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Different leadership

styles and the


effectiveness of these
leadership approach
Presented

By

Doctor Tahir Javed

04/29/09 education.master@yahoo.com 1
A Leadership Story
• A group of workers and their
leaders are set a task
of clearing a road through a
dense jungle on a remote island
to get to the coast where an
estuary provides
a perfect site for a port.
• The leaders organise the labour
into efficient units and monitor
the distribution and use of
capital assets – progress is
excellent.
• The leaders continue to monitor
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A Leadership Story
• Then, one day amidst all the hustle
and bustle and activity, one person
climbs up a nearby tree. The
person surveys the scene from the
top of the tree.
• And shouts down to the assembled
group below…
• “Wrong Way!”
• (Story adapted from Stephen Covey
(2004) “The Seven Habits of Highly
Effective People” Simon & Schuster).
• “Management is doing
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Leadership Attributes
• Leadership Attributes

Emotional Rational Ethical


 Trust  Communicator  Honesty
 Confidence  General  Integrity
 Respect Knowledge  Equitable
 Commitment  Technical  Moral
 Character Skills
 Courage  Example
 Passion  Risk Taker

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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
04/29/09 be made quickly and decisively
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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
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is correct education.master@yahoo.com 6
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

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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
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team work
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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

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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
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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

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Change Leadership
1. Immobilisation – as rumours of the change circulate, the individual feels some sense of
shock and possible disbelief – so much so that they deem it worthy of doing nothing.

2. Minimisation: As the change becomes clearer, people try to fit in the change with their
own personal position and may try to believe that it will not affect them.

3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a
lack of control of events overtake people and they feel depressed as they try to reconcile
what is happening with their own personal situation.

4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting to
accept the inevitable. Fear of the future is a feature of this stage.

5. Testing out: Individuals begin to interact with the change, they start to ask questions to
see how they might work with the change.

6. Search for meaning: Individuals begin to work with the change and see how they might
be able to make the change work for them – self esteem begins to rise.

7. Internalisation: the change is understood and adopted within the individual’s own
understanding – they now know how to work with it and feel a renewed sense of confidence
and self esteem.

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Theories of Leadership

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Theories of Leadership
• Trait theories: A Trait Approach(1900-
1950s): Leaders are born, not made. The focus of
early leadership research was to find personal traits
that distinguished leaders from followers
• Is there a set of characteristics
that determine a good leader?
– Personality?
– Dominance and personal presence?
– Charisma?
– Self confidence?
– Achievement?
– Ability to formulate
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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?

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Criticism
• The search was not successful--100s of
studies lead to the conclusion that there
was no such set of personal
characteristics that by themselves
distinguished leaders from non-leaders. A
few traits such as above average
intelligence, responsibility, self
confidence, and persistence were
associated with leaders, but they are not
sufficient explanations.
• Later studies of leadership characteristics
led to the conclusion that there were a
few general traits that were associated
with effective leadership such as self-
confidence, stress
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Theories of Leadership
• Behavioural:
• Imply that 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
04/29/09 relationships – process orientated
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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
• But the thorny questions are what traits or styles with
what situations
What are the basic situations?
What are the basic styles?
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What are the matches that lead to effectiveness?
Conclusions for Contingency
Theory
• In high-control situations, task-oriented
leaders are more effective than relations-
oriented leaders.
• In moderate-control situations, relations-
oriented leaders are more effective than
task-oriented leaders.
• In low-control situations, task-oriented
leaders are more effective than relations-
oriented leaders.
• Avoid situations where you are likely to
fail.
• Match your leadership style with the
appropriate situation;
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seek situations
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where you will likely succeed and know
Adoption of 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

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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

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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,
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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

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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?

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Conclusion
“The most effective leaders make no
demands, they just define and
communicate the course, provide
resources, and get in front of the
team”.
Effectiveness
Leader effectiveness depends on
the appropriate matching of
leadership behavior with the
situation.
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1. Effectiveness depends upon
matching leadership behavior style
with the maturity of the group in a
specific situation.
2. Remember knowing and doing are
different things.
3. Leaders must develop flexibility to
change style.
4. Matching style and situation is not
the only leadership role; group
development is another important
role, that is, moving the group to
readiness and responsibility is also
an leadership
04/29/09 role.
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Behavioural Leadership
Approach (Michigan)
1. JOB-CENTRED LEADERSHIP
BEHAVIOUR
• Attempts to build work group
performance by paying attention to
the efficient completion of the task.
Primary emphasis is on the task
2. EMPLOYEE-CENTRED LEADERSHIP
BEHAVIOUR
• Attempts to build work group
performance by paying attention to
the human aspects
04/29/09 of the group.
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