TH 12:00PM-3:00PM

HUMAN BEHAVIOR IN ORGANIZATION

(Different styles of Leadership)

Submitted by:

Maria Regina B. Cezar

Submitted to:

Prof. Mario Brillante Wesley C. Cabotage

1. Visionary
Visionary leadership is the ideal management style to use when a business leader needs to
introduce a new concept or new direction to current staff. With this technique, business leaders
can inspire employees by presenting them with a powerful and progressive future outlook. To
be successful with this method, leaders must make a strong connection with their team to earn
their commitment. This can be achieved by creating unity and focusing on how important their
team is to helping the organization achieve the new agenda or direction.

2. Coaching
Coaching leadership involves honing a staff member’s individual talent so that they can
develop their experience and expertise within their industry or field. With this approach, the
leader’s goal is to identify the key skills of its employees and instill knowledge to help further
develop the candidate’s career. To be successful with this approach, leaders will need to possess
a strong understanding of each team member’s strengths and weaknesses, as well as their
inspirations and motivations. This can be achieved by taking the time to get to know their staff
and asking strategic questions surrounding their perceived strengths and what they feel they
need to be successful.

3. Affiliative
Affiliative leadership is used to nurture workplace morale, helping staff members reconnect
with their organization and their peers. This leadership style focuses on the group as a unit;
however, it is important to hold each employee accountable for their role in the team re-
building process. When morale is low, some workers need more motivation than others to
encourage them to invest their hearts into rebuilding workplace relationships.

4. Democratic
The democratic leadership style involves soliciting group opinion to help find the solution to a
difficult problem. The democratic leadership style tallies the staffs’ opinions for a possible
solution, which is then presented to the organization’s leadership who makes the final decision.
When business leaders include staff in the decision-making process, staff members are more
likely to offer genuine support for the agenda, because they helped to devise the plan. The
democratic leadership style is not appropriate for dealing with business emergencies.

5. Pacesetting
The pacesetting approach requires setting performance standards and holding team members
accountable for meeting those goals. Although performance can be measured based on
quantifiable metrics, it is especially important for leaders using the pacesetting approach to
understand and consider all possible factors that can influence performance. Additionally, the
pacesetting method should not be overused, as it can lower staff morale when they do not
achieve the goals.

6. Autocratic
The autocratic leadership style is primarily the traditional boss-worker structure, where
management makes a majority of decisions and workers do what is asked of them. An
advantage of this method is that companies and organizations are able to execute their vision in
an efficient and effective manner. A great example of when this leadership style is appropriate
is for extremely complex projects – such as construction – where conformity is necessary for
worker safety and project completion. However, if an autocratic leadership style is used
inappropriately, workers may become extremely dissatisfied and can feel as though they
provide little to no value.

7. Commanding
Modeled after the military, the commanding leadership style is similar to the autocratic
leadership style but involves no input from subordinates. The commanding method of
leadership has long been known as the style used in a time of crises when there is no time for
leadership to explain what is happening but immediate action is necessary. In the daily
workplace, this is the most ineffective leadership style, as there are rarely daily crises and
workers enjoy understanding what they are doing, as well as having a say in work-related
projects and situations.

8. Laissez-faire
The laissez-faire leadership style involves leadership empowering staff with minimal
directives. With this style, leaders often provide their staff with the tools needed to complete
their work, and as appropriate, let staff resolve issues on their own. Although this method
results in the highest job satisfaction rating, the success of the style can be largely dependent on
the composition of the team and specific to highly skilled and motivated staff members.

9. Bureaucratic
The bureaucratic leadership style relies on the positions individuals hold within their
organizations and businesses to definitively outline their responsibilities, rules and regulations
within the organization. An advantage of this leadership style is that it is highly efficient and
controllable. This is due to the fact that bureaucratic leadership can be thought of as a system
with several levels of management, each reporting to the level above it. The cons of this style
are that it is quite hierarchical, and workers or managers on the lower level have a difficult time
expressing good ideas or input to those in charge, as they often have to travel through a vast
chain of management.

10. Servant
With servant leadership, people are the most important business component and their needs are
key priorities. This leadership style focuses on the concept that a satisfied team will produce
good work, and it works best when coupled with other, more authoritative, leadership styles.
When using servant leadership, it is important to consider whether this style is appropriate for
the organization’s corporate culture.
Depending on the circumstances a business leader is dealing with, they may need to incorporate
different leadership styles to move their organization forward, especially as organizations face
growing complexity and ongoing change. Whatever styles business leaders use, it is important
to remember to apply the right style to the right situation to help enhance employee
performance and morale.

