Lesson 2 Leadership Styles & Techniques

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The Theory
Leadership Grid (Garima)
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A model of behavioral leadership developed in the 1950s by Robert Blake and Jane Mouton.
Previously known as the Managerial Grid, it is based on two behavioral dimensions - concern for
production, plotted on the X-axis on a scale from one to nine points; and concern for people, plotted
on a similar scale along the Y-axis.
The model identified five leadership styles by their relative positions on the grid:
Impoverished (concern for production = 1, concern for people = 1)
Produce or Perish (9,1)
Middle of the Road (5,5)
Country Club (1, 9)
Team (9,
9)
http://smallbusiness.chron.com/e
xamples-leadership-grid-styles-11873.html
o Impoverished Style, Produce or Perish Style, Country Club Style, Team Leader Style are all examples
of leadership grid listed in this article. Impoverished Style, are Leaders who have a low concern for
both people and production tend to expend as little effort as possible on the job. Produce or Perish
Style, is when Authoritarian leaders show little concern for people and focus exclusively on
efficiency. Country club Style, are Leaders who avoid conflict and maintain an easy-going work
atmosphere may be popular but tend to produce unreliable results over time. Team Leader Style is
when A team leader achieves results by maintaining a balance between a concern for people and a
concern for production.
Transactional Leadership (Garima)
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Transactional leadership, also known as managerial leadership, focuses on the role of supervision,
organization and group performance. This theory of leadership was first described in by sociologist
Max Weber, and further explored by Bernard M. Bass in the early 1980s.
Basic Assumptions of Transactional Leadership
People perform their best when the chain of command is definite and clear.
Workers are motivated by rewards and punishments.
Obeying the instructions and commands of the leader is the primary goal of the followers.
Subordinates need to be carefully monitored to ensure that expectations are
met. http://leadershipchamps.wordpress.com/2008/08/04/transactional-leadership-vstransformational-leadership/
o Transactional leaders : Coaches of sports teams provide a good example of this. There is little
flexibility within the rules for a sports team and adherence to organizational norms is key, but good
coaches are able to motivate their team members to play and win even at risk to themselves.
Transformational Leadership (Garima)
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Transformational leadership as a process where 'leaders and their followers raise one another to
higher levels of morality and motivation.'
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Transformational Leadership:
Is a model of integrity and fairness.
Sets clear goals.
Has high expectations.
Encourages others.
Provides support and recognition.
Stirs the emotions of people.

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Gets people to look beyond their self-interest.

Inspires people to reach for the improbable.
https://www.legacee.com/ontransformational-leadership/list-of-transformational-leaders/#sthash.Wdpt6PnQ.dpbs
o Entrepreneurs must function as transformational leaders to transform a small business into a large
one. transformational leaders have been written about for thousands of years and have both praised
(Christ and Buddha) and cursed (Attila the Hun and Gengish Khan).
Servant Theories of Leadership (Garima)
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Servant Leadership is a recent theory of leadership that argues that the most effective leaders are
servants of their people. Servant leaders get results for their organization through whole-hearted
attention to their followers and followers needs.

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http://lincolninstitute.wordpress.com/2011/05/31/lincoln-as-a-servant-leader/
Lincoln was already interested in conducting research around the concept of Servant Leadership,
although he had not formally formulated its exact scope. Servant leadership, as conceptualized by
Robert Greenleaf, is a unique and exceptional leadership style that is infrequently encountered.

Classic Leadership Styles (Luxna)

o 1. Autocratic-is aleadership stylecharacterized by individual control over all decisions and
little input from group members.Autocratic leaders typically make choices based on their

own ideas and judgments and rarely accept advice from followers. Autocratic leadership
involves absolute, authoritarian control over a group.
http://www.brighthubpm.com/resource-management/77233-examples-of-companieswith-autocratic-leadership/
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A striking example of an autocratic leader in the corporate world was Leona Helmsley of the Helmsley
hotel chain. While Leonas autocratic leadership style did make the Helmsley hotel chain popular, her
demands of perfection from everyone, and her exacting ways scraped the dignity of everyone on her
payroll, from the cleaning staff to top executives. She allegedly treated people like garbage. Disgruntled
employees soon raised several charges of tax evasion, kickbacks, extortion, and the like against Leona, and the
charges of tax evasion struck.

2. Bureaucratic-is a leadership style based upon fixed official duties under a hierarchy of
authority, applying a system of rules for management and decision-making. This style of
leadership can be advantageous in highly regulated lines of business, and it can be an
efficient management style in companies that don't require much creativity or innovation
from employees.

3. Lassiez-Faire-is a type of leadership stylein which leaders are hands-off and allow group
members to make the decisions. Researchers have found that this is generally the leadership
style that leads to the lowest productivity among group members.
4. Democratic- leadership style that is a very open and collegial style of running a team.
Ideas move freely amongst the group and are discussed openly. Everyone is given a seat at
the table, and discussion is relatively free-flowing.

