Leadership Styles Report-Libre

8/12/2019 Leadership Styles Report-Libre

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Leadership styles

By

Muhammad Waqar

(Medical Physics MP-08)

Report submitted to Dr. Tariq Majeed in partial fulfillment of

requirements for the course of Communication Skills

Department of Physics and Applied Mathematics,

Pakistan Institute of Engineering & Applied Sciences,

Nilore, Islamabad, Pakistan

August, 2012


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Dedication

Dedicated to my parents, teachers,

friends and my homeland,

Pakistan.


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Table of ContentsTable of Contents ........................................................................................................... vList of Figures .............................................................................................................. viiList of Tables ............................................................................................................. viiiAbstract ......................................................................................................................... ix1) Introduction ............................................................................................................ 1

1.1) Historical Background..................................................................................... 11.2) Importance of the Study .................................................................................. 2

2) Materials and Methods ........................................................................................... 32.1) Leadership Theories ........................................................................................ 3

2.1.1) Trait Theories of Leadership .................................................................... 32.1.2) Behavioral Theories of Leadership .......................................................... 42.1.3) Contingency Theories of Leadership ....................................................... 5

2.2) Leadership Frames .......................................................................................... 62.2.1) Structural Leadership ............................................................................... 62.2.2) Human Resource Leadership ................................................................... 72.2.3) Political Leadership ................................................................................. 82.2.4) Symbolic Leadership ............................................................................... 82.2.5) Group leadership ...................................................................................... 92.2.6) Self-Leadership ...................................................................................... 10

2.3) Qualities of Leadership ................................................................................. 112.4) Leadership Styles .......................................................................................... 12


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2.4.1) Authoritarian (autocratic) ....................................................................... 122.4.2) Participative (democratic) ...................................................................... 132.4.3) Laissez Faire Style (free reign) .............................................................. 132.4.4) Transactional Leadership Style .............................................................. 152.4.5) Task-Oriented Leadership style ............................................................. 162.4.6) People-Oriented/Relations-Oriented Leadership style .......................... 162.4.7) Servant Leadership................................................................................. 172.4.8) Transformational Leadership ................................................................. 17

3) Result & Discussions ........................................................................................... 183.1) Advantages of leadership styles: ................................................................... 183.2) Disadvantages of leadership styles:............................................................... 18

3.3) Application (When to Use It) ........................................................................ 183.4) Factors Affecting Style.................................................................................. 193.5) Example:........................................................................................................ 19

4) Summary & Conclusion ....................................................................................... 215) References ............................................................................................................ 246) Vita ....................................................................................................................... 25


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List of Figures

Figure 1: Trait theories of leadership ............................................................................. 4Figure 2: Behavioral theories of leadership ................................................................... 5Figure 3: contingency theory of leadership ................................................................... 5Figure 4: structural leadership ....................................................................................... 7Figure 5: Human resources leadership ........................................................................... 7Figure 6: political leadership ......................................................................................... 8Figure 7: symbolic leadership ........................................................................................ 9Figure 8: Group leadership .......................................................................................... 10Figure 9: Self leadership .............................................................................................. 11Figure 10: Autocratic style........................................................................................... 12Figure 11: Democratic style ......................................................................................... 13Figure 12: Laissez Faire style ...................................................................................... 13Figure 13: Describe suitable style ................................................................................ 14


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List of Tables

Table 1: Forms of Leadership Styles ........................................................................... 17


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Abstract

This report presents a review of leadership theory, frameworks and leadership styles

that was commissioned to assist the development of Management and Leadership in

organization and country leadership. The report begins with a review of leadership

theories and tracks their evolution over the past 70 years from the great man notion

of heroic leaders, through trait theories, behaviorist theories, situational leadership,

and contingency theory and on to transactional and transformational leadership. Each

of these offers some insights into the qualities of successful leaders, but there has

been a shift in focus from the generic characteristics and behaviors of the individual torecognition of the importance of responding to different situations and contexts and

the leaders role in relation to followers.The next section, on Leadership Models and

Competency Frameworks, presents a range of leadership and management

frameworks currently being used in organizations. Frameworks are discussed are

structural frame work, human resources framework, political leadership framework,

symbolic leadership frame work, group leadership framework, self-leadership

framework, and web links to the full models included where available. The next

section, on Leadership qualities in which different qualities are discuss which are very

important to describe the style of leadership and future are Humility, Integrity,

Collaboration, Justice, Courage, Temperance, Accountability, Humanity, Judgment,

and Transcendence. The other section which is the main theme of our report that

different styles of leaders .Here we discuss the four most important styles of leaders

are Autocratic style, Bureaucratic style, Laissez Faire style, participative or

democratic styles. Some other styles are also discussed which are less important but

having some significance are Transactional Leadership Style, Task-Oriented

Leadership style, Servant Leadership, People-Oriented/Relations-Oriented Leadership

style, Transformational Leadership styles. The section on Providing Governance,

describes the key legal and ethical responsibilities of Directors and an indication of

the kinds of skills, behaviors and values required to achieve these. Describe the

leadership style of Quaid e Azam Muhammad Ali Jinnah is result and discussions.


