout the organization

Follow through

Leaders often promise a lot, but it is the follow through that has a true impact on a leaders
ability to evoke change and get buy in.

The Grid Theory (grid management)

This theory proposes that there must be an absolute adherence to the balanced
interest and determined by people and tasks. Robert Blake and Jane Mounton
propose that people-oriented and task-oriented leaders are more likely to achieve
higher productivity and group satisfaction than those who care less about people or
tasks.

Ten fundamental principles of human behavior for effective leadership:

1. The realization through participation is the motivation that gives direction to

human activity and supports productivity.
2. Open communication is indispensable for the exercise of the self and shared
responsibility.

3. The acceptance of others as people able to reach the levels of excellence favors
trust and respect.

4. Shared participation in problem solving and decision-making encourages active

participation and engagement, productivity and creative thinking.

5. Conflicts are resolved by directly confronting the causes with knowledge and
agreement as the basis of the cooperative effort.

6. Mutual agreement is the strongest foundation of supervision.

7. Effective interaction between boss and subordinate improves synergy.

8. The administration is carried out by objectives.

9. The members of the cooperating organization are interdependent in the mutual

support given to one another.

10. Learning in work experience is done through criticism and feedback.