Leadership styles using the right one for your situation From Mahatma Gandhi to Jack Welch, and

Martin Luther King to Rudolph Giuliani, there are as many leadership styles as there are leaders. Fortunately, business people and psychologists have developed useful, shorthand ways of describing the main leadership styles. This can help aspiring leaders to understand and adapt their own styles, so that they can improve their own leadership. Whether you are managing a team at work, captaining your sports team or leading a major corporation, your leadership style is crucial to your success. Consciously, or subconsciously, you will no doubt use some of the leadership styles featured, at least some of the time. By understanding these leadership styles and their impact, you can become a more flexible, better leader. Understanding Leadership Styles The leadership styles we look at here are: Autocratic leadership. Bureaucratic leadership. Charismatic leadership. Democratic leadership/participative leadership. Laissez-faire leadership. People-oriented leadership/relations-oriented leadership. Servant leadership. Task-oriented leadership. Transactional leadership. Transformational leadership. Autocratic Leadership Autocratic leadership is an extreme form of transactional leadership, where a leader exerts high levels of power over his or her employees or team members. People within the team are given few opportunities for making suggestions, even if these would be in the team's or organization s interest. Most people tend to resent being treated like this. Because of this, autocratic leadership usually leads to high levels of absenteeism and staff turnover. Also, the team's output does not benefit from the creativity and experience of all team members, so many of the benefits of teamwork are lost. For some routine and unskilled jobs, however, this style can remain effective where the advantages of control outweigh the disadvantages.

Bureaucratic Leadership Bureaucratic leaders work by the book , ensuring that their staff follow procedures exactly. This is a very appropriate style for work involving serious safety risks (such as working with machinery, with toxic substances or at heights) or where large sums of money are involved (such as cash-handling).In other situations, the inflexibility and high levels of control exerted can demoralize staff, and can diminish the organizations ability to react to changing external circumstances. Charismatic Leadership

A charismatic leadership style can appear similar to a transformationalleadership style, in that the leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving others forward.However, a charismatic leader can tend to believe more in him or herself thanin their team. This can create a risk that a project, or even an entireorganization, might collapse if the leader were to leave: In the eyes of their followers, success is tied up with the presence of the charismatic leader. Assuch, charismatic leadership carries great responsibility, and needs long-termcommitment from the leader. Democratic Leadership or Participative Leadership Although a democratic leader will make the final decision, he or she invitesother members of the team to contribute to the decision-making process. Thisnot only increases job satisfaction by involving employees or team members inwhat s going on, but it also helps to develop people s skills. Employees andteam members feel in control of their own destiny, and so are motivated to workhard by more than just a financial reward.As participation takes time, this style can lead to things happening more slowlythan an autocratic approach, but often the end result is better. It can be mostsuitable where team working is essential, and quality is more important thanspeed to market or productivity. Laissez-Faire Leadership This French phrase means leave it be and is used to describe a leader wholeaves his or her colleagues to get on with their work. It can be effective if theleader monitors what is being achieved and communicates this back to his or her team regularly. Most often, laissez-faire leadership works for teams inwhich the individuals are very experienced and skilled self-starters.Unfortunately, it can also refer to situations where managers are not exertingsufficient control. People-Oriented Leadership or Relations-Oriented Leadership

This style of leadership is the opposite of task-orientedleadership: the leader istotally focused on organizing, supporting and developing the people in theleader s team. A participative style, it tends to lead to good teamwork andcreative collaboration. However, taken to extremes, it can lead to failure toachieve the team's goals.In practice, most leaders use both task-oriented and people-oriented styles of leadership. Servant Leadership This term, coined by Robert Greenleaf in the 1970s, describes a leader who isoften not formally recognized as such. When someone, at any level within anorganization, leads simply by virtue of meeting the needs of his or her team, heor she is described as a servant leader .In many ways, servant leadership is a form of democratic leadership, as thewhole team tends to be involved in decision-

making.Supporters of the servant leadership model suggest it is an important wayahead in a world where values are increasingly important, in which servantleaders achieve power on the basis of their values and ideals. Others believethat in competitive leadership situations, people practicing servant leadershipwill often find themselves left behind by leaders using other leadership styles. Task-Oriented Leadership A highly task-oriented leader focuses only on getting the job done, and can bequite autocratic. He or she will actively define the work and theroles required,put structures in place, plan, organize and monitor. However, as task-orientedleaders spare little thought for the well-being of their teams, this approach cansuffer many of the flaws of autocratic leadership, with difficulties in motivatingand retaining staff. Task-oriented leaders can benefit from an understanding of the Blake-Mouton Managerial Grid, which can help them identify specific areasfor development that will help them involve people more. Transactional Leadership This style of leadership starts with the premise that team members agree toobey their leader totally when they take a job on: the transaction is (usually)that the organization pays the team members, in return for their effort andcompliance. As such, the leader has the right to punish team members if their work doesn t meet the pre-determined standard.Team members can do little to improve their job satisfaction under transactionalleadership. The leader could give team members some control of their income/reward by using incentives that encourage even higher standards or greater productivity. Alternatively a transactional leader could practice management by exception , whereby, rather than rewarding better work, he or she would take corrective action if the required standards were not met.Transactional leadership is really just a way of managing rather a trueleadership style, as the focus is on short-term tasks. It has serious limitationsfor knowledge-based or creative work, but remains a common style in manyorganizations. Transformational Leadership A person with this leadership style is a true leader who inspires his or her teamwith a shared vision of the future. Transformational leaders are highly visible,and spend a lot of time communicating. They don t necessarily lead from thefront, as they tend to delegate responsibility amongst their teams. While their enthusiasm is often infectious, they can need to be supported by detailpeople .In many organizations, both transactional and transformational leadership areneeded. The transactional leaders (or managers) ensure that routine work isdone reliably, while the transformational leaders look after initiatives that addvalue.The transformational leadership style is the dominant leadership style taught inthe "How to Lead: Discover the Leader Within You" leadership program,although we do recommend that other styles are brought as the situationdemands.