11. Transformational leadership

Often considered among the most desirable employees, people who show transformational
leadership typically inspire staff through effective communication and by creating an
environment of intellectual stimulation.

However, these individuals are often blue-sky thinkers and may require more detail-oriented
managers to successfully implement their strategic visions. For more information on
transformational leadership traits, please click here.

12. Transactional leadership

Transactional leadership is focused on group organisation, establishing a clear chain of

command and implementing a carrot-and-stick approach to management activities.

It is considered transactional because leaders offer an exchange; they reward good

performances, while punishing bad practice. While this can be an effective way of completing
short-term tasks, employees are unlikely to reach their full creative potential in such conditions.

13. Charismatic leadership

There is a certain amount of overlap between charismatic and transformational leadership. Both
styles rely heavily on the positive charm and personality of the leader in question.
However, charismatic leadership is usually considered less favourable, largely because the
success of projects and initiatives is closely linked to the presence of the leader. While
transformational leaders build confidence in a team that remains when they move on, the
removal of a charismatic leader typically leaves a power vacuum.

14. Situational leadership

Developed by management experts Paul Hersey and Ken Blanchard in 1969, situational
leadership is a theory that the best leaders utilise a range of different styles depending on the
environment.

Factors such as worker seniority, the business process being performed and the complexity of
relevant tasks all play an important role in what leadership style to adopt for any given
situation. For example, situational leaders may adopt a democratic leadership style when
discussing commercial direction with senior executives, but switch to a bureaucratic strategy
when relaying new factory protocols to workers.

However, many people have a natural leadership style, which can make switching between
roles challenging. It can also be difficult to gauge what style is most suitable for certain
circumstances, holding up decision-making processes.

15. Strategic Leadership Style

Strategic leadership is one that involves a leader who is essentially the head of an organization.
The strategic leader is not limited to those at the top of the organization. It is geared to a wider
audience at all levels who want to create a high performance life, team or organization.

The strategic leader fills the gap between the need for new possibility and the need for
practicality by providing a prescriptive set of habits. An effective strategic leadership delivers
the goods in terms of what an organization naturally expects from its leadership in times of
change. 55% of this leadership normally involves strategic thinking.

16. Team Leadership

Team leadership involves the creation of a vivid picture of its future, where it is heading and
what it will stand for. The vision inspires and provides a strong sense of purpose and direction.
Team leadership is about working with the hearts and minds of all those involved. It also
recognizes that teamwork may not always involve trusting cooperative relationships. The most
challenging aspect of this leadership is whether or not it will succeed.

17. Cross-Cultural Leadership

This form of leadership normally exists where there are various cultures in the society. This
leadership has also industrialized as a way to recognize front runners who work in the
contemporary globalized market.

Organizations, particularly international ones require leaders who can effectively adjust their
leadership to work in different environs. Most of the leaderships observed in the United States
are cross-cultural because of the different cultures that live and work there.

18. Facilitative Leadership

Facilitative leadership is too dependent on measurements and outcomes – not a skill, although
it takes much skill to master. The effectiveness of a group is directly related to the efficacy of
its process. If the group is high functioning, the facilitative leader uses a light hand on the
process.

On the other hand, if the group is low functioning, the facilitative leader will be more directives
in helping the group run its process. An effective facilitative leadership involves monitoring of
group dynamics, offering process suggestions and interventions to help the group stay on track.

19. Transformative Leadership

When comparing types of leadership that do really well in the business world, Transformative
Leadership really shines, as an all-around effective approach. It encourages employees to think
critically and the leaders is often inspiring. These leaders have a big vision, and they are
charismatic and motivating. The big picture approach, however, does not cover the day-to-day
details. A Transformative leader will require dedicated managers that have a more detailed
approach, to ensure that administrative tasks and daily processes are in place. The
Transformative leader is common in big business, where the CEO is a visionary with a large
audience that's receptive to innovative thinking. The technology industry is attractive for these
personalities, but they exist across the business spectrum.

20. Hands-On, Participant Leadership Style

The participant leadership style is collaborative, and takes employee opinion and input into
account during the decision-making process. This brings all of the best ideas to the table and
puts the leader in a co-worker type of role that's often respected by the employees. While the
participant style is a very effective leadership approach, it does not happen quickly. Sometimes,
a nimble, decision-making process is required to move forward. The participant process gets
bogged down, while everyone delivers input, and the process of compromise and deliberation
takes place. Ultimately, the decision is likely thorough and well-considered, but not necessarily
timely. If split-second decisions are not critical, this leadership style works well in the business
world. It may not work for a stockbroker buying and selling on the stock exchange floor, but it
serves many business models well.