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1) Introduction

Leadership style is a form of cross situational behavioral consistency. It refers to the

manner in which a leader interacts with his or her subordinates. More specifically,

dimensions of leadership style depict the way in which a leader:

a. Attempts to influence the behavior of subordinates (Goal Attainment

Function)

b. Makes decisions regarding the direction of the group (Adaptation Function)

c. His or her balance between the goal attainment function and the maintenance

function of the group.

1.1) Historical Background

Leadership is a complex phenomenon. A great number of definitions have been

offered over the years. The literature suggests that there is an important distinction

between the two terms: leader and manager. According to Squires , leaders are

concerned with the spiritual aspect of their work, that is, they have followers who

deeply believe in them and they possess a latent power in organizations. However,managers deal with mundane tasks such as allocation of roles, tasks and resources

needed to achieve organizational goals, Managers are associated with periods of

stability; leaders with periods of turbulence . When people are at peace, happy and

satisfied there is hardly any need for leadership. On the other hand, when the human

condition is at stake and the situation urges someone to step forward and initiate

change, the need for leadership is high. In addition to this, leaders have a vision of the

future and they develop strategies that are necessary to bring about changes needed to

achieve that vision. However, managers take incremental steps and create timetables

to achieve those results.

Throughout history theoretical explanations for leadership have been proffered. The

Trait Approach up to the late 1940s claimed that leadership ability is inbornIt

proposes that a particular style is appropriate in some situations whereas others are

not. However, recent approaches to leadership focus on vision and charisma, a term

used by sociologist Max Weber to describe leaders who can lead, but who do not hold

a sanctioned office. In the late 1970s the concepts of transactional and


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transformational leadership emerged. Transactional leadership claims that the

relationship between managers and employees is based on bargaining whereas

transformational leadership supposes that the relationship between the manager and

the employee is of mutual trust and characterized by four factors: charisma,

inspiration, individual consideration and intellectual stimulation. Bolman and Deal

categorized leadership into four frames: the structural, human resource, political and

symbolic frames. Firstly, the structural frame focuses on the importance of formal

roles and relationships.

The main issue is how to divide the work, and how to assign people to different works

and units. Secondly, the human resource frame suggests that organizations are made

up of people who have different needs, feelings and interests. The main issue is to

make the organization fit its people. Thirdly, the political frame views organizations

as political arenas in which resources are scarce and people compete for power. The

main issue is to form coalitions and build negotiation. A political frame will be

prominent where resources are scarce, conflict and diversity are high. A symbolic

frame will be of particular importance where goals are unclear and ambiguity is high

[1].

1.2) Importance of the Study

Few leaders understand the full importance of how influential their leadership style is

on the performance and satisfaction of their employees. Leaders control both

interpersonal and material rewards and punishments that often shape employee

behavior and influence an employees performance, motivation, and attitude. They

can affect an employees self-image and resulting potential in either a positive or

negative way by being supportive, fair, and encouraging, or unsupportive,

inconsistent, and critical. In addition, they can even affect an employees health and

energy level by creating a stimulating work climate or one filled with tension and

fear.. There are no doubt variables other than a leaders style that affect employee

performance and satisfaction. Certainly, job challenge and interest, organizational

working conditions and work climate, opportunities for growth and advancement, and

peer relations among other factors should be considered. However, the potential

consequences of a leaders style should be understood and not be underestimated[2].


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2) Materials and Methods

2.1) Leadership Theories

As mentioned before, especially within the past century influential theories for

leadership have been developed. The Trait Approach that endured up to the late 1940s

claimed that leadership ability is inborn. In the late 1940s to late 1960s Behavioral

Approach became dominant advocating that effectiveness in leadership has to do with

how the leader behaves. In the late 1960s to the early 1980s the Contingency

Approach became popular suggesting that effective leadership is dependent upon the

situation. Recent approaches to leadership focus on vision and charisma, the term

used by sociologist Max Weber to describe leaders who can lead but who do not hold

a sanctioned office. Later, Burns introduced the concepts of transactional and

transformational leadership. In 1991, Bolman and Deal categorized leadership into

four frames: the structural, human resource, political and symbolic frame which

constitute the background for this particular survey research [1].

2.1.1) Trait Theories of Leadership

The study of special traits of leaders emerged from the belief that leadership and

abilities such as intelligence were inherited. In addition to intelligence other factors

such as birth order, status and liberal parents highly correlate with leadership abilities.

This approach dominated the study of leadership up to the 1950s. It tried to define any

distinguishing physical or psychological characteristics of the individual that explains

the behavior of leaders. It claims that leadership ability is inborn. As the distinguished

philosopher Aristotle enunciates that from the hour of birth, some are marked out for

subjection, others for rule.

However, some shortcomings of this approach were identified. Firstly, it is not

clarified which of the traits are most important and which are not. Secondly, some

traits overlap. For example, tact, judgment, and common sense are listed as separate

traits but the last one covers the preceding ones. Thirdly, trait studies do not

distinguish between traits helping to become a leader and those enabling it to be

maintained.

