List and explain the factors that would be leveraged for changing the

culture.
A leader is the one who inspires, influences individuals or a group of people within an
organization and helps them to establish goals, and guides them throughout the journey to
achieve those goals. Being an effective leader means a leader helps their followers to
achieve goals and can function well together and help them to adapt to changing demands
from external forces. Key elements of effective leadership are:

1. Goal achievement, which includes meeting financial goals, producing quality products or
services, addressing the needs of customers, and so forth.
2. Smooth internal processes, including group cohesion, follower satisfaction, and efficient
operations.
3. External adaptability, which refers to a group’s ability to change and evolve successfully.

The reasons why leaders are needed, closely fall in line with the functions and roles that
leaders play and are related to the need or desire to be in collectives. Some of the reasons
are:
- To keep groups orderly and focused
- To accomplish tasks
- To provide a perspective to things happening in the organization and motivate people

A leader focuses on future goals and creates the change according to those goals which
helps the organization to be more successful. They initiate goals and strategies to
implement those changes without having a great impact on the employees and how they
work. They help to create a culture based on shared values. They use their personal power
in order to motivate and encourage individuals which helps to establish an emotional link
with their followers. Although leaders in different organizations and different cultures
perform dissimilar functions and play unique roles, there are some specific roles and
functions that a leader performs:

1. Managerial roles
2. Creation and maintenance of organizational culture.

Leaders are role models for other organizational members. They establish and grant the
status symbols that are the main artifacts of the organizational culture.

- A leader is responsible to provide Vision and mission to their followers: An organization

reflects what its leader's vision and mission are. They are the ones who provide the vision to
the entire organization. They provide a path or a direction to their employees by providing
them short-term and long-term goals which help the organization and its employees to
grow.

- Role models to followers: Leaders shape the future of their followers and the organization.
They motivate people to achieve the set goals and grow in their career as well as personal
life.

- Un-biased and effective Reward System: Rewards, whether financial or nonfinancial, is a

way that keeps the individuals focused and encourages them to become the highest
contributors. Those accomplishments could be small or big, being rewarded and recognized
for the work they do is what gets them going and builds trust among the followers and the
leadership.
- Hiring decisions: Leaders are responsible for hiring the next leaders and shape them for a
better future for the company. In some organizations, the Board of directors, nominate their
successors which not only controls the current culture but also exerts a strong influence on
the future of the organization.

- Strategy and structure of teams and organizations: Leaders determine the hierarchy, span
of control, reporting relationship that moulds the culture. An organization that is
decentralized is likely to have an open and participative culture, unlike the organizations
that have long hierarchies and intermediaries between the employees and leadership.
Strategies built by the leaders should be proactive and growth strategies for both
organization and its employees. This requires innovation and risk-taking will, which will help
to build confidence among the employees, and more innovations can be done in the
organization. Along with growth strategies, these strategies should be cost-effective as well.

A title might make a manager, but it doesn’t make a leader. If you want to truly inspire and
motivate and guide your team to greatness, putting these tips into practice can put you on
your way to leadership status. Even the best leaders are constantly looking for ways to
improve themselves.

Explain the Trompenaars’s dimensions of culture and explain the

terms Incubator , Guided missile , Family and Eiffel Tower
According to Trompenaars's dimensions of culture, there are 4 types of organizational
culture applying for managing MNCs. This model has depicted cultural differences with 2
major axes. The 2 dimensions are:

1. Egalitarian (Decentralized) vs Hierarchical (Centralized) - the degree of power distance

between organization members that is presumed to affect the degree of (de)centralization
in an organization. Hence, we have egalitarian/decentralized: people are basically equal and
decision-making power is decentralized. And hierarchical/centralized: people differ in
position power and decision-making power is centralized so the leaders decide and tell the
employees what to do.

2. Person (Informal) vs Task (Formal): This dimension of this culture model is the well-known
people vs task orientation, combined with and (in)formal style - presuming that a task
orientation aligns with a more formal communication style.

This model can assist in cross-cultural communication and helps to identify national culture
differences.

