BEHAVIORAL

APPROACHES
TO
LEADERSHIP
STYLES
BY:
CZERWIN S. JUALES,R.N.
Let’s define…Leadership Style

 Total pattern of
explicit and implicit
leaders’ action as seen
by the employees.
Let’s define…Leadership Style

Traits
Philosop Skills
and
hy
Attitude

Leaders
hip
Style
Let’s define…Leadership Style

 Employees do not
respond solely to
what leaders think
and do and say but to
what they perceive
leaders are.
Let’s define…Leadership Style

 Therefore,

LEADERSHIP IS TRULY
IN THE EYES OF THE
BEHOLDER!
 Style Approach to Leadership

 The style approach

emphasizes the behavior of
the leader. 

 The style approach focuses

exclusively on what leaders do
and how they act.
 Styles of Leadership
Within this style of leadership there are
two general kinds of behaviors:

Leadership Behavior

Task Behavior Relationship Behavior

 Styles of Leadership

TASK BEHAVIOR RELATIONSHIP BEHAVIOR

 Focuses on goal  Help subordinates feel

attainment comfortable wit
themselves, with each
 Help group members to other, and with the
achieve their objectives. situation in which they find
themselves. 

PRODUCT PROCESS
Styles of Leadership

REMEMBER!
 The emphasis of the style
leadership approach is how a
leader will blend the two behaviors
to enhance group success.
Styles of Leadership

 An effective leader will initiate

structure, task behaviors, and then
nurture, process, subordinates to
realize his or her full potential.
Styles of Leadership

 One leader may be high or low in

task behaviors and high or low in
process behaviors.  One behavior
does not necessarily work in
relation to the other, for example
it may be expected that if one is
high the other is also high.
REWARDS
OR
PENALTIES ?

BY:
CZERWIN S. JUALES,R.N.
Positive and Negative Leaders

POSITIVE NEGATIVE
THREATS/
REWARDS FEARS

ECONOMICS HARSHNESS

EDUCATION PENALTIES
 STYLES AND
THE USE OF
POWER

BY:
CZERWIN S. JUALES,R.N.
Styles and the use of POWER

Leadership Styles

Autocratic Consultative Participative

 AUTOCRATIC LEADERS

Centralizes power and decision making in themselves.

Leaders takes full authority and assume full

responsibility.

Employees are expected to do what they are told and

not to think for themselves.

Centralizes power and decision making in themselves.

 Autocratic Leadership

ADVANTAGE DISADVANTAGE

Satisfying to the Leader. Most employees dislike it.

Allows the use of less competent

Can increase absenteeism rates.
subordinates.

Can create fear and frustration

Permits quick decision. among employees.

Provides security and structure to the Can decrease turnover rates.

employees.
 Autocratic Leadership

Autocratic Leadership is
typically negative, based on
threats and punishment, but it
can appear to be positive, as
demonstrated by the
BENEVOLENT AUTOCRAT who
chooses to give some rewards to
the employees.
 CONSULTATIVE LEADERS

One or more employees are being ask for their

inputs prior to decision making.

These leaders choose to use or ignore the

information and advice received.

If the employee's inputs are seen as used,

employees are likely to feel as though they had a
positive impact.

If the employee’s inputs are consistently rejected,

employees are likely to feel that their time has been
wasted.
PARTICIPATIVE LEADERS

Also called DEMOCRATIC Leadership style.

Encourages the employees to be part of the decision

making.

Under this kind of leadership, employees are well-

informed about everything that affects their work.

They share in the decision making and problem

solving responsibilities.
 PARTICIPATIVE LEADERS

Democratic Leadership can produce a high quality

and high quantity work for long periods of time.

Many employees like the trust they receive and

respond with cooperation, team spirit, and high
morale.
 PARTICIPATIVE LEADERS
A DEMOCRATIC LEADER IS…

Develops plan to help employees evaluate their performance.

Encourage employees to grow on the job and be promoted.

Allow employees to establish goals.

Recognizes and encourages achievement.

Shares the problem solving and decision-making to the staff.

Encourage team building and participation.

 LAISSEZ-FAIRE LEADERS

Also known as “Hands-off style.

There is little or no direction from the leader and the

employees has much freedom as possible.

All authority or power is given to the employees and

they must determine goals, make decisions, and
resolve problems in their own.
 LAISSEZ-FAIRE LEADERS
THIS KIND OF LEADERSHIP IS EFFECTIVE WHEN:

Employees are highly skilled, experienced, and

educated.

Outside experts, such as staff specialists or consultants

are being used.

Employees have pride in their work and drive to do it

successfully.

Employees are trustworthy and experienced.

 EMPLOYEE
AND TASK
ORIENTATIO
N

BY:
CZERWIN S. JUALES,R.N.
 Employee and Task Orientation

CONSIDERATION STRUCTURED

Also known as employee orientation. Also known as task oriented leaders

Considerate leaders are concerned They believe that good results are
about human needs of their attained by keeping people
employees. constantly busy.