Fourthly, most trait studies are descriptive. There is an assumption that the leaders

traits existed prior to leadership and most of them have failed to approach the study of


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personality as an organized whole. Several studies were conducted to identify leader

traits. Manns later reviews suggested 750 findings about the personality traits of the

leaders. However, many of the traits found in one study undermined or were found to

be unimportant in others. Gibb argues that failure to outline leadership traits should

not be accounted for their absence, but for lack of measurement and comparability of

data from different kinds of research. Recent trait studies utilized measurement

procedures focusing on managers and administrators. Gary Yukl emphasized leader

effectiveness rather than leader traits based on the assumption that becoming a leader

and becoming an effective leader are different tasks show inFigure 1.

Figure 1: Trait theories of leadership

2.1.2) Behavioral Theories of Leadership

The failure of tracing gold in the trait mines urged researchers to examine the

behaviors that specific leaders exhibited. Behavioral studies of leadership aim to

identify behaviors that differentiate leaders form non-leaders as shown inFigure 2.

Behavioral theories of leadership support that a set of particular behaviors can be

named as a style of leadership. Leadership style refers to a distinctive behavior

adopted by persons in formal positions of leadership and several studies wereconducted to identify those.

The Hawthorne Studies The Iowa Studies The Ohio State Studies University of Michigan Studies The Managerial Grid


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Figure 2: Behavioral theories of leadership

2.1.3) Contingency Theories of Leadership

The contingency view of leadership emerged from systems theory and its impact on

organizational and administrative theory. According to this model, specific leader

behaviors relate to group performance and satisfaction. In order to achieve this,

certain variables interact with each other such as the leader himself, the position he

holds, group members, internal, and external environment of the organization as

shown below in Figure 3. A successful match between the leader and the groups

performance and satisfaction is contingent upon these variables. Three situational

variables intervene between the leaders style and effectiveness which are leader-

member relations, task structure, and power position. Groups are classified as either

favorable or unfavorable based on this criteria.

Fiedlers Contingency Model Hersey and Blanchards Situational Theory Leader Member Exchange Model (Vertical Dyad Exchange Model) Houses Path-Goal Theory Leader Participation Model

Figure 3: contingency theory of leadership


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2.2) Leadership Frames

Bolman and Deal attributes human qualities to organizations when attempting to

define them as having huge appetites and almost consuming unlimited resources

but often producing unsatisfying results. Several theories have emerged so as to

analyze organizations.

Rational system theorists focus on organizational goals, roles and technology. The fit

between the organizational structure and environment is of prime importance. Human

resource theorists emphasized the relationship between the people and organizations.

Their main focus is to develop the best fit between peoples skills, needs, and values

and the organization. Political theorists regard power, conflict, and the distribution of

scarce resources as the central issues in organizations. Symbolic theorists, on the other

hand, focus on meaning and managers abilities to bring about organizational unity

through power and rationality. One can infer that Burrell and Morgans four

paradigms constituted the basis of Bolman and Deals leadership frames as Burrell

and Morgan regard those paradigms as ways of seeing the world in a particular way

so do Bolman and Deal with the framework thinking. The functionalist paradigm is

concerned with providing explanations of the status quo, social order, consensus,

social integration, solidarity, need satisfaction and actuality. It focuses on the effectiveregulation, maintaining order and equilibrium and the control of social affairs [1].

2.2.1) Structural Leadership

In the Structural Framework, a structural leader focuses on strategy, implementation,

adaptation, experimentation, environment and structure as shown in Figure 4. In an

ineffective leadership circumstances, the persons leadership style is details and is a

petty oppressor while in an effective leadership condition, the persons leadership

style is design and analysis and is a community architect [1].


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Figure 4: structural leadership

2.2.2) Human Resource Leadership

Human Resource Leadership maintains that an organizations most critical resources

are peoples skills, insights, ideas, energy, and commitmentas shown inFigure 5.The

human resource frame is based on the following set of assumptions: Firstly,

organizations serve human needs such as physiological, social, self-esteem and self-

actualization. Secondly, organizations and people need each other; organizations need

skill, energy, and ideas. Similarly, people need work opportunities, salaries and

careers. Thirdly, either the organization or the people will suffer when the fit between

the people and the organization is poor. As a result, organizations will exploit people

or people will find ways to exploit the organizations. Fourthly, both parties will

benefit from a good fit between people and the organization, people will find

meaningful and satisfying work, and organizations get the human skill and energy that

they need. Human resource leaders value relationships, feelings of individuals and try

to lead through facilitation and empowerment [1].

Figure 5: Human resources leadership


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2.2.3) Political Leadership

Political Leadership views organizations as political arenas that accommodate a

complex variety of individual and group interests. The political frame is based on the

following set of assumptions: Firstly, organizations are coalitions made up of different

individuals and interest groups, for example, hierarchical levels, departments,

professional groups, gender and ethnic subgroups. Secondly, there are deeply rooted

differences among individuals and groups in their values, preferences, beliefs,

information and perceptions of reality. Such differences change slowly, if at all.

Thirdly, allocation of scarce resources, which constitute decisions about who gets

what, are vital decisions in organizations. Fourthly, power is the most important

resource and conflict is inevitable for resources are scarce and there are enduringdifferences between people as shown below inFigure 6.