When these two dimensions combine another 2X2 Matrix appear with 4 quadrants,
representing culture types - Incubator, Guided-missile, Family, and Eiffel tower. Some
organizational cultural types will be more frequent in some nations than in others, based on
their national culture.

1. Incubator:
Incubator culture is characterized by strong emphasis on equality and personal orientation.
This culture is based heavily on the existential idea that organizations per se are secondary
to the fulfilment of the individuals within them
- Organizations secondary to individual fulfilment.
- existence precedes organization
- aim at self-expression and self-fulfilment
- personal and egalitarian
- minimal structure and hierarchy
- emotional commitment
- creative, innovative

- practiced in Sweden, Switzerland

2. Guided missile
Guided Missile culture is characterized by a strong emphasis on equality and in the work
place and orientation to the task. This organizational culture is oriented to work, which
typically is undertaken by team or project groups.

- highly egalitarian
- task-oriented, impersonal
- team approach emphasized
- cross-disciplinary
- performance emphasized
- loyalty to professions/projects greater than the company
- Motivation intrinsic

- Practiced in USA, Ireland

3. Family
Family culture is characterized by a strong emphasis on hierarchy and orientation to the
person. The result is a family-type environment that is power-oriented and headed by a
leader who is regarded as a caring parent and one who knows what is best for the
personnel.

- Personal, close face to face relationship

- hierarchical (father knows the best)
- power-oriented (leader is a fatherly figure)
- home-like work atmosphere
- long-term relationships of the employee to the company; high loyalty
- values, norms, the atmosphere set by father or elder brother

- Practiced in India, Japan, Spain

4. Eiffel Tower
Eiffel Tower culture is characterized by a strong emphasis on hierarchy and orientation to
the task. Under this organizational culture, jobs are well defined, employees know what
they are supposed to do, and everything is coordinated from the top.

- Hierarchical
- structure more important than function
- leader is boss
- relationships specific; status ascribed
- highly bureaucratic, depersonalized
- rules dominate; roles before people
- careers depend upon professional qualifications
- symbolic of the machine age
- practiced in Germany, France

When either of the 2 cultures blends, organizations will have to figure out ways to manage
the disparate perspectives and self-organize to develop synergistic solutions which allow
global businesses to communicate and compete better. It is imperative to find a key
operational model that creates synergies between the groups in order to meet the
challenges and opportunities that a multicultural workplace presents. It's necessary to
collaborate and have cultural alignment. Multinational changes are happening at such a
rapid rate as companies look to be more efficient and reduce overall costs and a failure to
understand the social, political, and cultural issues will prevent growth, learning, and overall
synergy.

Explain the terms Self awareness , self regulations, self motivation,

Empathy for others and Interpersonal / social skills .Also explain how
these emotional components will affect Leadership behaviour
Emotional intelligence in leadership is comprised of the following components. These are all
teachable soft skills that are the focus of leadership and management. Emotional
intelligence is the ability to recognize and manage emotions as well as the emotions of other
people in the workplace. Someone needs to hold it together when the workplace erupts, or
when negative emotions simmer just below the surface, creating a toxic working
environment. A leader with high emotional intelligence can also help to foster a workplace
culture that doesn’t become toxic in the first place.

1. Self Awareness: As a self-aware leader you know how you feel. you recognize how your
emotions affect those around you. Self-awareness isn’t just restricted to emotions, either.
You acknowledge your ego and are aware of both your strengths and weaknesses. you aim
to ensure your ego and personal traits work for the benefit of the workforce and
organization. In order to reach maximum potential, you must be confident in who you are,
understanding the good with the bad. Those that have a strong understanding of who they
are and what they want to work on, can improve themselves on a regular basis.

2. Self Regulation: As a self-regulated leader, you stay in control of your emotions. you don't
lash out and don’t compromise your workplace ethics. you hold yourself accountable for
your actions. When you are calm, other people around you are reassured and motivated to
take positive action. when you hold yourself accountable and act accordingly, you are
uploading organizational ethics and leading by example. Leaders cannot afford to lose their
cool. Being calm is contagious as is panic. When you take on a leadership role you can no
longer afford to panic when things get stressful When you stay calm and positive you can
think and communicate more clearly with your team.