21. Directive Leadership Style

The directive leadership style is also referred to as the authoritative style. Leaders give team
members a "my way or the highway" ultimatum. Whether it is a sales goal or a customer
service process, team members are in constant fear of being one mistake or failure away from
being fired. For example, a sales representative with a goal of 30 sales per month might get one
warning for failing to hit the goal and then be fired even if he is only one sale short. This style
creates low team morale and is not an effective long-term style.

22. Participative Leadership Style

The participative leadership style is also referred to as the democratic leadership style. These
leaders always ask for team member input. While team members might feel good about having
a say in things, confusion is often the result. A leader can lose his handle on a team when the
team has too much power and doesn't buy into the leader's vision. While employees may have
positive reactions to this style, companies often flounder under it.

23. Classic Styles

Classic styles of leadership describe how much control the leader gives to those below her. For
example, in a laissez-faire style of leadership, the manager gives little direction to subordinates
and allows them to get on with things. This styles works best when employees are highly
trained and motivated. In contrast, an autocratic style of leadership is one where leaders exert
control over most aspects of the work and give little scope for workers to make suggestions or
think for themselves. The participative leadership style stresses teamwork and invites
employees to work together to help solve problems and increase performance.
24. Strong Leaders

Some styles of leadership rely on the personality of the leader for direction. Styles of leadership
relying on a strong leader include pacesetting, in which the leader sets high standards and may
be obsessive about achieving. Michael Dell, of Texas-based Dell computers, has been described
as a pacesetting leader for his constant focus on growing the business. In the commanding style
of leadership, the leader “orders” employees in the manner of the military. This style may be
useful in crisis situations. In the coaching style of leadership, the leader works one to one with
workers to direct them and improve performance.

25. Authentic Leadership

The recent authentic Leadership approach seems to have evolved in the light of majorscams
and scandals, a blind race for profits and personal gains and short term prospective, involving
the CEO’s of top organizations. It focuses on the charter of the leader as the driver of positive
interrelationships. Authenticity is about being genuine and not attempting to play a role; not
acting in a manipulative way.

26. Supportive Leadership

Supportive Leadership show concern for the needs of the employees, leader is friendly and
approachable. Supportive Leadership would be more suitable for highly structured tasks, under
bureaucratic and formal authority relationship. In supportive Leadership, leader support to their
subordinates officially and some time personally also. Leader always try to fulfill their
requirements, it boost employees moral also.

27. Achievement Oriented Leadership

Achievement oriented Leadership encourage employees to perform at their highest level by

setting challenging goals, emphasizing excellence and demonstrating confidence in employees
abilities. Achievement Oriented Leadership is largely suitable for unstructured tasks, where the
subordinate need for achievement is high.
28. Telling Style Leadership

Characterized by telling people what to do

29. Selling Style Leadership

Involves leaders convincing followers to buy into their ideas and messages

30. Delegating Style Leadership

Involves taking a hands-off approach to leadership and allowing group members to make the
majority of decisions

31. Coercive Style Leadership

The coercive style seeks immediate compliance from employees. As a style that can be linked
to that of a dictatorship, it can be summed up with “Do what I tell you.”

This style does come with drawbacks. It can cause people to feel devalued, and it can have a
strong and overwhelming negative impact on the work climate.

The coercive style has its place, however. In a crisis such as a company turnaround, leaders
may need to take this type of direct approach to produce results.

32. Positive leaders

Use rewards, such as education, new experiences, and independence, to motivate employees,
while negative employers emphasize penalties (Newstrom, Davis, 1993).

33. Negative Leadership

Negative leaders act domineering and superior with people. They believe the only way to get
things done is through penalties, such as loss of job, days off without pay, reprimanding
employees in front of others, etc. They believe their authority is increased by frightening
everyone into higher levels of productivity. Yet, what normally happens when this approach is
used is that morale falls, which leads to lower productivity.
34. The hard-boiled autocrat

Relies mainly on negative influences uses the force of fear and punishment in directing his
subordinates towards the organisational goals. This is likely to result in employees becoming
resentful.

35. The benevolent autocrat

Relies mainly on positive influences uses the reward and incentives in directing his
subordinates towards the organisational goals. By using praise and pats on the back he secures
the loyalty of subordinates who accept his decisions.

36. The manipulative autocrat

Makes the employees feels that they are participating in decision-making though the manager
himself has taken the decision. McGregor labels this style as Theory X.

37. Paternalistic leadership

Under this management style the leader assumes that his function is fatherly or paternal.
Paternalism means papa knows best. The relationship between the leader and his group is the
same as the relationship between the head of the family and the members of the family. The
leader guides and protects his subordinates as members of his family.

