LEADERSHIP STYLES

1. BY : Mrs. Kanika
Assistant Professor
SKSS CON SARABHA LUDHIANA

2. INTRODUCTION
 Leadership is the art of getting others to do
something.
 The verb ‘’to lead’’ is also defined in several
ways to guide, to run in a specific direction, to
direct, to be first. Leaders typically are the
ones who ‘’go first’’.

3. DEFINITION
 “Leadership is the process of influencing the
activities of an individual or a group in efforts
toward goal achievement in a given situation.”
Hersey &
Blanchard
 Leadership is the ability of a manager to
induce subordinate to work with zeal and
confidence.
Koontz and O
Donnell

4. IMPORTANCE
 LEADERS MOTIVATES PEOPLE
A leader motivates employees for higher output
through motivational techniques.
 LEADER COUNSELS EMPLOYEES
In an organization employees needs counseling to
reduce the emotional disequilibrium and to
remove barriers to effective performance.

5. IMPORTANCE
contd…..
c) LEADER DEVELOPS TEAM SPIRIT
A leader creates confidence in his subordinates
and gains their faith and cooperation. Besides,
the leader provides environment conductive to
work which results in team spirit.
d) LEADERS AIMS AT TIME MANAGEMENT
Leader is in a position to utilize time productivity
in an organization. A leader gets things done
by people by the proper time management.

6. IMPORTANCE contd.
e) LEADER STRIVES FOR EFFECTIVENESS
A leader brings effectiveness to an organization
by providing the workers with the necessary
resources in terms of money, methods,
climate, work environment, etc.

7. Functions of a Manager Leader
 To act as a representative of the work-
group
 To develop team spirit
 To act as a counselor of the people at work
 Time Management
 Secure effectiveness of group-effort

8. CONCEPT OF LEADERSHIP
 Leaders are made not born: Leadership is
not inherited and there is no single set of
traits that makes a leader.
 Leadership is a set of functions:
leadership is thus define as performance of
function which helps group to achieve
objectives.
 Authority influence power and leadership:
Authority is the power to influence the
conduct and reactions of others.

9.  Emergence of leadership: it is determined by
structure, situation and task of the group.
 Leadership in group complexity: as group
becomes longer or larger it requires more and
more functions.
 Leadership in crisis: it is particularly demanded
when progress toward group goal is blocked.
 Leadership and failing heads: new leaders are
likely to emerge when official of group or leaders
does not perform function adequately.

10. Four factors of leadership

11.  Leader - You must have an honest understanding
of who you are, what you know and what you can
do. To be successful, you have to convince your
followers not your superiors.
 Follower -You must know your people. The
starting point is having a good understanding of
human nature, such as needs, emotions and
motivation.

12.  Communication- Bad communication harm the
relation between leader and employee.
 Situation-We must use our judgment to decide
the best course of action and the leadership
style needed for each situation.

13.  It refers to the manner in which a leader
interacts with his or her subordinates.

14. STYLES OF LEADERSHIP
 I. According to Kurt Lewin (1939)
Autocratic
Leadership
Democratic
Leadership
Laissez-Faire
Leadership

15. STYLES OF LEADERSHIP
AUTOCRATIC /
AUTHORITARIAN
LEADERSHIP:
 The authoritarian leader makes
decisions alone as power is
centralized in one person.
 He alone dictates activities of
members. He alone determines
policies of group, major plans and
further steps in group activities.
 Decisions are enforced using
rewards and the fear of punishment.
It is an abusive, unprofessional style
called “bossing people around.”

16. CHARACTERISTIC OF THE LEADER
Ø Firm personality, highly directive, dominating.
Ø Shows no regards to the interests of the
employees
Ø Set rigid standards and method of performance
and expects the subordinates to obey the rules
and follow the same
Ø Makes all decision by himself or herself
Ø Minimal group participation or none from the
workers

17. Autocratic Leadership
Advantages Disadvantages
Efficient in time of crisis, easy to
make decision by one group and
less time consuming
Does not encourage the
individuals growth
It is useful when there is only
leader who is experienced having
new and essential information,
while subordinates are
inexperienced and new
Leader lacks supportive
power
It is useful when the workers are
unsure of taking decision and
expect the leader to tell what to do
Less job satisfaction
leads to less commitment
to goals of the
organization

18. DEMOCRATIC LEADERSHIP
 Participative consultative style of leadership
 The participative leader include one or more
employees in the decision making process.
Communication flow freely; suggestions are made
in both directions.
 He encourages and reinforces IPR throughout the
group so as to strength it.

19. CHARACTERISTIC OF THE LEADER
 Sense of equality among leader and
followers.
 Open system of communication prevails.
 Interaction between the leader and group is
friendly and trusting.
 Leader works through people not by
domination but by suggestions.

20. DEMOCRATIC LEADERSHIP
ADVANTAGES DISADVANTAGES
Encourages all employee in
decision making
It takes more time for taking
decision by the group than
the leader alone
Promotes personnel
involvement and enhance
job satisfaction

21. LAISSEZ-FAIRE LEADERSHIP
 It is opposite extreme from autocratic leadership.
 The laissez-faire style is to minimize the leader's
involvement in decision-making, and hence
allowing people to make their own decisions,
although they may still be responsible for the
outcome. This is used when employees are able to
analyze the situation.

22. CHARACTERISTIC FEATURES
 Encourages independent activity by the group
member.
 Group members are free to set their own goals.
 Style effective in highly motivating professional
growth.