3. Self-motivation: Motivation partly stems from understanding what you want to do and
why you want to do it. Getting to grips with why part often requires a degree of self-
reflection, which is where high emotional intelligence comes in. Motivated leaders have
high work standards for themselves and work towards goals in a consistent way. Leaders
with high EI also understand what makes their employees and work colleagues tick, and will
be able to incentivize and motivate them to find their own reasons for working to the best
of their ability.

4. Empathy: As a leader with empathy, you are able to put yourself in someone else's shoes.
This ability will help you develop people on your team, challenge stereotypes and unfair
assumptions, deliver critical feedback wisely and be a good listener when your team needs
someone responsive in charge to help them navigate a difficult situation. An empathetic
leader builds a positive work environment upheld by team loyalty and mutual respect. An
empathetic leader aims to respond to non-verbal cues. Address the emotions behind them.
Give the employee the opportunity to express the problem or need they are facing so that
you can work through solutions together.

5. Social Skill: Social skills are about the art of making an emotional connection with
communication. Leaders with good social skills are able to deliver bad news and celebrate
good news in a way that makes people feel boundless actionable opportunities for
improvement exist. Leaders with high communication skills are also talented at resolving
conflicts and managing change in a diplomatic fashion that is in keeping with the sensitive
nature of the situation. When people's lives will be affected by a decision, leaders with high
emotional intelligence will demonstrate they respect the needs, fears, and hopes of the
people involved.

Once you have a solid understanding of workplace emotions, including your own, you can
lead a team to increased mindfulness and productivity. Emotional intelligence in leadership
isn't a soft option. It can be the key to success. A leader lacking in emotional intelligence is
not able to effectively gauge the needs, wants, and expectations of those who they lead.
Emotional intelligence is a powerful tool critical for exceeding goals, improving critical work
relationships, and creating a healthy, productive workplace and organizational culture.

Explain with examples various source of power for individual and

Teams ? What is the difference between commitment and
compliance as related to Legitimate Coercive , Referent and expert
power ?
There are 5 sources of power for the individual which includes:

1. Legitimate Power: It comes from one's organizational role or position. FOr example, a
boss can assign projects, a policeman can arrest a citizen, and a teacher assigns grades.
Others comply with the requests these individuals make because they accept the legitimacy
of the position, whether they like or agree with the request or not. Steve Jobs has enjoyed
legitimate power as the CEO of Apple. He could set deadlines and employees comply even if
they think deadlines were overly ambitious. Start-up organizations often have founders who
use their legitimate power to influence individuals to work long hours week after week in
order to help the company survive.

2. Reward Power: Reward power is the ability to grant a reward, such as an increase in pay,
a perk, or an attractive job assignment. Reward power tends to accompany legitimate
power and is highest when the reward is scarce. Anyone can wield reward power, however,
in the form of public praise or giving someone something in exchange for their compliance.
When Steve Jobs ran Apple, he had reward power in the form of raises and promotions.
Another example of reward power comes from Bill Gross of Idealab, who has the power to
launch new companies or not. he created his company with the idea of launching other new
companies as soon as they could develop viable ideas.

3. Coercive Power: In contrast, Coercive power is the ability to take something away or
punish someone for non-compliance. Coercive Power often works through fear, and it
forces people to do something that ordinarily they would not choose to do. The most
extreme example of coercion is govt dictators who threaten physical harm for non-
compliance. When John Wiley & Sons INC. published an unauthorized biography of Steve
Jobs, HIs response was to prohibit sales of all books from that publisher in any Apple retail
store. American Presidents have been known to use coercion power.

4. Expert Power: Expert Power comes from knowledge and skill. Steve Jobs had expert
power from his ability to know what customers want - even before they can articulate it.
Others who have expert power in an organization include long-time employees, such as a
steelworker who knows the temperature combinations and length of time to get the best
yields. Technology companies are often characterized by an expert, rather than legitimate
power. Many of these firms utilize a flat or matrix structure in which clear lines of legitimate
power become blurred as everyone communicates with everyone else regardless of
position.