Lastly, organizational goals and decisions emerge from bargaining, negotiation, and

competition for position among members of different coalitions. Different interests

and conflict over scarce resources are an indispensable fact of organizational life.

The question is how does each group show its own preferences and use power to get

what it wants? Politically, conflict is not necessarily a bad component. The focus here

is not on the resolution of it as is often the case in both structural and human resource

frames but on their strategy and tactics used to resolve it. Political leaders are

advocates and negotiators who focus on processes such as networking, building

coalitions and power bases and negotiating compromises [1].

Figure 6: political leadership

2.2.4) Symbolic Leadership

Symbolic Leadership aims to interpret and elaborate on the basic issue of meaning

and of individual and group interests. The political frame is based on the following setof assumptions: Firstly, organizations are coalitions made up of different individuals


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and interest groups, for example, hierarchical levels, departments, professional

groups, gender and ethnic subgroups. Secondly, there are deeply rooted differences

among individuals and groups in their values, preferences, beliefs, information and

perceptions of reality. Such differences change slowly, if at all. Thirdly, allocation of

scarce resources, which constitute decisions about who gets what, are vital decisions

in organizations. Fourthly, power is the most important resource and conflict is

inevitable for resources are scarce and there are enduring differences between people.

Lastly, organizational goals and decisions emerge from bargaining, negotiation, and

competition for position among members of different coalitions as shown below in

Figure 7.Different interests and conflict over scarce resources are an indispensable

fact of organizational life. The question is how does each group show its own

preferences and use power to get what it wants? Politically, conflict is not necessarily

a bad component. The focus here is not on the resolution of it as is often the case in

both structural and human resource frames but on their strategy and tactics used to

resolve it. Political leaders are advocates and negotiators who focus on processes such

as networking, building coalitions and power bases and negotiating compromises [1].

Figure 7: symbolic leadership

2.2.5) Group leadership

In contrast to individual leadership, some organizations have adopted group

leadership. In this situation, more than one person provides direction to the group as a

whole. Some organizations have taken this approach in hopes of increasing creativity,

reducing costs, or downsizing. Others may see the traditional leadership of aboss as

costing too much in team performance as shown below in Figure 8. In some

situations, the team members best able to handle any given phase of the project
http://en.wiktionary.org/wiki/bosshttp://en.wiktionary.org/wiki/boss


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become the temporary leaders. Additionally, as each team member has the

opportunity to experience the elevated level of empowerment, it energizes staff and

feeds the cycle of success.

Leaders who demonstrate persistence, tenacity, determination, and synergistic

communication skills will bring out the same qualities in their groups. Good leaders

use their own inner mentors to energize their team and organizations and lead a team

to achieve success.

Figure 8: Group leadership

2.2.6) Self-Leadership

Self-Leadership is a process that occurs within an individual, rather than an external

act. It is an expression of who we are as people.

Mark van Vugt andAnjana Ahuja in Naturally Selected: The Evolutionary Science of

Leadership present evidence of leadership in nonhuman animals, from ants and bees

to baboons and chimpanzees. They suggest that leadership has a long evolutionary

history and that the same mechanisms underpinning leadership in humans can be

found in other social species, too.Richard Wrangham andDale Peterson,inDemonic

Males: Apes and the Origins of Human Violence, present evidence that

onlyhumans andchimpanzees,among all theanimals living onEarth,share a similar

tendency for a cluster of behaviors:violence,territoriality,andcompetition for uniting

behind the one chief male of the land. This position is contentious. Many animals

beyond apes are territorial, compete, exhibit violence, and have a social structure

controlled by a dominant male (lions, wolves, etc.), suggesting Wrentham and

Peterson's evidence is not empirical. However, we must examine other species as

well, including elephants (which are matriarchal and follow an alpha female), meekest

(who are likewise matriarchal), and many others as shown below inFigure 9.
http://en.wikipedia.org/wiki/Communication_and_Leadership_During_Changehttp://en.wikipedia.org/wiki/Mark_van_Vugthttp://en.wikipedia.org/wiki/Anjana_Ahujahttp://en.wikipedia.org/wiki/Richard_Wranghamhttp://en.wikipedia.org/wiki/Dale_Petersonhttp://en.wikipedia.org/wiki/Demonic_Males:_Apes_and_the_Origins_of_Human_Violencehttp://en.wikipedia.org/wiki/Demonic_Males:_Apes_and_the_Origins_of_Human_Violencehttp://en.wikipedia.org/wiki/Homo_sapienshttp://en.wikipedia.org/wiki/Chimpanzeehttp://en.wikipedia.org/wiki/Animalhttp://en.wikipedia.org/wiki/Earthhttp://en.wikipedia.org/wiki/Violencehttp://en.wikipedia.org/wiki/Territory_(animal)http://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Competitionhttp://en.wikipedia.org/wiki/Territory_(animal)http://en.wikipedia.org/wiki/Violencehttp://en.wikipedia.org/wiki/Earthhttp://en.wikipedia.org/wiki/Animalhttp://en.wikipedia.org/wiki/Chimpanzeehttp://en.wikipedia.org/wiki/Homo_sapienshttp://en.wikipedia.org/wiki/Demonic_Males:_Apes_and_the_Origins_of_Human_Violencehttp://en.wikipedia.org/wiki/Demonic_Males:_Apes_and_the_Origins_of_Human_Violencehttp://en.wikipedia.org/wiki/Dale_Petersonhttp://en.wikipedia.org/wiki/Richard_Wranghamhttp://en.wikipedia.org/wiki/Anjana_Ahujahttp://en.wikipedia.org/wiki/Mark_van_Vugthttp://en.wikipedia.org/wiki/Communication_and_Leadership_During_Change