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Fiedlers Model (Luxna)

Measures the effectiveness of a group's performance based on the leadership style and the
situation of the group. It is used to help management choose suitable leaders for each work
group type.
There are two factors that result from this: leadership style and situation favorableness (or
situational control).

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http://www.mindtools.com/pages/article/fiedler.htm
The Fiedler Contingency Model asks you to think about your natural leadership style, and the
situations in which it will be most effective. The model says that leaders are either task-focused,
or relationship-focused. Once you understand your style, it says that you can match it to
situations in which that style is most effective.
Hersey-Blanchard (Luxna & Levi)
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A situational leadership model which suggests that there is no single optimal leadership style,
and successful leaders adjust their styles based on "follower maturity. The model proposes
that leaders deal with varying levels of follower maturity by adjusting their relative emphasis
on task and relationship behaviors. According to the model, this gives rise to four leadership
styles
1. Delegating Style:a low-task, low-relationship style, where the leader allows the group to
take responsibility for task decisions.
2. Participating Style:a low-task, high-relationship style that emphasizes shared ideas and
decisions.
3. Selling Style:a high-task, high-relationship style, in which the leader attempts to "sell" his
ideas to the group by explaining task directions in a persuasive manner.
4. Telling Style:a high-task, low-relationship style where the leader gives explicit directions
and supervises work closely.

http://www.investopedia.com/terms/h/hersey-and-blanchard-model.asp
This article explains how the Hersey-Blanchard situational leadership style works. Managers
using the Hersey-Blanchard model must be able to select the leadership style that matches the
maturity of followers. For example, if follower maturity is high, the model suggests a delegating
style of leadership where the leader has to provide minimal guidance.

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Houses Path-Goal Theory (Luxna & Levi)

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developed to describe the way that leaders encourage and support their followers in
achieving the goals they have been set by making the path that they should take clear and
easy.

Supportive leadership
Considering
the needs of the follower, showing concern for their welfare and creating a friendly working
environment. This includes increasing the follower's self-esteem and making the job more
interesting. This approach is best when the work is stressful, boring or hazardous.
Directive leadership
Telling
followers what needs to be done and giving appropriate guidance along the way. This
includes giving them schedules of specific work to be done at specific times. Rewards may
also be increased as needed and role ambiguity decreased (by telling them what they should
be doing).
Participative leadership
Consulting
with followers and taking their ideas into account when making decisions and taking

particular actions. This approach is best when the followers are expert and their advice is
both needed and they expect to be able to give it.
Achievement-oriented leadership
Setting challenging goals, both in work and in self-improvement (and often together).
High standards are demonstrated and expected. The leader shows faith in the capabilities
of the follower to succeed. This approach is best when the task is complex.

http://www.nwlink.com/~donclark/leader/lead_path_goal.html
This article shows examples how a path-goal theory works. Path-Goal Theory explains that If a leader
provides more structure than what they need, they become less motivated. Thus a leader needs to
understand their employees so they know how to best motivate them. Also in path-goal theory, if the task
is ambiguous, then the leader might have to give it more structure or an extremely difficult task might call
for leader support.

9. Vroom-Jago Model: (Pavan)

- The Vroom-Jago decision model is a rational model used by leaders to determine whether they should
make a decision alone or involve a group, and to what extent the group should be involved.
- https://www.youtube.com/watch?v=zWXx7Ge7VPE
- http://education-portal.com/academy/lesson/the-vroom-yetton-leader-participation-model-rethinkingbusiness-decision-making.html#lesson
- Helps leaders choose an alternative choice of decision making that best fits the problem, Authority
decision, consultative decision, and group decision.

10. Collaborative leadership: (Pavan)

- Collaborative leadership is the intentional and skillful management of relationships that enables others
to succeed individually while accomplishing a collective outcome. Collaboration is NOT the outcome or
goal.
- https://www.youtube.com/watch?v=QowFJswk_ZA
-http://www.innocentive.com/blog/2013/11/21/8-differences-between-traditional-and-collaborativeleaders/
- None of us are as smart as all of us, so everyone should get a saying and input their opinion or
knowledge. These groups operate on the basis of shared power and management among peers, rather than
direction from the top through a hierarchy of authority.

Reflection
I think I use a democratic leadership style. I like to hear other people's inputs and also factor in mine. I
like majority of the group to be happy. I enjoy having free-flow discussions, where everyone contributes.
However, I think I can improve on accepting a majority vote. I often feel sulky or am not pleased when
the majority votes for a decision that I did not vote for. I will try and convince the rest of the group to
pick my way. I think I can improve on this selfish behaviour. It would make me a better leader if I can go
along with other people's wants and work as a team. I think the democratic style is the best style for my
team in BOH. We all like our opinions to be heard and like to collaborate. We also would feel offended if
our manager told us what to do and forced us to do certain things. I think the democratic style best
allows us to work together and share our ideas to produce a good final piece.