What are the various leadership styles?

[muneeshwar]

What are the various types of leaders?

[muneeshwar]

Different experts have suggested different sets of leadership styles. For example, Rensis Likert, Fiedler, Tannenbanum and Schmidt, Blake and Mouton etc. have suggested different approaches of leadership styles. A lot of research is going on to further update the list of leadership styles. However, the following are some important leadership styles:
(1) Authoritarian or Autocratic style.
(2) Paternalistic style.
(3) Democratic or Participative style.
(4) Laissez faire of Free-rein style.
(1) Autocratic or Authoritarian Leaders—These kinds of leaders give definite instructions, demand compliance, emphasise task performance, exercise close supervision, permit very little or no subordinate influence on decisions and do not welcome suggestions from them. Such a leadership style is negative because subordinates are uniformed, insecure and afraid of leader's authority. Such a leadership style may take two forms oppressive and benevolent.
Under oppressive leadership style, a leader follows autocratic styles in a very strict sense. The leader carries out decisions through fear, threats, punishment, penalties etc. His method of influencing subordinates' behaviour is through negative motivation. Thus subordinates do what they are old, without questioning their superior. Under benevolent autocratic style, a leader takes into account the wishes, feelings and needs of subordinates. His motivation styles are positive. This style is also reflective of the fact that the only true superior-subordinate relationship consists of subordinates doing what they are told without questioning the superior.
The main advantages of this leadership style are strict compliance and quick decisions. But there are more disadvantages. Authoritarian leadership leads to high rate of grievances, absenteeism and turnover. Punitive supervision adversely affects production. Workers under autocratic leaders also expressed less satisfaction than those under democratic leaders. Employees lack motivation. Considering the organisational efficiency and employees' satisfaction, autocratic style generally is not suitable.
(2) Paternalistic style—Paternalistic leaders are heavily work centred but they also have consideration for their subordinates. They tend to look after their subordinates the way a father does his family such a leader helps, guides, protects, and peeps the followers happily working together as members of a team. Subordinates have to follow the leader. Leader encourages the subordinates to go along for everyone's sake. Such leaders like people to be team players. When compared to the authoritarian leadership style, paternalistic style, feel free to meet the leader and look towards the redressal of their grievances and also feel secure about their service. However, with the ever increasing consciousness of employees, this leadership style is being resented and resisted. The main criticism is that subordinates realise that they work and exist in the organisation in their own right and not out of employer's gratitude.
(3) Democratic or participative style—This style is also called consultative or ideographic. This type of leader welcomes the participation of the group in the formulation of policies and decision-making. He attempts to-clarify the goals so that the members of the group acquire the right perspective on their work. He is prepared to listen to his subordinates and is ready to implement suggestions after evaluating them in an objective manner. This type of leader can win the cooperation of the group and can motivate them effectively and positively. Such leaders use influence rather than authority and build two-way communication. These leaders are called employee centered, consultative, permissive and equalitarian.
This leadership style is considered to be most effective than other because it offers some distinct advantages.
(i) It is a highly motivating technique to employees as they feel elevated since their ideas and suggestions are given due consideration in decision-making.
(ii) It provides organisational stability by motivating employees and improving upon their morale and attitude. Further these trained subordinates may take up more responsible positions whenever the organisation needs.
(iii) Under this method of leadership, there are number of people contributing their efforts to the decision-making process. The employees' productivity is high because they are partly to the decision. Thus they implement the decisions wholeheartedly.
(iv) There is involvement of subordinates in the decision making and its implementation and consequently, the subordinates will be willing to accept those changes necessary to implement the decisions, defensiveness is reduced and a positive relationship develops between the manager (leader) and subordinates (followers).
Keeping in view these advantages management makes attempts for effective participation. This style has certain limitations also. For example lack of participation of subordinates in decision making authority, lack of proper understanding of problems of the organisation and its implementation. Inspite of these limitations, it is considered to be the most accepted style of leadership.
(4) Laisse- faire or Free rein—Under this style the leader plays a rather passive role in social participation and leaves complete freedom for group and individual decision. Such a leader does not direct. He makes hardly any contribution to overall effort. Group members perform everything and the leader usually maintains contacts with outside persons to bring the information and materials, which the group needs The leader acts as a coordinator of information believing that each person does his best when left free to work and think in his own way.
This style is suitable to situations where the manager (Leader) can leave a choice lo the group i.e., the subordinates are highly competent and duly-conscious and motivated to such an extent that they can do without a leader (manager) such instances exist very rarely and therefore its use is highly restricted. Such a leadership style may result total disorganisation, confusion and chaos because in the absence of a centralised authority. Subordinates are likely to put in different directions.
Leadership is situational because the best style of leadership depends upon the situation depending on following factors:
(а) Personality traits of the individuals in group (b) task characteristics
© Task roles. (d) Group characteristics