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By comparison,bonobos,the second-closest species-relatives of humans, do not unite

behind the chief male of the land. The bonobos show deference to an alpha or top-

ranking female that, with the support of her coalition of other females, can prove as

strong as the strongest male. Thus, if leadership amounts to getting the greatest

number of followers, then among the bonobos, a female almost always exerts the

strongest and most effective leadership. However, not all scientists agree on the

allegedly peaceful nature of the bonobo or its reputation as a "hippie chimp".

Figure 9: Self leadership

2.3) Qualities of Leadership

Some qualities of leader are given below

Humilityis essential to learning and becoming a better leader. Integrityis essential to building trust and encouraging others to collaborate. Collaboration enables teamwork. Justiceyields decisions that are accepted as legitimate and reasonable by

others.

Couragehelps leaders make difficult decisions and challenge the decisions oractions of others.

Temperanceensures that leaders take reasonable risks.

Accountabilityensures that leaders own and commit to the decisions theymake and encourages the same in others.

Humanitybuilds empathy and understanding of others. Transcendenceequips the leader with a sense of optimism and purpose. Judgmentallows leaders to balance and integrate these virtues in ways that

serve the needs of multiple stakeholders in and outside their organizations.
http://en.wikipedia.org/wiki/Bonobohttp://en.wikipedia.org/wiki/Hippiehttp://en.wikipedia.org/wiki/Hippiehttp://en.wikipedia.org/wiki/Bonobo


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2.4) Leadership Styles

Leadership style is the manner and approach of providing direction, implementing

plans, and motivating people. Kurt Lewin led a group of researchers to identify

different styles of leadership. This early study has been very influential and

established three major leadership styles. The three major styles of leadership are:

Authoritarian or autocratic Participative or democratic Delegative or Free ReignAlthough good leaders use all three styles, with one of them normally dominant, bad

leaders tend to stick with one style.

2.4.1) Authoritarian (autocratic)

I want both of you to. . .

Figure 10: Autocratic style

This style is used when leaders tell their employees what they want done and how

they want it accomplished, without getting the advice of their followers. Some of the

appropriate conditions to use it is when you have all the information to solve the

problem, you are short on time, and your employees are well motivated as shown

above in Figure 10.Some people tend to think of this style as a vehicle for yelling,

using demeaning language, and leading by threats and abusing their power. This is not

the authoritarian style, rather it is an abusive, unprofessional style called bossing

people around. It has no place in a leader's repertoire[3].
http://www.flickr.com/photos/bdld/2784885484/


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The authoritarian style should normally only be used on rare occasions. If you have

the time and want to gain more commitment and motivation from your employees,

then you should use the participative style.

2.4.2) Participative (democratic)

Let's work together to solve this. . .

Figure 11: Democratic style

This style involves the leader including one or more employees in the decision

making process (determining what to do and how to do it). However, the leader

maintains the final decision making authority. Using this style is not a sign of

weakness; rather it is a sign of strength that your employees will respect as shownabove inFigure 11.

This is normally used when you have part of the information, and your employees

have other parts. it allows them to become part of the team and allows you to make

better decisions [4].

2.4.3) Laissez Faire Style (free reign)

You two take care of the problem while I go. . .

Figure 12: Laissez Faire style
http://www.flickr.com/photos/bdld/2784885918/http://www.flickr.com/photos/bdld/2784033185/


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In this style, the leader allows the employees to make the decisions. However, the

leader is still responsible for the decisions that are made. This is used when

employees are able to analyze the situation and determine what needs to be done and

how to do it. You cannot do everything! You must set priorities and delegate certain

tasks as shown above inFigure 12.

This is not a style to use so that you can blame others when things go wrong, rather

this is a style to be used when you fully trust and confidence in the people below you.

Do not be afraid to use it, however, use it wisely!

Forces

Figure 13: Describe suitable style

A good leader uses all three styles, depending on what forces are involved between

the followers, the leader, and the situation. Some examples include:

Using an authoritarian style on a new employee who is just learning the job.The leader is competent and a good coach. The employee is motivated to learn

a new skill. The situation is a new environment for the employee.

Using a participative style with a team of workers who know their job. Theleader knows the problem, but does not have all the information. The

employees know their jobs and want to become part of the team.

Using a laissez faire style with a worker who knows more about the job thanyou. You cannot do everything and the employee needs to take ownership of

her job! In addition, this allows you to be at other places, doing other things.


