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Leadership Styles

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Leadership Styles

The following are the :

  1. Laissez-Faire

  2. Autocratic

  3. Participative

  4. Transactional

  5. Transformational

  1. Laissez-Faire

The laissez-faire leadership style is also called as delegation leadership.  In this where all the rights and power to make decisions is fully given to the worker. This was first described by Lewin, Lippitt, and White in 1938, along with the autocratic leadership and the democratic leadership styles.

  1. Autocratic Leadership

Autocratic leadership or otherwise called as authoritarian leadership, is a leadership style characterized by individual control over all decisions. Little input from group members. Autocratic leaders typically make choices based on their ideas and judgments and rarely accept advice from followers

  1. Participative Leadership

Participative leadership is kind of managerial style that invites input from employees on all company decisions. The staff is given pertinent information regarding company issues, and a majority vote determines the course of action the company will take.

  1. Transactional Leadership

Transactional Leadership, also known as managerial leadership, focuses on the role of supervision, organization, and group performance.  It is a Leadership commonly used in many organization in recent days.  Transactional leadership is a style of leadership in which the leader promotes compliance of his/her followers through both rewards and punishments.

  1. Transformational Leadership

Transformational leadership is a style of leadership where the leader works with employees to identify the needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of the group. It serves to enhance the motivation, morale, and job performance of followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to the project and the collective identity of the organization. Being a role model for followers in order to inspire them and raise their interest in the project. Challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, allowing the leader to align followers with tasks that enhance their performance.

 

 

Please also refer to the CK PRAHALAD: THE MIND OF THE FUTURIST RARE INSIGHTS ON LIFE, LEADERSHIP & STRATEGY

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