Using the Right Style Situational Leadership While the Transformation Leadership approach is often highly effective, there isno one right way to lead or manage that suits all situations. To choose themost effective approach for you, you must consider: The skill levels and experience of the members of your team. The work involved (routine or new and creative). The organizational environment (stable or radically changing,conservative or adventurous). You own preferred or natural style. A good leader will find him or herself switching instinctively between styles according to the people and work they are dealing with. This is often referred toas situational leadership . For example, the manager of a small factory trains new machine operatives using a bureaucratic style to ensure operatives know the procedures that achieve the right standards of product quality and workplace safety. The same manager may adopt a more participative style of leadership when working on production line improvement with his or her team of supervisors

Leadership is the initiation of action to solve problem. Leadership is directing or controlling the activity of a group. Leadership is influencing the activities of group as it moves toward its goals. Leadership is power, But power is not necessarily leadership.

Rather leadership is power that grows out of personal characteristics such as charisma, expertise,and interpersonal skills.

EFFECTIVE LEADERSHIP ORGANISTAION OR WORK PLACE

Basic of this idea is that leader should effectively relate him to others in organisation; she must create a value-based attitude in the organizational setup. . Leader within an organisation can have impact on company norms, value development, so the attitude and value development of the leader is contingent upon the attitudes and values of leader.

The confounder of IBM computers Gov Gerstner is the example of giving value based statement to his followers and demonstrating these values through his attitude and behaviour, he said I want to manage the organisation by principles rather than by procedures. Principles refer to values set for organisation, whereas the procedure is code of conduct or manual for the organisation. It implies that is any new situation one should not see the rules rather one should see to mind and heart and decide at the nick of the time to him the corporate culture has to be built around expectations of performance rather than value of behaviour Gerstner frequently met his employees and colleagues; he used to discuss the problems, Issues and aspirations. He was initiating values environment the organisation by letting others to express their opinions in the improvement of the organizational set up. As an IBM executive he said that there are a lot of expectation of people to have vision of IBM he said its vision should be a series of tough minded market oriented highly effective strategies in each of its business. In this respect it is believed that leader in any organisation need to be more sensitive about his own impact in the organisation. Leader must build the environment of credibility. The focus of leader should be improvement of total human environment of the organisation, so it is deep important; if the human conditions of the organization are improved the economic picture of organisation automatically will be improved Introducing a model and exemplifying through his /her behaviour, norms and values the leader is building norms and values for the whole organisation. First of all he does the task then other followers, will do that task willingly. Leadership in many case is called as learned behaviour, as it is an ongoing process, leadership skills are shaped through the feedback and outcomes .the primary job of organizational leader is to build relationship with co workers managers customers, shareholders, distributors, supplies etc.; It is believed that this relationship building and effort inculcate norms and values in employees s internally, which in turn result motivated and delegated employees. To build effective leadership leader need to cultivate certain characteristics and attributes L listening actively E A D R S empathetic attitude is +tive delivers commitments and promises recognizes his and others abilities sensitivity to other s needs , values and belief system

Leader should built personal relationship, should know the personal goals of each group member. He should demonstrate sensitivity to each member of the group. She should allow the members to resolve their conflicts in amicable way. He should use the sharing approach , and should be able to reciprocate two way process of communication. Leader should link internal culture with external performance.. Leaders must motivate their employees in the group task or activities and with the greater sense of involvement. Those leaders who have included value based and norms in the organization infact they have replaced the beaurocratic. Leadership is where an individual is the hero ; the first to take action and the one to take the risks. The leader has vision, drive and enthusiasm - they are active in most tasks. Management is where someone has ultimate authority and responsibility for the task but is not necessarily the person doing the task - they distribute the task to others in the team and act as advisor and facilitator. Good managers are sometimes leaders; good leaders are sometimes managers. The distinction is primarily between action and enabling.

LEADERSHIP VS MANAGEMENT

LEADERSHIP

MANAGEMENT

Administers Innovates Original Develops Focus on people Inspires trust Strategic- long term Asks what & why Challenges status quo Does right thing Conventional Maintains Focus on systems Relies on control Tactical shorter term Asks how & when Works with what is Does things right

Establishes direction Aligns people Motivates and inspires Creates change Fosters learning Builds self esteem Models openness and self awareness

Works towards goal(s) Aligns resources Maintains motivation Makes change happen Develops skills Provides feedback Reviews and monitors contribution