5. Referent Power: Referent power stems from the personal characteristics of the person
such as the degree to which we like, respect, and want to be like them. Referent power is
often called charisma - the ability to attract other's win their admiration, and hold them
spellbound. Steve Jobs's influence as described in his biography is an example of his
charisma.

Responses to influence attempts include Resistance, Compliance, and commitment.

Resistance occurs when the influence target does not wish to comply with the request and
either passively or actively repels the influence attempt. Compliance occurs when the target
does not necessarily want to obey, but they do. Commitment occurs when the target not
only agrees to the request but also actively supports it as well. Within organizations,
commitment helps to get the things done, because others can help to keep initiatives alive
long after compliant changes have been made or resistance has been overcome.

1. Resistance: The person you are trying to influence resists your efforts to influence his
or her behaviour and either void, ignores or actively resists the efforts at influence.
2. Compliance: The person you are trying to influence accepts your influence attempt,
but apathetically or unenthusiastically. When the response to your influence attempt
can be described as compliance, it is likely you have been successful in influencing
the behaviour, but not the attitudes of your influence target.
3. Commitment: The object of your influence attempt agrees with your decision or
influence effort and makes an enthusiastic, voluntary effort to do what you have
asked. The response comes not because the person has to but because they want to.

Individuals have six potential sources of power, including legitimate, reward, coercive,
expert, information, and referent power. Influence tactics are the way that individuals
attempt to influence one another in organizations. Rational persuasion is the most
frequently used influence tactic, although it is frequently met with resistance. Inspirational
appeals result in commitment 90% of the time, but the tactic is utilized only 2% of the time.
The other tactics include legitimizing, personal appeals, exchanges, ingratiation, pressure,
forming coalitions, and consultation. Impression management behaviors include
conforming, making excuses, apologizing, promoting your skills, doing favors, and making
associations with desirable others known. Influence attempts may be upward, downward,
or lateral in nature.

Charismatic Leadership
The charismatic leadership style relies on the charm and persuasiveness of the leader.
Charismatic leaders are driven by their convictions and commitment to their cause.
Charismatic leaders also are sometimes called transformational leaders because they share
multiple similarities. Their main difference is focus and audience. Charismatic leaders often
try to make the status quo better, while transformational leaders focus on transforming
organizations into the leader's vision.

Dr. Martin Luther King, Jr. was a charismatic leader who used powerful oratory, an engaging
personality, and unwavering commitment to positive change in the lives of millions of
people.

Charismatic leadership is made up of a combination of characteristics, many of them work

together and can be implemented at different times and periods for better use.

Here are 8 charismatic leadership characteristics to consider:

• Communication: A charismatic leader can clearly communicate job duties and goals
to their team and everyone around them. They speak openly, in a professional way,
and convey their exact thoughts without speaking too little or too much. They also
allow open communication between everyone, allowing their employees to speak
freely without fear of repercussion.

• Empathy: By allowing their employees to speak openly, a charismatic leader must

also make good use of empathy and compassion. They are open to their employee’s
concerns and passions, willing to understand their feelings. Because of this, they
become well-liked among their employees as a great listener and confidant.

• Confidence: The idea of charisma often brings along the idea of confidence. Strong
confidence in the business world has many aspects. Proper posture and personal
appearance create an image of confidence. A leader who takes on challenges, such
as a large project, with strong reassurance that they and their team can finish it
shows confidence. When issues arise or problems are found, a charismatic leader
can confidently take control, issue orders, and clearly communicate their wishes and
the outcome they seek. The main takeaway for confidence is to look and act as if no
matter what someone goes through, everything will result in a good outcome.

• Humility: A charismatic leader understands that they aren’t perfect. Arrogance is one
of the worst traits of leadership. Instead, a leader should be willing to accept their
mistakes and take on mistakes from their team as their own. They understand they
can improve and strive to do so for the sake of their team. They are also aware they
are a part of the team; if a small job needs to be completed and they have time to
tackle it, instead of asking someone to do it for them, they accomplish the job
themselves. Humility shows their employees that their leader is human, yet their
other traits are what gave them command.