38. Instrumental leadership

Focuses on achieving goals. Leaders who are dominantly instrumental work to maintain
productivity and ensure that tasks are completed. They make good managers because they get
the job done. However, they are often so focused on the task that they can alienate other
members of the group.

39. Expressive leadership,

Focuses on maintaining group cohesion. Leaders who are dominantly expressive work to
maintain warm, friendly relationships and ensure the collective well-being of the group. They
make good bosses because they truly care for their employees. However, they are sometimes
lacking efficiency and organizational skills.

Although most leaders are dominantly instrumental or expressive, both styles are needed for
groups to work effectively. So, the most effective leaders have the ability to use the style that
best fits the situation. They can switch from being instrumental and focusing on the task, to
being expressive and focusing on collaboration, whenever they see a need.

40. People-Oriented/Relationship-Oriented Leadership

Focused on the people: organizing, supporting and developing the team members. This style of
leadership breeds good teamwork and creative collaboration. Team members are treated equally
by the leaders and this causes members to be happier and more productive. One negative of this
leadership styles is that leaders often risk putting the personal development of team members
before the project at hands
41. Task-Oriented Leadership
Task-oriented leaders focus only on getting the job done and can be autocratic. They actively
define the work and the roles required, put structures in place, and plan, organize, and monitor
work. These leaders also perform other key tasks, such as creating and maintaining standards
for performance.

The benefit of task-oriented leadership is that it ensures that deadlines are met, and it's
especially useful for team members who don't manage their time well.

However, because task-oriented leaders don't tend to think much about their team's well-being,
this approach can suffer many of the flaws of autocratic leadership, including causing
motivation and retention problems.

42. Path-goal method of leadership.

Setting and communicating clear and immediate goals for the team. Ensuring they know
exactly how to carry out the leader’s instructions and have all the resources they need.
Everyone in the team should understand their roles and responsibilities and how to handle any
obstacles that may arise.
43. Innovative
An innovative leader is one who specializes in finding new and creative ways to overcome
traditional obstacles in the workplace or project. Innovative leaders are "big picture" leaders,
and are often adept at grasping the entirety of a project and finding precisely where a problem
lies.
While this can be highly beneficial in righting wrongs and encouraging a creative atmosphere,
it also means that innovative leaders tend to operate with a significant level of risk. Sometimes,
the innovation does not prove as effective as envisioned, leaving teams scrambling for new
ways to fix problems.

44. Command and Control

Command and control leaders are generally a bit more rigid and hierarchical than others. In a
command and control system, the leader prefers to be seen as an authority figure with the final
say in any workplace decision. The level of discipline and structure encouraged by these
leaders can be very beneficial for teams that need to meet precise deadlines or work with
specific procedures.
However, command and control leadership can sometimes be seen as restrictive if not kept in
check. It may also limit other team members from growing their own leadership qualities.

45. Hybrid Management

Hybrid management involves giving health professionals positions in management

46. Rational-Legal
Rational-Legal leadership ties an organization’s authority to legal rationality, legitimacy and
bureaucracy, requiring a systematic and logical approach to leadership.

47. New Public Management

New Public Management (NPM) is a method of management implemented by governments

wanting to hold public institutions accountable for delivering a high quality of care and
allocating resources based on performance. NPM was introduced in the 1980s due to “mistrust
in self-regulated knowledge and of the need to enhance the efficient use of resources.”

However, these reforms have limited clinicians’ ability to move into management roles.
According to a research proposal published by Aarhus University, “The initial intentions of the
politicians may very often change down through the hierarchy, and it may often conflict with
the daily routine experiences, which results in complete different outcomes than first
anticipated.”

48. Idealized Influence leadership style

It involves having a clear vision and a sense of purpose. Such leaders are able to win the trust
and respect of the followers. They build a base for future mission, which enables them to obtain
extra efforts from the followers.

49. Individual Consideration leadership style

It involves paying attention to the needs and potential for development of individual followers.
It also involves delegating, coaching and giving constructive feedback.

50. Intellectual Stimulation leadership style

It involves soliciting new ideas and new ways of doing things.

51. Inspiration leadership style

It involves motivating people, generating enthusiasm, setting an example, being seen to share
the load.

52. Quick decision Leadership style

Autocratic leadership is most effective in work environment or in instances where decisions

need to be made quickly, or if tasks have to completed with great urgency. This is because
when the responsibility is on the leader alone, decisions can be instantly created as the leader is
free to act without having to consult team members.