They try to build teamwork, provide

Focusing on work and ignoring
psychological support and help
personal issues and emotions and
employees with their personal
urging them to increase in production.
problems.
Employees and Task Orientation

CONSIDERATION and STRUCTURE appear to be somewhat interdependent of

each other, so they should not necessarily be viewed as opposite ends of
continuum.

The most successful managers are those who combine relatively high
consideration and structure, giving somewhat more emphasis to consideration.
 THE
MANAGERIA
L GRID

BY:
CZERWIN S. JUALES,R.N.
Blake and Mouton’s Managerial Grid
Blake and Mouton’s Managerial Grid

Also called, the Managerial Grid or Leadership Grid.

A popular framework for thinking about a leader’s ‘task versus person’ orientation
was developed by Robert Blake and Jane Mouton in the early 1960s.

It plots the degree of task-centeredness versus person-centeredness and identifies

five combinations as distinct leadership styles.
Blake and Mouton’s Managerial Grid

Behavioral Dimension

Concern for Task / Production Concern for People

Leader cares little about people and This leader cares little about productivity
operates in fear of something going and operates wholly to from a desire to
wrong. Focuses on productivity. be love and approved of.
Blake and Mouton’s Managerial Grid
Impoverished Style (1,1)

Description:
 Leaders have low
concern for both
people and
production. This style
is used to avoid
getting trouble.
Country Club Style (1,9)

Description:
 Leader has high concern
for people and low
concern for production.
Leaders using this style
pay much attention to
the security and comfort
of the employees, in
hopes that this would
increase performance.
Produce or Perish Style (9,1)

Description:
 With a high concern to
production and low
concern for people,
leaders using this style
finds employee needs
unimportant. Employees
are pressured through
rules and punishments to
achieve company goals.
Middle-of-the-Road Style (5,5)

Description:
 Leader try to balance
between company goals
and worker’s needs. By
giving some concern to
both people and
production, leaders who
use this style hope to
achieve acceptable
performance.
Team Style (9,9)

Description:
 Leaders who use this
style rely heavily on
making employees
feel as constructive
part of the
organization.
 EMERGING
APPROACHES
TO
LEADERSHIP

BY:
CZERWIN S. JUALES,R.N.
 Substitutes and Enhancers for
Leadership

SUBSTITUTE FOR LEADERSHIP

 Are factors that makes leadership roles
unnecessary through replacing them with
other sources.
 Presence of such substitutes as strong
subordinate experience, clear rules or
cohesive work groups helps decrease the
need for leader’s traditional task
orientation
 Substitutes and Enhancers for
Leadership

ENHANCERS FOR LEADERSHIP

 These elements amplifies a leader’s impact
on employees.
 A directive orientation may be improved by
an increase in leader’s status or reward
power.
 Substitutes and Enhancers for
Leadership
N P SP EI
eh ue nn
y be hc
us rs ar
it tia ne
cr pt ca
aa up es
lil rt er
d ea ls
zi is e
es s a
tr a d
as l/ e
n f r’
c e s
e e s
b d t
e b a
t a t
w c u
e k s
e a
SELF-LEADERSHIP
AND
SUPERLEADERSHIP

BY:
CZERWIN S. JUALES,R.N.
 SELF-LEADERSHIP

 This process has two thrusts:

1. Leading one self to perform
naturally motivating task.
2. Managing oneself to do work
that is required by not
naturally rewarding.
 Requires self observation, self-set
goals, management of cues, self
reward, self rehearsal and self-
criticism.
 SUPERLEADERSHIP

 This process has two thrusts:

1. Leading one self to perform
naturally motivating task.
2. Managing oneself to do work
that is required by not
naturally rewarding.
 Requires self observation, self-set
goals, management of cues, self
reward, self rehearsal and self-
criticism.
COACHING

BY:
CZERWIN S. JUALES,R.N.
 COACHING

It has been described as a secret

weapon of some outstanding
organizations that allows them to build
an arsenal of well prepared leaders.

Focuses mostly on enhanced

performance as supported by high
expectations and timely feedback while
building on the tools of trust, mutual
respect, integrity, openness and
common purpose.
 COACHING

To facilitate change through coaching,

skillful leaders, initiate periodic
dialogues that maintains a healthy
balance between building the
employee’s self-esteem and introducing
creative tension for change.

Prerequisites to successful coaching

includes employee’s willingness to
change, capability of changing and
opportunity to practice new behavior.
 OTHER
APPROACHE
S ON
LEADERSHIP

BY:
CZERWIN S. JUALES,R.N.
VISIONARY LEADERS

 Thiskind of leader can paint a

portrait of what the
organization needs to become
and then use their
communication skills to
motivate other to achieve
vision.