1. Leadership Styles
Autocratic,
Democratic,
Laissez-Faire

2. The main concern in choosing a particular style of leadership is in recognizing what is most appropriate for your group, at a particular time, in a particular situation, to complete a particular task.
How Not To Flip Over a Jeep

3. Autocratic: Leader-Centered
In the autocratic method, the leader is the spark plug whose policies, ideas, and plans are the ones that are carried out. So this leader mainly seeks obedience from the group in getting things done.
Remember the Titans

4. Autocratic: Leader-Centered
Hard-boiled type believes...
Benevolent type...
in constantly checking on everyone
praise will spoil people
people should not question orders
Example: Army
is interested in the individuals within the group
gives praise as well as criticism
is seldom severe or harsh
does not realize his/her leadership is autocratic
Still a top down or leader-centered style of leadership

5. Effective When... Ineffective When...
time is limited
individuals/Group lack skill and knowledge
dealing with a dependent person
dealing with a hostile person, channel that energy constructively
the goal is to develop a strong sense of team
some degree of skill/knowledge is in members
In this style, the leader is the spark plug whose policies, ideas, and plans are the ones that get carried out.

6. Democratic: Group-Centered
In the democratic method, the group is central; from its abilities, ideas, and energies the leader gets the materials to build accomplishment. The leader draws ideas and suggestions from the group by discussion and consultation. Group members are encouraged to take part in setting policy. The leader’s job is largely that of moderator.

7. Democratic: Group-Centered
A Democratic Leader...
involves group members in planning and carrying out activities
asks before he/she tells
gives praise and criticism based on results, not personal likes/dislikes
shares success with the group

8. Effective When... Ineffective When...
time is available
group is motivated and/or sense of team exists
some degree of skill or knowledge available in group
group is unmotivated
no skill/knowledge is in members
high degree of conflict present
Reason for being Democratic is to make Better Decisions

9. Laissez-Faire: Individual-Centered
In the free-rein method, there is a multiple focus. Each individual in the group tends to become a supplier of ideas. The leader is more or less an information booth on had mainly to provide materials and information and exercise minimum control.
Apollo 13

10. Laissez-Faire: Individual-Centered
A Laissez-Faire Leader...
gives little or no direction to group/individuals
gives opinion only when requested
Leaves responsibility with members for getting things done
Tends to let things go hoping individuals will assert themselves

11. Effective When... Ineffective When...
high degree of skill and motivation within group’s members
sense of team exists
dealing with a solo player
dealing with someone who is withdrawn
low sense of team/interdependence
Low degree of skill/knowledge is in members
Dealing with a group-minded person
When skilfully used in suitable situations Laissez-Faire Leadership can release a lot of creative drive

12. Myths About Each
Autocratic does not always mean a dictatorship, or wilful self-satisfaction at the expense of the group.
Democratic does not mean putting all decisions to a vote.
Laissez-Faire does not mean absence of leadership, a group left to lurch along without guidance or direction.

13. Further Leadership Styles
The characteristics of each of the three leadership styles are extreme, and most leaders will employ different amounts of each style. Effective leaders should be able to employ all three styles depending on the situation that the group finds itself in. However, within each of these categories there are more narrow types of leadership.

14. Director Entrepreneur
Identifies each problem and comes up with the solution
May allow decision making process within the group, but will not let the members be a part of the final decision making
Assigns roles to participants and outlines their responsibilities
Relies primarily on his or her own judgment and “common sense”
Makes decisions without notifying the group, and then persuades the group of the validity of the concept
Describes how the decision fits both the interests of the group and the interests of the individual members

15. Counselor
Allows the group to work through the decision making process on their own
Gives background and may play devil’s advocate to the process
Encourages group to consider as many solutions as possible
Selects the solution that appears the most promising.

16. Being the Leader

17. Leadership refers to the process where by an individual directs, guides, influences, or controls the thoughts feelings, or behaviour of other human beings.

18. Why does the need for a leader arise?
They serve as the best means of meeting a particular need for the group.
They have personal objectives which require a group of people to reach a goal.
They have found an assortment of individuals who accept their objectives and their direction.

19. Why does a person become a leader?
It provides a means of satisfying personal needs.
Achievement of goals they desire
Status needs
A desire for recognition

20. Why do followers follow?
Compliance: Fear of something whether it is real or perceived. Example: Marks
Identification: You identify with or like the person or the task.
Internalization: You realize that the task must get done, or that the leader has a purpose.

21. What is the Function/Role of a Leader?
Leaders all have the same 3 basic roles/functions:
Interpersonal: establish and maintain interpersonal contacts within and outside of organizations.
Informational: gather + disseminate (circulate) relevant information to the group.
Decision Making: making the right choice at the right time for the group.
Task: relate these 3 functions to a situation you have been involved with.

22. “People Do Not Want to Work”
- Frederick Hertzberg

23. How do you get people to work? (2 approaches)
Make people work
Make people want to work

24. Making People Work: K.I.T.A.’s
Negative K.I.T.A.’s:
Direct Physical Blow
Whips with animals, slaves
Beating students (caning)

25. Positive K.I.T.A.’s: Carrot on a Stick
Example: Fringe Benefits – Pro Sports Incentive Clauses.
Negative Psychological K.I.T.A.’s: must follow through
Threat of something bad
“If you do that I will …”

26. Hertzberg claims that none of the above work; they do not relate to the motivational factors which produce productivity.

27. Making People Want to Work (2 motivators)
Those that give no satisfaction:
Motivating factors which cause dissatisfaction
Supervision
Administration
Work conditions
Status
Money
Security
Inter personal relations
Motivating Factors Important For Job Satisfaction
Achievement
Recognition of achievement
Responsibility
Advancement
The type of work

28. Conclusion: Motivation is a Function of:
Competence and Ability
Reinforcement of One’s Ability
An Opportunity to Use One’s Ability
Things Not to Use as Motivation:
Bribing through incentives
Delayed reinforcement (I’ll make it up later)
Improper substitution (Money vs. Advancement)
Pay by quantity or by the hour

29. Things to Use to Motivate: Ask yourself 2 questions –
How do I treat people fairly
How do I motivate them
Strive to make work satisfying
Be positive, stress strength not weakness
The job should contain enrichment possibility
You must be “decent to be decent”

30. “Be the change you want to see in the world” - Mahatma Ghandi
Lost Generation