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Using all three: Telling your employees that a procedure is not workingcorrectly and a new one must be established (authoritarian). Asking for their

ideas and input on creating a new procedure (participative). Delegating tasks

in order to implement the new procedure (delegated).

Forces that influence the style to be used included:

How much time is available? Are relationships based on respect and trust or on disrespect? Who has the informationyou, your employees, or both? How well your employees are trained and how well you know the task. Internal conflicts. Stress levels. Type of task. Is it structured, unstructured, complicated, or simple? Laws or established procedures such as OSHA or training plans.Positive and Negative ApproachesThere is a difference in ways leaders approach their employee. Positive leaders use

rewards, such as education, independence, etc. to motivate employees. While negative

employers emphasize penalties. While the negative approach has a place in a leader's

repertoire of tools, it must be used carefully due to its high cost on the human spirit.Negative leaders act domineering and superior with people. They believe the only

way to get things done is through penalties, such as loss of job, days off without pay,

reprimanding employees in front of others, etc. They believe their authority is

increased by frightening everyone into higher levels of productivity. Yet what always

happens when this approach is used wrongly is that morale falls; which of course

leads to lower productivity as shown above inFigure 13.

Also note that most leaders do not strictly use one or another, but are somewhere on a

continuum ranging from extremely positive to extremely negative. People who

continuously work out of the negative are bosses while those who primarily work out

of the positive are considered real leaders [3].

The comparison between three leadership styles are shoe in Table 1.

2.4.4) Transactional Leadership Style

This leadership style starts with the idea that team members agree to obey their leader

when they accept a job. The "transaction" usually involves the organization paying


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team members in return for their effort and compliance. The leader has a right to

"punish" team members if their work doesn't meet an appropriate standard.

Transactional leadership is really a type of management, not a true leadership style,

because the focus is on short-term tasks. It has serious limitations for knowledge-

based or creative work. However, it can be effective in other situations [5].

2.4.5) Task-Oriented Leadership style

Task-oriented leaders focus only on getting the job done and can be autocratic. They

actively define the work and the roles required, put structures in place, and plan,

organize, and monitor work. These leaders also perform other key tasks, such as

creating and maintaining standards for performance. The benefit of task-oriented

leadership is that it ensures that deadlines are met, and it's especially useful for team

members who don't manage their time well. However, because task-oriented leaders

don't tend to think much about their team's well-being, this approach can suffer many

of the flaws of autocratic leadership, including causing motivation and retention

problems [6].

2.4.6) People-Oriented/Relations-Oriented Leadership style

With people-oriented leadership, leaders are totally focused on organizing,

supporting, and developing the people on their teams. This is a participatory style and

tends to encourage good teamwork and creative collaboration. This is the opposite of

task-oriented leadership. People-oriented leaders treat everyone on the team equally.

They're friendly and approachable, they pay attention to the welfare of everyone in the

group, and they make themselves available whenever team members need help or

advice. The benefit of this leadership style is that people-oriented leaders create teams

that everyone wants to be part of. Team members are often more productive and

willing to take risks, because they know that the leader will provide support if they

need it. The downside is that some leaders can take this approach too far; they may

put the development of their team above tasks or project directives [6].


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2.4.7) Servant Leadership

This term, created by Robert Greenleaf in the 1970s, describes a leader often not

formally recognized as such. When someone at any level within an organization leads

simply by meeting the needs of the team, he or she can be described as a "servant

leader." However, other people believe that in competitive leadership situations,

people who practice servant leadership can find themselves left behind by leaders

using other leadership styles. This leadership style also takes time to apply correctly:

it's ill-suited in situations where you have to make quick decisions or meet tight

deadlines [6].

2.4.8) Transformational Leadership

Transformation leadership is often the best leadership style to use in business

situations. Transformational leaders are inspiring because they expect the best from

everyone on their team as well as themselves. This leads to high productivity and

engagement from everyone in their team. The downside of transformational

leadership is that while the leader's enthusiasm is passed onto the team, he or she can

need to be supported by "detail people." That's why, in many organizations, both

transactional and transformational leadership styles are useful. Transactional leaders

(or managers) ensure that routine work is done reliably, while transformational

leaders look after initiatives that add new value. It's also important to use other

leadership styles when necessarythis will depend on the people you're leading and

the situation that you're in [5].

Table 1: Forms of Leadership Styles

Forms of Leadership Styles

Autocratic Bureaucratic Democratic Laisser-Faire

Sees themself as

sole decision makerStrictly by the book

Almost a reversal

of autocraticHands-off approach

Shows little

concerns about

others

Relies on rules and

regulations

Wants to share

responsibilities

Turns over control

delegates

authorities


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3) Result & Discussions

3.1) Advantages of leadership styles:

Autocratic leadership allows for fast decision-making and can be useful for

keeping employees motivated.

Democratic leadership results in dedicated, loyal employees who are willing to

work hard to deliver results and to share the credit for getting those results.

Bureaucratic leadership helps promote consistent output and quality, can cut

costs, and improve productivity in some environments.

This Transformational style of leadership is excellent for encouraging

creativity and forward-thinking decision making.

3.2) Disadvantages of leadership styles:

Autocratic leadership isnt a good option for the long-term. It can de-skill the

workforce, making them disheartened and too reliant on the leader.