53. Close oversight Leadership style

There are work activities and environment where workers tend to slack off when the
management style is lenient. This can be avoided when leadership is autocratic, with worker’s
activities are being closely watched and workers who fall behind are quickly identified and
corrective measures are implemented.

54. When work process needs to be streamlined

It allows members to focus on their specific tasks without having to worry about making
complex decisions.

55. When poor performance needs to be corrected

This leadership plays out well when there is a need to address a business’ poor performance.
With an experienced, knowledgeable and strong leader at the helm, a turn-around in
performance can be achieved.

56. May lead to high turnover rate.

This leadership style can lead to high turnover rate (with the best people often leaving the
company) because it negatively affects employee morale and doesn’t create a sense of
empowerment among staff. Also, employees are found to have greater resistance towards
autocratic leadership style, resulting to apathy, absenteeism and decreased productivity.

57. Creates communication problem.

In a work environment where communication is often one-way (with little to no feedback),
misunderstanding and communications breakdown can happen.
58. Leadership may feel to keep up with new trends.
This form of Leadership management may face challenges in this age of technological and
sociological complexity, where leaders should be flexible and adaptable to change.

59. Hinders initiative and cooperation.

Team members who are proactive and knowledgeable about their job may find it hard to
operate in a work environment which provides them little room for self-innovation and
initiative. Also, when the job calls for teamwork and cooperative spirit, the autocratic form of
leadership may become a hindrance.

60. The future of the organization is dependent on the performance of leader.

The heavily centralized command system of autocratic leadership entails that everything
depends wholly on the leader. This means that if the leadership is capable, competent, fair and
strong, the organization will run smoothly. If it is the opposite, the entire organization suffers.

61. Operation is paralyzed when the leader is absent.

With decision-making reserved for the leader alone, subordinates may become heavily
dependent to the point that they may become incapable of running operations when they lose
contact with their leader. At worst, operations may collapse or shutdown when the leader is
absent. This puts unnecessary pressure on the leader to work at full capacity, Alamant that
leaders monitor performance and effectively communicate expectations to prevent work
standards slipping.

62. Specific Leadership Style

As well as understanding the frameworks that you can use to be a more effective leader, and
knowing what it takes to be a transformational leader, it's also useful to learn about more
general styles, and the advantages and disadvantages of each one.

63. Emergent leadership style

Emergent leadership is what you must do when one taking over a new group. One way to
emerge so involves the exchange of favors. An exchange can be hierarchical between the boss
and subordinate or occur between two individuals of equal status. But for this leadership style
to work, you must know how to develop, maintain and repair relationships.

64. Military Leadership style

The military services stress that importance of leadership all levels and have extensive
programs designed to develop leadership skills in the officers and noncommissioned officers.
The context is war and peace as practiced by the military services such as the US Army and US
Air Force.

65. Flexible Leadership Model style

A more "telling" style may be necessary at the beginning of a project when followers lack the
responsibility or knowledge to work on their own. As subordinates become more experienced
and knowledgeable, however, the leader may want to shift into a more delegating approach.
This situational model of leadership focuses on flexibility so that leaders are able to adapt
according to the needs of their followers and the demands of the situation.

66. Enthusiastic beginner leadership style

They have a high commitment and low competence.

67. Disillusioned learner Leadership style

They have some competence, but setbacks have led to low commitment.

68. Capable but cautious performer leadership style

They competence is growing, but the level of commitment varies.

69. Self-reliant achiever leadership style

They have a high competence and commitment.

70. Integration Leadership style

Integration leader is the one who has medium-term perspective. He has an inside out
orientation where his main focus is on his own organization. His main function is to develop
organization’s systems and processes. He reconciles conflicting interests. He develops and
champions a strong culture. He ensures effective running of whole organization by using and
innovating corporate knowledge and recruiting and retaining talent.
71. Fulfillment Leadership style
Fulfillment leader is the one who has a short-term perspective. He is a knowledge expert who is
result oriented and who has customer service thinking. He pleases the customer by delivering
results on time. He makes continuous improvement by unlocking individual potential and
optimum usage of resources.

72. Creative Leadership style

Ability to uniquely inspire people and to generate shared innovative responses and solutions.

73. Corrective Leadership style

Empowers staff to facilitate collaborative synergism and working with through other people
instead of bowing to authoritarianism.

74. Change Leadershipship style

Endorses alteration and beyond thinking about individuals and individual organization, single
problems and single solutions.

75. Intelligence Leadershipship style

Can navigate the future by embracing ambiguity and reframing problems as opportunities and
they proactive stance in taking their organizations into uncharted territory.