• Self-awareness: Regardless of how amazing a leader can be, they must also be aware
of themselves and how others react to them. Many eccentric leaders don’t
understand the stress they put on their employees, but a charismatic leader focuses
on understanding themselves and their roles within their team.

• Maturity: A charismatic leader is someone who was put in their position due to their
maturity. They can develop and drive a team towards the business’s goal due to their
expertise and experience. They can accomplish this with a wise mindset when
 approaching everything they do. They are the leader, the parental figure who directs
and commands.

• Optimism: A leader should be optimistic, the “glass half full” type of person. If an
issue does come around, they can reassure their employees that the issue can be
corrected. They can build a positive attitude for everyone around them by always
looking on the brighter side.

• Passion: A charismatic leader should always show a great deal of passion in

everything they do. They show great enthusiasm for their work, genuinely. This
passion should also bleed into other employees through clear communication and
application.

Charismatic leadership is similar to other styles. Both it and transformational leadership rely
on the ability of the leader to influence and inspire followers. Transformational and
charismatic leaders motivate the individual or those around them to be better and to work
for the greater good of an organization or society. Other similarities include:

• Leaders rally those around them in service of a common goal

• Initiative and boldness are encouraged
• The differences between charismatic and transformational leadership styles lie
primarily in how the individual is viewed.
• The personal vision of a charismatic leader has a great deal of influence over his or
her audience
• Charismatic leaders speak about their moral compass or passion rather than an
existing method of doing business

There are many advantages to this leadership style. Charismatic leaders are often a catalyst
for social change. They are, however, not a fit for organizations that depend on rigid
structures and processes to function.

Charismatic leadership pros

• Charismatic leaders inspire people to work together for a common cause
• Organizations are committed to a central mission
• Management prioritizes learning from mistakes in an effort to succeed in their
mission
• Charismatic-led companies tend to be cohesive because their workers have a clear
purpose
Charismatic leadership cons
• Leaders may develop tunnel vision or arrogance, undoing their previous good deeds
• Organizations can become dependent on charismatic leaders and may suffer if he or
she retires, leaves the company, or dies suddenly
• Charismatic leaders sometimes become unresponsive to their subordinates or
constituents
• These leaders may not learn from their mistakes, compounding them
• Charismatic leaders may believe they are above the law, committing financial or
ethical violations

Transformational Leadership
Transformational leadership is a leadership style in which leaders encourage, inspire and
motivate employees to innovate and create change that will help grow and shape the future
success of the company. This is accomplished by setting an example at the executive level
through a strong sense of corporate culture, employee ownership and independence in the
workplace.

Transformational leaders inspire and motivate their workforce without micromanaging —

they trust trained employees to take authority over decisions in their assigned jobs. It’s a
management style that’s designed to give employees more room to be creative, look to the
future and find new solutions to old problems. Employees on the leadership track will also
be prepared to become transformational leaders themselves through mentorship and
training.

there were four different components of transformational leadership.

1. Intellectual Stimulation: Transformational leaders not only challenge the status quo;
they also encourage creativity among followers. The leader encourages followers to
explore new ways of doing things and new opportunities to learn.
2. Individualized Consideration: Transformational leadership also involves offering
support and encouragement to individual followers. In order to foster supportive
relationships, transformational leaders keep lines of communication open so that
followers feel free to share ideas and so that leaders can offer direct recognition of
the unique contributions of each follower.
3. Inspirational Motivation: Transformational leaders have a clear vision that they are
able to articulate to followers. These leaders are also able to help followers
experience the same passion and motivation to fulfill these goals.
4. Idealized Influence: The transformational leader serve as a role model for followers.
Because followers trust and respect the leader, they emulate this individual and
internalize his or her ideals.

