ETHICAL LEADERSHIP

AND LEADERSHIP STYLES

GROUP 4
GARCIA, JAYSON R.
REGAL, KENNETH M.
LEADERSHIP ETHICS
Ethics refer to the desirable and appropriate values
and morals according to an individual or the society at
large. It serve a guidelines for analyzing “what is good
or bad” in a specific scenario. Correlating ethics with
leadership, we find that ethics is all about the leader’s
identity and leader’s role.
Ethical theories on leadership talk about two main
things:

(a) The actions and behavior of leaders; and

(b) The personality and character of leaders.
It is essential to note that “Ethics are an essential to
leadership”.
LEADERSHIP STYLES
1. AUTHORITARIAN ( AUTOCRATIC) LEADERSHIP
Authoritarian−also referred to as autocratic−leaders have
clear command and control over their peers. Decision-
making is centralized, meaning there is one person making
the critical decisions. An authoritarian leader has a clear
vision of the bigger picture, but only involves the rest of the
team on a task-by-task or as-needed basis.
2. PARTICIPATIVE ( DEMOCRATIC) LEADERSHIP
Participative or democratic leaders welcome everyone’s opinions
and encourage collaboration. While they might have the final say,
these leaders distribute the responsibility of making decisions to
everyone.

Participative leaders are part of the team. They invest their time
and energy in their colleagues’ growth because they know it will,
in turn, help them reach the end goal. If you excel in collaborative
group environments, this might be your leadership style.
KURT LUWIN
3. DELEGATIVE (LAISSEZ-FAIRE) LEADERSHIP
Lewin’s third style is delegative or laissez-faire leadership. Delegative
leaders offer very little guidance to the group. They allow team
members complete freedom in the decision-making process.

Delegative leaders separate themselves from the group and choose

not to participate or interrupt the current trajectory of a project.
Their comments are infrequent. Group members might even forget
what this leader looks like by the time they finish the project.
4. VISIONARY LEADERSHIP
Vision leadership is comparable to Lewin’s authoritative
style. Visionary leaders have clear, long-term visions, and
are able to inspire and motivate others.
5. COACHING LEADERSHIP
A coaching leader is able to identify other team members’
strengths and weaknesses and coach them to improve. They
are also able to tie these skills to the company’s goals.

Coaching leadership is successful when the leader is creative,

willing to collaborate, and can give concrete feedback. It’s also
important that the coach knows when to step back and give
the person autonomy.
6. AFFILIATIVE LEADERSHIP
Affiliative leadership is relationship-focused. The intention of an
affiliative leader is to create harmony. This charismatic leader
works to build and foster relationships within the workplace which
leads to a more collaborative and positive work environment.

An affiliative leader is helpful when creating a new team or when

in crisis, both of these situations require trust. This leadership style
can be harmful when the leader focuses too much on being a
friend and less concerned with productivity and company goals.
DALAI LAMA
7. DEMOCRATIC LEADERSHIP
Democratic leadership is the same concept as Lewin’s participative
leadership. All team members are encouraged to participate and share
ideas. As a result, the team feels empowered, even though the leader
ultimately has the final say.
 
Democratic leadership is successful in highly skilled teams, where
members can provide fruitful contributions. It is less impactful for junior
teams that don’t have as much experience or knowledge on the topic. It
also shouldn’t be used in situations that need immediate action.
  
8. PACESETTING LEADERSHIP
A pacesetting leader sets an example of high productivity,
performance, and quality. Team members are supposed to follow
in their footsteps. If team members can’t keep up, pacesetting
leaders will step in and complete the task correctly.

Pacesetting leadership is successful when the leader creates clear

requirements and motivates team members to meet deadlines.
It’s unsuccessful when team members lose trust in the leader
and become stressed, overworked, or unmotivated.
JACK WELCH
9. COMMANDING LEADERSHIP
Commanding leadership is comparable to directive or coercive leadership.
In this style, the leader has clear goals and objectives that they
communicate to the team and expect others to follow. They put
procedures and policies in place to create structure.
 
Commanding leadership is typically used when other team members don’t
have skills or expertise. In this scenario, the members need structure in
order to know how to complete their tasks. It is also successful in
emergency situation when there is no time for discussion. This leadership
style should be used in combination with the others, if used at all.
10. TRANSFORMATIONAL LEADERSHIP
In addition to Lewin’s leadership theory and the emotional
leadership theory, there are two more noteworthy styles of
leadership: TRANSFORMATIONAL and TRANSACTIONAL.
 TRANSFORMATIONAL VS. TRANSACTIONAL
LEADERSHIP
TRANSFORMATIONAL TRANSACTIONAL

Lead by gaining trust and Lead by using a system of

respect of the team and rewards to motivate team
empowering others. members.
 THANK YOU
FOR LISTENING