76. Multicultural Leadershipship style

They are the teams that work harder in an atmosphere of understanding and mutual respect.

77. Pedagogical Leadership style

An alternative to instructional leadership by enabling the learning and intellectual growth of
those led.

78. Bridging Leadership style

They fostering synergy and reinforcing behavior and motivation through the use of
communication to create climate of trust and confidence.

79. Purposeful Leadership style

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

80. Evaluative Leadership style

An evaluative leader focuses on information gathering and research from team members and
external sources in order to reach the best decision with a rationale to support it.

81. Collaborative Leadership style

The collaborative leader uses consensus building and other group process to arrive at mutually
beneficial decisions to maintain team motivation and buy-in. At best, participative and
collaborative leaders are viewed as endeared colleagues by their team and maintain individual
team member’s sense of value and contribution.

82. Action-centred Leadership style

An action-centred leadership, made famous by John Adair. Action-centred leadership is perhaps

more of an approach than a style, but it is very widely-taught and used by leaders globally,
particularly in the United Kingdom. Adair suggests that leaders need to be attentive to task
needs, group needs and individual needs. The most effective leaders balance all three areas, as
demonstrated by the Venn diagram below. However, the leader may need to vary the degree of
emphasis given to each of the three components in response to the situation at any point in
time.

83. Consultative Leadership style

The leader shows trust and confidence towards subordinates, seeks their opinions and ideas, but
retains decision making power.

84. Self-awareness Leadership styles

They are understanding leadership style and they know how to adjust it for others.

85. The Hands-Off Leadership style

Doesn’t see the need to provide feedback, continuous input, or scrutiny to their team usually
there is a good reason for this: they tend to work with highly-experienced and functional
groups. If the group doesn’t fit this mold, there will be problems.

86. The Bureaucrat Leadership style

Knows the rules of the institution and has the team abide by them. When there are rigid policies
and guidelines in place, the Bureaucrat makes sure that they are maintained and used to the best
of their ability. This style can be effective when there is little margin for error, but stifling in a
changing or evolving environment.

87. The Autocrat Leadership style

It manages the direction of all goals and work, with little to no input from the team. They have
all the power to make decisions, and they use it. They don’t worry about input, and do not leave
room for subordinates to sub-manage. This is a style most often used when a great deal of
scrutiny is necessary to have a successful end product, but can be untenable in less clear-cut
situations.

88. The Trainer Leadership style

They works to develop the team members to make them more efficient and stronger at their
jobs. This leader focuses on the increasing skills and success of his team to make success more
likely. They can foster a strong community feeling.

89. The Cheerleader/Coach Leadership style

It takes an indirect approach, motivating and encouraging the team toward success. They have
magnetic personalities and boatloads of charisma. The Cheerleader/Coach tries to make people
comfortable in their roles, but if they leave, the team might end up in shambles.

90. Blending Leadership style

A leader who shows both transformational and democratic traits in his leadership.

91. Instrumental leadership style

It focuses on achieving goals. Leaders who are dominantly instrumental work to maintain
productivity and ensure that tasks are completed. They make good managers because they get
the job done. However, they are often so focused on the task that they can alienate other
members of the group.

92. Expressive leadership style

It focuses on maintaining group cohesion. Leaders who are dominantly expressive work to
maintain warm, friendly relationships and ensure the collective well-being of the group. They
make good bosses because they truly care for their employees. However, they are sometimes
lacking efficiency and organizational skills.

93. Authoritarian decision-making leadership style

They make all the major group decisions and demand compliance from the group members.

94. Contingent Reward

Contingent reward leadership focuses on achieving results. As humans appreciate concrete,

tangible, material rewards in exchange of their efforts, thus, this behavior surfaced. Where
transformational leadership acknowledges individual talents and builds enthusiasm through
emotional appeals, values, and belief systems, transactional leadership engenders compliance
by appealing to the wants and needs of individuals (Bass & Avolio, 2004). Manager leaders
who use contingent reward are expected to show direction to the employees so the job gets
done. In nutshell, key indicators of contingent reward encompass performance-based material
rewards, direction- setting, reciprocity, and confidence-building in the team.

95. Management by Exception (Active).

Management by exception (active) is not the relinquishment of leadership, characterized by a

laissez-faire leadership. Leaders who follow management by exception (active) have an
inherent trust in their workers to end the job to a satisfactory standard, and avoid rocking the
boat. This type of leadership does not inspire workers to achieve beyond expected outcomes,
however, if target is achieved, that means the system has worked, everyone is satisfied, and the
business continues as usual, (Bass & Avolio, 2004).