A transformational leader is someone who:

• Encourages the motivation and positive development of followers
• Exemplifies moral standards within the organization and encourages the same of
others
• Fosters an ethical work environment with clear values, priorities and standards.
• Builds company culture by encouraging employees to move from an attitude of self-
interest to a mindset where they are working for the common good
• Holds an emphasis on authenticity, cooperation and open communication
• Provides coaching and mentoring but allowing employees to make decisions and
take ownership of tasks

Examples of Transformational Leadership

• Jeff Bezos, Amazon: Harvard Business Review attribute’s Bezos’ “insider, outsider”
status as part of what makes him a great transformational leader. As someone who
jumped from the finance world, he brought a fresh perspective to e-commerce
through years of experience in a different industry.
• Reed Hastings, Netflix: Hastings tied for first alongside Bezos, and for similar
reasons. Hailing from the software industry, he wasn’t rooted in pre-established
process and procedure in the television industry.
• Jeff Boyd and Glenn Fogel, Priceline: Boyd and Fogel reinvented travel reservations
by charging lower commission fees on reservations, but focused on smaller niche
markets (inns, B&Bs and apartments), eventually spawning Booking.com.
• Steve Jobs and Tim Cook, Apple: HBR points to Apple as an example of “dual
transformation”: Jobs innovated on original Microsoft products while also building a
 software ecosystem. Cook has extended on Jobs’ vision, maintaining a focus on
innovation, software and brand loyalty.

The transformational style of leadership can be highly effective when used appropriately,
but it might not necessarily be the best choice for every situation. In some cases, groups
may require a more managerial or autocratic style that involves closer control and greater
direction, particularly in situations where group member are unskilled and need a lot of
oversight.

One way to improve your own leadership skills is to assess your own current leadership
style and think about ways in which your strengths can benefit the group you are leading. By
evaluating your own skills, you will be better able to play to your strengths and work on
improving your areas of weakness.

Dark Triad
The Dark Triad is a phrase you're unlikely to have heard around the workplace, but it is one
of the "buzzwords" in the world of psychology. It refers to three distinct but related
personality traits: narcissism, Machiavellianism and psychopathy.
• Narcissism: narcissism comes from the Greek myth of Narcissus, a hunter who fell in
love with his own reflection in a pool of water, and drowned. Narcissistic people can
be selfish, boastful, arrogant, lacking in empathy, and hypersensitive to criticism.
• Machiavellianism: the word comes from the renowned 16th century Italian
politician and diplomat Niccolò Machiavelli. He earned notoriety when his 1513
book, "The Prince," was interpreted as an endorsement of the dark arts of cunning
and deceit in diplomacy. Traits associated with Machiavellianism include duplicity,
manipulation, self-interest, and a lack of both emotion and morality.
• Psychopathy: personality traits associated with psychopathy include a lack of
empathy or remorse, antisocial behaviour, and being manipulative and volatile. It's
important to note that there is a distinction between psychopathic traits and being a
psychopath, with its commonly held association with criminal violence.

Characteristics:

1. I have a take-charge personality.

2. I don’t like to depend on other people to do things.
3. I’m better than other people at most things.
4. I think it is important to look as good as possible.
5. I do things that get people to notice me.
6. I expect to be treated better than average.
7. If I have to take advantage of somebody to get what I want, so be it.
8. I have a natural talent for influencing people.
9. I like having authority over people.
10. I see myself as a good leader.

Why dark triad leadership can be an advantage for business

CEO overconfidence (most prominent in narcissists) is positively related to firm innovation.
Narcissistic leaders can provide guidance and support in times of crisis and come across as
competent and likable (although mainly in the short term). They act forward-driven, provide
vision and inspiration, are courageous and confident. Narcissistic CEOs can help firms
recover from shock. In addition, they appear to resist social influence and are high
achievers. Especially in times of crisis and change, narcissist leaders can be effective and
thrive, as they assertively voice their point of view and are confident. Machiavellians are
good administrators. They have good negotiation skills and are self-controlled. Leaders
higher on Machiavellianism show a wider range of appropriate behaviors than leaders low
on Machiavellianism. Psychopathic leaders can use their communication skills well.

Whether this is good or bad depends on the circumstances. Dark triad leaders are either
praised as visionaries and role models or they can destroy entire companies – or something
in between. Many of their problematic characteristics (e.g., self-confidence, grandiosity, an
exploitative nature, and persistence) can also make the dark triad personalities successful.
We could therefore also think about dark-side tendencies as overused strengths, as
tendencies that are fairly adaptive and good for short-term success and in unpredictable
environments, but may nonetheless lead to problems in the long term. As most of the
studies (for both the bright and the dark side) are of a correlational nature, we must be
cautious about statements of causation – merely putting a dark triad leader into a
leadership position does not determine the outcome.