Democratic leadership style everyone is involved in the decision-making

process; decisions can take a long time to make.

Over time, bureaucratic leadership can de-humanize and discourage the work

force. With no investment in training, you can also end up without a well-

skilled work force.

The Charismatic leader has to invest a great deal of time in fostering his

relationships with the team in order to use this style.

3.3) Application (When to Use It)

Autocratic leadership styleShort-term, complex, technical, or urgent

projects & Low-skilled positions with monotonous tasks that can lead to low

motivation & where there is high turnover in the employees so keeping

organizational knowledge in a leader is important.

Democratic styleis useful when its important that every member of the team

contributes their own creativity and knowledge to the process. When you are

ready to prioritize training and team development and take the time needed to

give everyone a chance to contribute, this style can produce great results. Its a


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good way to create a new team of people who have not worked together before

and need to get in gear quickly.

Bureaucratic leadershipIf the desire is to produce the image of regulation

and control, the bureaucratic leadership style is a good choice. It is also a

natural choice for organizations where there need to be rigid controls over

health and safety measures.

Transformational stylewhen commitment to a vision is the most important

aspect of a teams functioning, the charismatic leadership style can work well.

Particularly if there is the need to work quickly, work hard, and get a new

company, division, or product off the ground. It can also be helpful to

rejuvenate an organization where team members have gotten stale or

disheartened. When companies seek to recreate their image in the face of the

public, they will often put forth a charismatic leader as the representative of

the new element.

3.4) Factors Affecting Style

Leadership style may be dependent on various factors:

Risk - decision making and change initiatives based on degree of risk involved

Type of businesscreative business or supply driven?

How important change is change for changes sake?

Organizational culture may be long embedded and difficult to change

Nature of the taskneeding cooperation? Direction? Structure?

3.5) Example:

Quaid-e-Azam Muhammad Ali Jinnah

(Great Leader of Pakistan)

Quaid-e-Azam Muhammad Ali Jinnah is the founder of Pakistan was the great leader

in Pakistan history. He achieved his unified goal by using his directive, supportive,

achievement oriented, and participative leadership styles.

Leader by personality: Sincere, Honest, Incorruptible, Righteous, truthful, fair

honest & Bold.


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Intellectual Leader: In spite of all attacks from opposite side he did not get

sentimental and touchy, but achieve his goal.

Leader because of ability to accomplish thing: Stanley Wolpert says that Mr.

Jinnah was most advance leader of the Muslim league. Indeed he stood head

and shoulders above them and had therefore become the indispensable leader.

Most Important Leadership styles of Quaid-e-Azam are as:

Directive Style : When Quaid establish 14 points the Quaid says This is

parting of ways

Supportive Style : When he joined Muslim League he supported khan Ajmal

khan.

Achievement Oriented Style

Participative Style

Quaid-e-Azam Leadership style was different in different situation

Supportive: people need a person who had to give them Direction, show

concern for them, honest with them, Build confidence in people.

Participative Leadership: he concerned with their nation take their suggestion,

Create the Political awareness among the Muslims, Contribute capabilities at

last 14th August 1947.

Achievement orientated Leadership style: Task oriented, Remained in touch,

work rapidly, and build a basic structure of Pakistan.

Quaid-e-Azam as an Charismatic Leader.

Quaid as an intellectual Leader.


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4) Summary & Conclusion

I propose that the theories which have shown success as well as successful parts of

theories, qualities, frames be integrated into an overall theory of leadership style to

maximize leader success. This has been my task throughout this report.

I see leaders having a great deal of impact upon the motivation and consequently the

productivity of organizations. It is an essential aid to improve motivation is to have

and carry out an effective way of evaluating and improving one's leadership style.

Leadership style is a form of cross situational behavioral consistency. It refers to the

manner in which a leader interacts with his or her subordinates. , leaders are

concerned with the spiritual aspect of their work, that is, they have followers who

deeply believe in them and they possess a latent power in organizations. However,

managers deal with mundane tasks such as allocation of roles, tasks and resources

needed to achieve organizational goals, coordination of the allocated activities and

processes and monitoring the everyday operation of the organization. Managers are

associated with periods of stability; leaders with periods of turbulence. leadership is

creating and maintaining a sense of vision, culture, and interpersonal relationships.

However, management is coordinating, supporting.

Leadership theories are explanations of some aspects of leadership. It have practical

value because they are used to better understand, predict, and control successful

leadership. Trait theory attempt to explain of some aspects of leadership have

practical value because they are used to better understand, predict, and control

successful leadership. In Behavioral what the leader actually does on the job.