96. Management by Exception (Passive).

It is the style of transactional Leadership in which the leaders avoid specifying agreement, and
fail to provide goals and standards to be achieved by staff. Sometimes, a leader waits for things
to go wrong before taking action (Bass & Avolio, 2004)

97. Idealized Influence.

It is the attribute of a leader which inspires followers to take their leader as a role model.
Charisma is an alternate term which replaces idealized influence. Idealized influence creates
values that inspire, establish sense, and engender a sense of purpose amongst people. Idealized
influence is inspirational in nature. It builds attitudes about what is significant in life. Idealized
influence is related with charismatic leadership (Yukl, 1999; Shamir et al., 1993).

98. Inspirational Motivation.

Developing the consciousness of followers, aligning them towards the organizational mission
and vision, and motivating others in understanding and pledging to the vision is a key
dimension of the transformational leadership style of inspirational motivation. “Inspirational
motivation targets at the principle of organizational existence, instead of personality of the
leader” (Bass & Avolio, 2004). Instead of suffocating employees, a leader with this style,
encourages the employees in the organizational pursuit drawing best out of them.

99. Intellectual Stimulation.

Leaders with characteristics of intellectual stimulation are those who intellectually stimulate
followers, engender creativity and accept challenges as part of their job. They maintain their
emotional balance, and rationally deal with complex problems. They cultivate the similar skills
in their workers as well. They develop problem solving techniques in the followers for making
complex decisions, reflecting a mutual consensus between leaders and employees. The
intellectual stimulation leadership approach projects in large measure the mentoring, coaching,
morale-building strengths of individualized consideration”. Both leadership approaches build
organizational skills as well as character, similar to caring leadership behaviors that coach and
challenge (House and Shamir, 1993). In other words, leaders with this leadership approach
require first to unravel the complexities of the challenge, develop sense of direction towards
what it means for them and their workers prior to promoting worker involvement in the
challenge.

100. Individualized Consideration.

Individualized consideration is concerned with the basic transformational leadership behaviors
of regarding individuals as fundamental contributors to the work place. Such leaders display
concern for their workers needs, and are equipped to boost and coach the development of
desired work-place behavior. Their role alternates from participatory to autocratic style. In
short, fundamental elements of
individualized consideration consist of reassurance, caring for and coaching of individuals and
an open and consultative approach.

101. The Magician

The leadership of the magician is based on his creativity and his powers of innovation. This
leader thinks in chances and not in problems, is driven to translate his (ambitious) ideas into
practical products and services, is willing to work hard for them, to take risks and manage
others (sometimes in an aggressive manner). In this process, the magician wants to achieve
transformations, not just realise small breakthroughs. An important difference with the
visionary is his motivation. Examples of magicians are: Richard Branson, Walt Disney, Steve
Jobs, Michelangelo and Stephen Spielberg.

102. The Emperor

The leadership of the emperor is characterised by the top-down manner of creating clearly
defined goals and structures so that predefined results can be achieved in an orderly and quiet
way. It is a hierarchical approach. ‘I know what is good for the company and what needs to be
done’, ‘I am the head, and you are the hands’ and ‘Execute what I think up’ are a few of the
frames of thought this person has. No discussion or questioning is tolerated, losing face is
unthinkable and being ‘in control’ is essential. A few examples: Margaret Thatcher, Alex
Ferguson and Alexander the Great.

103. The Warrior

The leadership of the warrior is based on action. ‘Don’t think, do’ is his motto. He is driven by
his spirit of adventure and justice. If there is a mission in which he believes, he will fight for it
and give it the full 100%. His manner is direct, aggressive if required, and he acts from instinct.
He has no desire to talk for hours about all the pros and cons. He considers this a waste of time;
‘Let’s get it done.’ If mistakes are made, that’s not a big deal. Better to make a mistake and to
learn from it, than to stagnate and therefore retreat. If the same mistake is made more than
once, this tolerance of faults is soon forgotten. A few examples: George Washington, Robin
Hood and Admiral Nelson.

104. The Orator

The leadership of the orator is based on his capacity to express himself clearly and coherently.
He is able to empathise with his ‘audience’ and uses their themes and language to spread his
own message. Additionally, he is a master at interweaving his own life story, thereby creating
an emotional connection with the other. What motivates him is exerting his influence and the
sincere belief that his message is crucial for everyone. Where the visionary lives in the future,
the orator lives in the present. A few examples: Barack Obama and Adolph Hitler.