The Dark Triad personality traits – narcissism, psychopathy and Machiavellianism – can be
toxic and damaging in the workplace. But be aware that someone exhibiting these traits
may initially be a high achiever and potentially charming, conscientious and achievement-
oriented.

There are tools for identifying Dark Triad traits, but it is important to recognize that, unless
you are also a skilled psychologist, you should not make a diagnosis on your own. If you do
have any concerns about a team member's negative behaviors, you should raise them with
your HR department. Your responsibility is to manage the impact of negative behaviors in
the workplace, rather than try to diagnose and pin a psychological label on someone.

Conflict management, assertiveness and emotional intelligence skills will all be useful in
managing someone with Dark Triad traits. However, given the risk these behaviors bring and
their potential for causing serious damage to the organization, these behaviors must be
addressed actively and vigorously

Leadership Models
Transactional Leadership
The best way to understand transactional leadership is to think of a typical transaction: I
give you this, and you do this in return.
That’s really the basis of this leadership style. Transactional leaders dish out instructions to
their team members and then use different rewards and penalties to either recognize or
punish what they do in response.
Think of a leader offering praise to applaud a job well done or mandating that a group
member handles a despised department-wide task because they missed a deadline. Those
are examples of rewards and punishments in a work setting.
Needless to say, this approach is highly directive, and is often referred to as a “telling”
leadership style.
Pro: Confusion and guesswork are eliminated, because tasks and expectations are clearly
mapped out by the leader.
Con: Due to the rigid environment and expectations, creativity and innovation may be
stifled.
You Might Be a Transactional Leader If…
 You frequently use the threat of having to stay late when you need to motivate your
team.
You’re constantly brainstorming clever ways to recognize solid work—your team
can’t wait to see what you come up with after last month’s taco party.

2. Transformational Leadership
Again, with this leadership style, it’s all in the name: Transformational leaders seek to
change (ahem, transform) the businesses or groups in which they lead by inspiring their
employees to innovate.
These leaders are all about making improvements and finding better ways to get things
done. And as a result, they inspire and empower other people to own their work and chime
in with their suggestions or observations about how things could be streamlined or
upgraded.
Under transformational leaders, people have tons of autonomy, as well as plenty of
breathing room to innovate and think outside the box.
Pro: Leaders are able to establish a high level of trust with employees and rally them around
a shared vision or end goal.
Con: In environments where existing processes are valued, this desire to change things up
can ruffle some feathers.
You Might Be a Transformational Leader If…
You look at every single existing process with a discerning eye and a strong sense
that it could be better.
You’re always encouraging others to get outside their comfort zones and push their
own limits.
You could burst with pride whenever you see a team member achieve something
that was previously thought to be impossible.

3. Servant Leadership
Servant leaders operate with this standard motto: Serve first and lead second.
Rather than thinking about how they can inspire people to follow their lead, they channel
the majority of their energy into finding ways that they can help others. They prioritize
the needs of other people above their own.
Despite the fact that they’re natural leaders, those who follow the servant leadership model
don’t try to maintain a white-knuckle grasp on their own status or power. Instead, they
focus on elevating and developing the people who follow them.
As Simon Sinek eloquently explains in his book, Leaders Eat Last: Why Some Teams Pull
Together and Others Don’t, “leaders are the ones who are willing to give up something of
their own for us. Their time, their energy, their money, maybe even the food off their plate.
When it matters, leaders choose to eat last.”
Pro: This approach boosts morale and leads to a high level of trust, which results in better
employee performance and a more positive company culture overall.
Con: It’s challenging. Constantly pushing your own needs and priorities to the backburner
isn’t something that comes as second nature for most of us.
You Might Be a Servant Leader If…
You’re known for asking, “What can I do to help?” at least three times a day.
You place a high priority on removing roadblocks and helping others get things done.
You never think twice about helping out when you’re asked—because you know that
your own to-do list will still be there when you return.

