Leadership Characteristics and Styles

1. Leadership
Characteristics and Styles

3. A leader is one who inspires,
motivates and leads people to
accomplish organizational goals

4. Leadership is all about
influencing a group of people

5. Characteristics of an
Effective Leader

6. Takes Challenges to Grow

7. Takes
Calculated
Risks

8. Adopts a Leadership Style that Fits
Their Personality

9. Has Courage During Times of
Controversy

10. Accepts Their Mistakes

11. Communicates Frequently

12. Is Approachable

13. Understands the
Situation and the Facts

14. Essential Requisites
of Leadership Are

15. Trust

16. Collaboration

17. Confidence

18. Competence

19. Competitive Spirit

20. The 5 Levels of
Leadership

21. Five Levels of Leadership
 Level 1: Position or Title; people follow because they have to (Rights).
 Level 2: Permission; people follow because they want to (Relationships).
 Level 3: Production; people follow because of what you have done for
the organization (Results).
 Level 4: Personnel Development: People follow because of what you
have done for them (Reproduction).
 Level 5: Personhood; People follow because of who you are and what
you represent (Respect).

22. How Do You Define
Leadership Style?

23. Types of Leadership Styles

24. Basic Leadership Styles
• Autocratic • Democratic
• Bureaucratic • Laissez-Faire

25. Autocratic Leadership Style

26. Autocratic Leadership Style
 The classical approach
 Manager retains as much power and
decision making authority as possible
 Does not consult staff, nor are staff
allowed to give any input
 Staff expected to obey orders without
receiving any explanations
 Structured set of rewards and
punishments

27. When to Use Autocratic
Leadership Style?

28. When Quick Decisions Are
Needed

29. No Need For Others’ Input

30. Team Agreement is Not
Necessary

31. When High Level of
Management Control is
Needed

32. Limitations of Autocratic
Leadership

33. Employees Cannot Question
Decisions

34. Little Opportunity to Give
Suggestions

35. Low Staff Morale, High Turnover
and Absenteeism, Work
Stoppage

36. Democratic/ Participative
Leadership Style

37. Democratic Leadership Style
 Encourages staff to be a part of
the decision making
 Keeps staff informed about
everything that affects their work
and shares decision making and
problem solving responsibilities

38. The Democratic Leader
 A coach who has the final say, but gathers
information from staff before making a decision
 Produce high quality and high quantity work for long
periods of time
 Staff like the trust they receive and respond with
cooperation, team spirit, and high morale

39. When To Use Democratic
Leadership Style?

40. Team Agreement is Needed

41. Greater Motivation and
Commitment

42. Knowledgeable and Skillful Team
Members

43. Limitations of Democratic
Leadership Style

44. It is a Time Consuming Affair

45. Not Appropriate When You Can’t
Afford Mistakes

46. Bureaucratic Leadership Style

47. Bureaucratic Leadership Style
 Manages “by the book¨
 Everything done according to procedure
or policy
 If not covered by the book, referred to
the next level above
 A police officer not a leader
 Enforces the rules

48. When To Use Bureaucratic
Leadership Style?

49. Staff are Performing Routine
Tasks
Over and Over

50. Safety or Security Training Being
Conducted

51. Staff Performing Tasks That
Require Handling Large
Amounts of Cash

52. Limitations of Bureaucratic
Leadership Style

53. When Work Habits Form That are
Hard to Break, Especially if They
Are No Longer Useful

54. When Staff Lose Interest in their
Jobs and in their Co-workers

55. When Staff Do Only What is
Expected of Them and No More

56. Laissez-Faire/ Free Rein
Leadership Style

57. Laissez-Faire Leadership Style
 Also known as the “hands-off” style
 The manager provides little or no direction and gives
staff as much freedom as possible
 All authority or power given to the staff and they
determine goals, make decisions, and resolve
problems on their own

58. When to Use Laissez-Faire/
Free Rein Style?

59. When the Team is Highly
Capable

60. When Team Members Are Able
to Analyze the Situation

61. When Close Monitoring of a
Decision is Not Needed

62. Limitations of Laissez-Faire/
Free Rein Leadership Style

63. Not Suitable For Lesser
Experienced Employees

64. Poor Productivity

65. Lack of Motivation

66. Other Leadership
Styles

67. Transformational Leadership
 Creates and sustains a context that maximizes human
and organizational capabilities
 Facilitates multiple levels of transformation
 Aligns them with core values and a unified purpose
 Makes change happen in:
 Self
 Others
 Groups
 Organizations

68. Transactional Leadership
 Emphasizes getting things done within the umbrella
of the status quo
 In opposition to transformational leadership
 “By the book" approach - the person works within
the rules
 Commonly seen in large, bureaucratic organizations

69. Creative Leadership
 Ability to uniquely inspire people, to complex and
readily changing situations
 To generate shared innovative responses and
solutions

70. Collaborative Leadership
 Empowers staff to facilitate collaborative and
synergism
 Working with and through other people instead of
bowing to authoritarianism

71. Change Leadership
 Endorses alteration
 Beyond thinking about individuals and
individual organization, single problems and
single solutions
 Rethinking systems to introduce change on
parts of the whole and their relationship to
one another

72. Intelligence Leadership
 To navigate the future by embracing ambiguity and
reframing problems as opportunities
 A proactive stance in taking an organization into
uncharted territory

73. Multicultural Leadership
 Fosters team and individual effectiveness
 Drives for innovation by leveraging multicultural
differences
 Teams work harder in an atmosphere of
understanding and mutual respect

74. Servant Leadership
 A practical philosophy focusing on people
who choose to serve first and then lead as a
way of expanding service
 Servant leaders are "servants first" with the
object of making sure that other people's
highest priority needs are being served
 Leaders put the needs of their followers first

75. Bridging Leadership
 Fostering synergy and reinforcing behaviour and
motivation through the use of communication to
create climate of trust and confidence
 Projection of confidence on the face of a difficult
challenge

76. Purposeful Leadership
 Leader and the community share a common purpose
to develop or provide the drive, authority and
commitment to undertake projects

77. Determining the Best Leadership Style
 Should leaders be more task or relationship
(people) oriented?
 Leaders have a dominant style, one they use in a
wide variety of situations
 No one best style - leaders must adjust their
leadership style to the situation as well as to the
people being led
 Many different aspects to being a great leader - a
role requiring one to play many different leadership
styles to be successful