Contingency Try to predict which traits and/or behaviors will result in leadership

success given the situational variables. Leadership frames describe functionalist

paradigm is concerned with providing explanations of the status quo, social order,

consensus, social integration, solidarity, need satisfaction and actuality. It focuses on

the effective regulation, maintaining order and equilibrium and the control of social

affairs. In the Structural Framework, a structural leader focuses on strategy,

implementation, adaptation, experimentation, environment and structure. Human

Resource Leadership maintains that an organizations most critical resources are

peoples skills, insights, ideas, energy, and commitment. Political Leadership views


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organizations as political arenas that accommodate a complex variety of individual

and group interests. Symbolic Leadership aims to interpret and elaborate on the basic

issue of meaning and of individual and group interests. In group leadership more than

one person provides direction to the group as a whole. Some organizations have taken

this approach in hopes of increasing creativity, reducing costs, or downsizing. Good

leaders use their own inner mentors to energize their team and organizations and lead

a team to achieve success. Self-Leadership occurs within an individual, rather than an

external act. It is an expression of who we are as people.

There are many factors which are involved in this process. Quality is also one of

them. Leader qualities are Humility, Integrity, Collaboration, Justice, Courage,

Temperance, Accountability, Humanity, Judgment, and Transcendence. Leadership

style is important because it impacts the motivations of employees, either positive or

negative Studies show that roughly 70% of work group performance is a direct

reflection of a leaders effort to understand employees & to match a leadership style

to employee needs & goals. Autocratic reduced stress due to increased control A more

productive group while the leader is watching Improved logistics of operations

Faster decision making. But it is Short-termites approach to management. In

Democratic style manager encourages others to become leaders and be involved inleadership development. In Laissez Faire the leader allows the employees to make the

decisions. However, the leader is still responsible for the decisions that are made. This

is used when employees are able to analyze the situation and determine what needs to

be done and how to do it. You cannot do everything! You must set priorities and

delegate certain tasks. Some other styles are Transactional Leadership Style, Task-

Oriented Leadership style, People-Oriented/Relations-Oriented Leadership style,

Servant Leadership, Transformational Leadership style. All styles having importance

in Organization power, Personal power, Information, Expertise, and Goodwill. Some

factors which affects leadership styles are the task, the tradition of an organization,

the type of labor force, the leaders personality, the time and the gender.

Which leadership style is best Depends on function of the leader, subordinates and

situations. Some leaders cant work well with high participation of subordinates,

Some employees lack the ability or desire to assume responsibility, Participative

decision making may be better when time pressure is not acute. Some frames which

describe.


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Some factors which are affecting leadership styles are Risk - decision making and

change initiatives based on degree of risk involved, Type of business creative

business or supply driven, How important change is change for changes sake,

Organizational culture may be long embedded and difficult to change, Nature of the

task needing cooperation, Direction and Structure. Great leader of Pakistan is

Quaid-e-Azam having different Leadership style in different situation like Supportive:

people need a person who had to give them Direction, show concern for them, honest

with them, Build confidence in people. Participative Leadership in which he

concerned with their nation take their suggestion, Create the Political awareness

among the Muslims, Contribute capabilities at last 14th August 1947. Achievement

orientated Leadership style Task oriented, Remained in touch, work rapidly, and build

a basic structure of Pakistan. He as a Charismatic Leader. Quaid as an intellectual

Leader.

In conclusion the impacts of leadership style upon management and department are

many and very complex. As has been shown in history, leadership and leadership

style theories have been studied and practiced by many. Excellence in theory and

actual practice are essential to effective management skills and productive motivation.


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5) References

[1] Mahce Derel, "A Survey Research of Leadership Styles of Elementary School

Principles," Middle East Technical University, Master Thesis 2003.

[2] D. D. Warrick, "Leadership Styles and Their Consequences," Journal of

Experiential Learning and Simulation, vol. III, p. 18, 1981.

[3] Donald Clark. (2010, May) Performance, Learning, Leadership & Knowledge.

[Online].http://www.nwlink.com/~donclark/leader/leadstl.html

[4] bookboon.com, Leadership Skills.: MTD Training & Ventus Publishing ApS,2010.

[5] Ruth Bass Bernard M. Bass, The Bass Handbook of Leadership, 4th ed. New

York, USA: The Free Press, 2008.

[6] Murray Johannsen. (2012) Legacee Management Systems. [Online].

http://www.legacee.com/Info/Leadership/LeadershipStyles.html
http://www.nwlink.com/~donclark/leader/leadstl.htmlhttp://www.nwlink.com/~donclark/leader/leadstl.htmlhttp://www.nwlink.com/~donclark/leader/leadstl.htmlhttp://www.legacee.com/Info/Leadership/LeadershipStyles.htmlhttp://www.legacee.com/Info/Leadership/LeadershipStyles.htmlhttp://www.legacee.com/Info/Leadership/LeadershipStyles.htmlhttp://www.nwlink.com/~donclark/leader/leadstl.html


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6) Vita

Mr. Muhammad Waqar was born on April 14, 1986 in Tandoallahyar, Pakistan. He

completed SSC in June, 2002 from Iqra High School Tandoallahyar. He did his

F.S.C. in the field of Pre-Engineering from Government S.M College

Tandoallahyar in 2004. He completed his Bachelor degree in the field of B.S.

Physics from University of Sindh, Jamshoro in May 2009. After completing his B.S

Physics degree, he joined Pakistan Institute of Engineering and Applied Sciences

(PIEAS), Islamabad on November 28, 2011 for MS. Fellowship program. Since then

he has been studying in Medical Physics Department at PIEAS.

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