4. Democratic Leadership
You might also hear this leadership style referred to as “participative leadership.” Leaders in
this category run groups and projects like…well, a democracy.
Even if these leaders are technically higher on the org chart, they emphasize working
together and actively involve their teams in the decision-making process. Democratic
leaders value ideas and input from others, and encourage discussion about those
contributions.
They aren’t handing down orders from on high, and instead take a much more collaborative
approach to getting things done.
Pro: Creativity and innovation are encouraged, which also improves job satisfaction among
employees and team members.
Con: Constantly trying to achieve consensus among a group can be inefficient and, in some
cases, costly.
You Might Be a Democratic Leader If…
You think the best meetings are the ones where everyone has an equal chance to
weigh in.
You can’t remember the last time you made an important decision without getting
input from at least one other person.

5. Autocratic Leadership
Autocratic leadership exists on the opposite side of the spectrum from democratic
leadership.
You can think of this as a “my way or the highway” approach.
Autocratic leaders view themselves as having absolute power and make decisions on behalf
of their subordinates. They dictate not only what needs to be done, but also how those
tasks should be accomplished.
Pro: Decisions are often made quickly and strategically, and teams are kept on track as a
result.
Con: Employees can feel ignored, restricted, and—in the absolute worst of cases—even
abused.
You Might Be an Autocratic Leader If…
You think group discussions and brainstorming only slow things down, and it’s better
if you make important decisions alone.
You dislike it when employees question your decisions—when you’ve said
something, that’s final.

6. Bureaucratic Leadership
Bureaucratic leadership goes “by the book,” so to speak. With this leadership style, there’s a
prescribed set of boxes to check in order to be a true leader.
For example, bureaucratic leaders have hierarchical authority—meaning their power comes
from a formal position or title, rather than unique traits or characteristics that they possess.
They also have a set list of responsibilities, as well as clearly-defined rules and systems for
how they’ll manage others and make decisions. They just need to follow that roadmap
that’s laid out for them.
Pro: There’s plenty of stability. Since this is a systematized approach to leadership, things
remain constant even through personnel changes and other shifts that threaten to rock the
boat.
Con: It’s tempting to fall into the “we’ve always done it this way” trap. This approach can be
inflexible and neglect to leave room for creativity or ideas from employees.
You Might Be a Bureaucratic Leader If…
You frequently find yourself asking how your predecessor handled certain
scenarios—you want to make sure that you’re following the accepted procedure.
You always request confirmation that you’re doing things right whenever you’re
tasked with something new.

7. Laissez-Faire Leadership
Do you remember the term “laissez-faire” from your high school French or history class? If
not, let’s refresh your memory.
This is a French term that translates to “leave it be,” which pretty accurately summarizes
this hands-off leadership approach. It’s the exact opposite of micromanagement.
Laissez-faire leaders provide the necessary tools and resources. But then they step back and
let their team members make decisions, solve problems, and get their work accomplished—
without having to worry about the leader obsessively supervising their every move.
Pro: This level of trust and independence is empowering for teams that are creative and
self-motivated.
Con: Chaos and confusion can quickly ensue—especially if a team isn’t organized or self-
directed.
You Might Be a Laissez-Faire Leader If…
You hardly do any of the talking in project status update meetings. Instead, your
team members are the ones filling you in on where things are.
You’re really only involved in most tasks and projects at two key points: the
beginning and the end.

8. Charismatic Leadership
You know what it means to have a lot of charisma, and that’s exactly what these leaders
possess.
Charismatic leaders have magnetic personalities, as well as a lot of conviction to achieve
their objectives.
Rather than encouraging behaviors through strict instructions, these leaders use
eloquent communication and persuasion to unite a team around a cause. They’re able to
clearly lay out their vision and get others excited about that same goal.
Pro: Charismatic leaders are very inspirational and effective at getting an entire group
invested in a shared objective.
Con: Due to their intense focus, it’s easy for these leaders to develop “tunnel vision” and
lose sight of other important issues or tasks that crop up.
You Might Be a Charismatic Leader If…
You’re known for giving amazing “rally the troops” types of presentations.
You’re usually the one elected to give toasts and speeches at various company
events.