LEADERSHIP
STYLES/APPROACHES
MLS 1002
DIRECTIVE LEADERSHIP
• Autocratic (I decide)
• Includes non-directive (laisser-faire) styles
• Some approaches might include:
• autocratic (“I decide”);
• benevolent-autocratic (“I take care of you, because I know what is best for you”);
• consultative (“I decide, but I will consult you”);
• participative (“We decide, but my vote is more decisive than the others”); and
• consensual (“We reach a consensus before going ahead with any project”).
• Style often associated with religious organizations/cultures
SELF-LEADERSHIP
• Self-leadership definition: “both thoughts and actions that people use to influence
themselves”.
• It implies that individuals will receive their motivation and control from their inner self
• The basic objective of self-leadership strategies is to enhance the perception of selfefficacy.
AUTHENTIC LEADERSHIP
• Most of the time, the authentic leadership approach does not define authenticity itself.
• authentic leaders get the allegiance of others by building trusting relationships.
• Authentic leaders are concerned for others and ethics.
• Weakness is in the vagueness of the definition of authenticity.
• Linked to truth, but cannot be confused with want to do whatever the person wants
(narcissism can result).
TRANSACTIONAL LEADERSHIP
• Transactional leadership is characterized by leader-follower exchange.
• Rewards and incentives applied for correct behavior.
• Concerned with the bottom line.
SHARED LEADERSHIP
• Shared leadership implies that behaviors are enacted by multiple individuals, regardless of
their hierarchical position.
• Implies helping others to achieve their potential and trust is found in collaborative
engagement.
• Could give birth to “temporary leaders”.
• Greater task, requires greater collaboration.
• Can be used by leaders to make up for a weakness
SERVANT LEADERSHIP
• Putting people first, ethical behavior, moral love, conceptual skills, building relationships,
humility, being dutiful, following procedure, and listening.
• Servant leadership is an antecedent of leader and organizational trust.
• Servant leaders:
• build trust by genuinely empowering workers.
• honor commitments.
• developing coaching skills and risk assessment skills
• emphasizing trustworthiness.
CHARISMATIC LEADERSHIP
• Provide the vision and energy for an organization.
• Effectiveness is highly dependent on culture of organization.
• Requires a great deal of attention to ethics.
TRANSFORMATIONAL LEADERSHIP
• Transformational leaders are characterized by a deontological orientation (Kantianism)
acting with a sense of duty towards others.
• Influence followers by giving them:
• Individualized consideration,
• Future possibilities
• Acting with self-sacrifice.
• Transformational leaders help their followers to perform beyond organizational
expectations.
REFERENCES
Dion, M. (2011). Are ethical theories relevant for ethical leadership? Leadership &
Organizational Development Journal, 33 (1), [4-24]. doi: 10.1108/01437731211193098