105. The Guru

The leadership of the guru is based on his assumed wisdom. He is admired by others and
considered as someone with much knowledge and many insights, and who shares these with the
world. Disciples go in search of him and are eager to learn from him. He himself is driven by
curiosity – the more he knows, the more questions he has. Where ego plays an important role in
the previous leadership styles, the guru is not interested in himself but in the role he can fulfil
in the bigger picture. A few examples: Albert Einstein, the Dalai Lama and Mahatma Ghandi.

106. The Giver

The leadership of the giver is based on his basic attitude of ‘serving’. Achieving the higher goal
together is important for him. To achieve this, this leader ensures that the others can operate
from their strengths, that they have access to the resources they need, and that the ‘honours’ for
any achievements made actually go to those that deserve them. At the same time, the giver is
always looking to see how he can contribute to the higher goal, from a position behind the
scenes and not in the spotlights. Another characteristic is the basic attitude of giving others
space, and an understanding frame of mind. One example: Mother Teresa.

107. Narcissistic leadership

Narcissistic leadership is a leadership style in which the leader is only interested in

him/herself. Their priority is themselves – at the expense of their people/group members. This
leader exhibits the characteristics of a narcissist: arrogance, dominance and hostility. It is a
sufficiently common leadership style that it has acquired its own name. Narcissism is most often
described as unhealthy and destructive. It has been described as "driven by unyielding
arrogance, self-absorption, and a personal egotistic need for power and admiration".
108. The liberal style
the leader only occasionally uses his or her power and assigns a significant level of freedom to
subordinates, in order to perform their jobs. Leader relies on subordinates to individually
determine the objectives of their activities, the means to achieve them, as well as the
implementation process. The leader helps subordinates to obtain the necessary information and
ensure contact with the external environment (Koontz, 1993).
109. Exploitative - authoritative style of leadership

The leader is highly authoritative and does not trust the subordinates. Decisions are made
exclusively at the top of the organization. Communication takes the form of top-down
commands. Managers requires harsh discipline and are not interested in initiative and opinions
of subordinates. Motivation is encouraged through fear and punishment, while rewards are
rarely given.

110. Benevolent-authoritative style of leadership

the authoritative element still dominates, although some decision-making is delegated. It allows
downward communication, beause the leader is interested in some ideas and opinions of
subordinates, thus partially tolerates them. Although some responsibility is delegated, there is
still a strict control. Motivation is based on rewards, but also on fear and punishment.

111. Consultative style of leadership

the leader trusts the subordinates to a great extent, but not completely.
He or she usually tries to use their thoughts and ideas. The top management has control over
general policies and decisions, while specific decisions are delegated to lower organizational
levels. Information flow both top-down, as well as bottom-up. Rewards and sometimes
punishments are used to motivate subordinates.

112. Participative - group style of leadership

the leader fully or almost fully trusts the subordinates. This is reflected in a more significant
level participation in the decision-making processes. Lower organizational levels are given a
more extensive autonomy. The two-way communication is promoted and is often used for the
joint preparation of important decisions. Participation in joint activities, e.g. setting goals and
fulfilling them, is also motivated by financial remuneration.

113. Delegative Leadership

Delegative leaders offer little or no guidance to group members and leave decision-making up
to group members. While this style can be useful in situations involving highly qualified
experts, it often leads to poorly defined roles and a lack of motivation.
114. Results-Based Management Style
The magic word for results-based managers is efficiency. You’re not concerned with how things
get done, as long as they get done well and in the quickest way possible. You don’t feel the
need to create every rule and method yourself—if an employee comes up with a superior way
of doing things, you’re happy to make changes to company policy. The only thing that matters
with this type of management style is results.

115. Example-Setting Management Style

This management style is exactly what it sounds like: you lead by consistently setting an
impeccable example of the kind of work standards you expect at your business. The bar is set
by your actions and your actions alone. In some cases, this may even transform the ethics of
and working environment of your business.
Example-setting leaders are definitely not afraid to roll up their sleeves and get their hands
dirty to show the crew how things should be done.

116. Strategic Management Style

Strategic managers aren’t interested in the minute details of basic tasks. Instead, they’re
focused on the bigger picture and long-term success of the business they manage. If you have a
strategic management style, you’re comfortable allowing assistant managers and shift leaders
see to oversee the majority of everyday responsibilities. While the crew gets the mundane work
done, you’re planning marketing campaigns and preparing for expansion.

117. Affiliative Management Style

The affiliative manager is humble, hard-working, and confident. These types of managers make
themselves a part of the team and lead from the front, rather than constantly reminding
employees that they’re the one in charge.
If this is your preferred leadership style, you’re looking for opportunities to affiliate yourself
with your staff and lending a helping hand wherever it’s needed. Employees see you as an ally
and will respect the fact that you’re trying to help them succeed.