23. LAISSEZ-FAIRE LEADERSHIP
ADVANTAGES DISADVANTAGES
Creativity may be encouraged
for specific purposes
May lead to instability,
disorganization, inefficiency,
no unity of action
To try new method of action Lack of feeling responsible to
solve the problem that may
arise.

24. Leadership Style
II. House and Mitchell (1974) describe
four styles of leadership
 Supportive leadership
 Directive leadership
 Achievement-oriented leadership

25. Supportive leadership
Considering the needs of the follower, showing
concern for their welfare and creating a
friendly working environment. This includes
increasing the follower's self-esteem and
making the job more interesting. This
approach is best when the work is stressful,
boring or hazardous.

26. Directive leadership
 Telling followers what needs to be done and
giving appropriate guidance along the way.
This includes giving them schedules of specific
work to be done at specific times. Rewards
may also be increased as needed.
 This may be used when the task is
unstructured and complex and the follower is
inexperienced. This increases the follower's
sense of security.

27. Achievement-oriented
leadership
 Leader who challenges followers to perform work
at the highest level possible.
 Set challenging goals for subordinates.
 Establishes a high standard of excellence for
subordinates.
 Seek continuous improvement.

28. III. Likert’s leadership
styles
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LEADER
SHIP
STYLES

29. Exploitive authoritative
In this style, the leader has a low concern for
people and uses such methods as threats and
other fear-based methods to achieve
performance.
Communication is almost entirely downwards
and the psychologically distant concerns of
people are ignored.

30. Consultative
The leader is making genuine efforts to listen
carefully to ideas. Nevertheless, major
decisions are still largely centrally made.
(process of consultation before decisions
are taken)

31. Participative
Consulting with followers and taking their ideas
into account when making decisions and
taking particular actions. This approach is
best when the followers are expert and their
advice is both needed and they expect to be
able to give it.

32. OTHER STYLES
OF
LEADERSHIP

33. BUREAUCRATIC LEADERSHIP
 Bureaucratic leaders work "by the book." They
follow rules rigorously, and ensure that their staff
follows procedures precisely.
 This is a very appropriate style for work involving
serious safety risks (such as working with
machinery, with toxic substances, or at dangerous
heights) or where large sums of money are involved
(such as handling cash).

34. Transformational Leadership
 Transformational leaders, in contrast, are
more inspirational in approach.
 The leader and followers raise one another
to higher levels of motivation and morality.
 People with this leadership style are true
leaders who inspire their teams constantly
with a shared vision of the future.

35. TRANSACTIONAL LEADER:
 The transaction is usually the organization
paying the team members in return for their
effort.
 He is given the power to perform certain tasks
&rewards/ punishments for team performance.
 He gives the opportunity to other members to
lead the group.
 He has the power to evaluate, correct & train the
subordinates to make it to the desired level.

36. Task-Oriented Leadership
 A highly task-oriented leader focuses only on
getting the job done, and can be quite
autocratic.
 He or she will actively define the work and the
roles required, put structures in place, plan,
organize and monitor.

37. Servant leadership
 A servant leader shares power, puts the needs of the
employees first and helps people develop and
perform as highly as possible.
 Sees leadership as an opportunity to serve others.
 People working to serve the leader, the leader
exists to serve the people.
 These leaders are rare in business.

39. CHARISMATIC LEADERSHIP
 It is a process of encouraging certain
behaviours in others via force of personality. It
involves creating a self-image so powerful that
people are naturally drawn to you.
 Charisma is a positive and compelling
quality of a person that makes many others
want to be led by that person

40. LEADERSHIP SKILLS
The following skills are needed:
 Speaking skills
 Decision-making skills
 Writing skills
 Problem-solving skills
 Listening skills
 Critical analytical skills
 Political skills
 Work skills
 Administrative skills
 Interpersonal skills
 Supervisory skills

41. FACTORS AFFECTING LEADERSHIP
1)Personal characteristics :-
a) Personality
b) Honesty
c) Self confidence
e) Communication skills
f) Social skills

42. 2) Working Environment :-Good , motivating , challenging
& favorable environment including good working
resources availability have an influence on leadership.
3) Motivation :- Leader should work in order to satisfying
their needs .
4) Multiplicity of roles:- A leader is a only person who
plays multiple roles in an organization
5)Flexibility:- Leader should be flexible for adequate &
appropriate leadership.

43.  The manager accepts reality; the leader
investigates it.
 The manager focuses on systems and structures; the
leader focuses on people.
 The manager relies on control; the leader inspires
trust.
 The manager has a short-range view; the leader has
a long-range perspective.
 The manager asks how and when; the leader asks
what and why.
 The manager has his or her eye always on the
bottom line; the leader has his or her eye on the
horizon.
 The manager initiate; the leader originates.

44. QUALITIES OF GOOD
LEADER
1. Self awareness
2. Interactive qualities
3. Emotional control
4. Tactful
5. Helping individual
6. Awareness of responsibility
7. Good listener
8. Skilled communicator
9. Dedicated
10. Enthusiasm & creative

45. Nurse Leader Roles and
Responsibilities
 Organization of work
 Staffing
 Scheduling
 Orientation
 Delegation
 Motivation and Productivity
 Provide environment of high morale

46.  Effective Communication Skills—written and
verbal
 Relationship Skills
 Directing and Influencing
 Critical Thinking
 Decision Making
 Problem Solving
 Budgeting
 Staff Development

47.  Knowledge of Legal Issues in Nursing
 Patient Safety
 Employee/staff Safety
 Evaluations
 Quality Management
 Performance Appraisals