Autocratic,
Democratic,
Laissez-Faire
 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
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
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 leadercentered style of leadership
Effective When...
 time is limited
 individuals/Group lack
skill and knowledge
 dealing with a dependent
person
 dealing with a hostile
person, channel that
energy constructively
Ineffective When...
 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.
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.
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
Effective When...
 time is available
 group is motivated
and/or sense of
team exists
 some degree of skill
or knowledge
available in group
Ineffective When...
 group is
unmotivated
 no skill/knowledge is
in members
 high degree of
conflict present
Reason for being Democratic is to make Better
Decisions
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
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
Effective When...
Ineffective When...
 high degree of skill and
 low sense of
motivation within
group’s members
 sense of team exists
 dealing with a solo
player
 dealing with someone
who is withdrawn
team/interdependence
 Low degree of
skill/knowledge is in
members
 Dealing with a groupminded person
When skilfully used in suitable situations LaissezFaire Leadership can release a lot of creative drive
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.
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.
Director
 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”
Entrepreneur
 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
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.
 Leadership refers to the process where by an
individual directs, guides, influences, or
controls the thoughts feelings, or behaviour of
other human beings.
Why does the need for a leader arise?
1. They serve as the best means of meeting a
particular need for the group.
2. They have personal objectives which require a
group of people to reach a goal.
3. They have found an assortment of individuals
who accept their objectives and their
direction.
Why does a person become a leader?
1. It provides a means of satisfying personal
needs.
2. Achievement of goals they desire
3. Status needs
4. A desire for recognition
Why do followers follow?
1. Compliance: Fear of something whether it is
real or perceived. Example: Marks
2. Identification: You identify with or like the
person or the task.
3. Internalization: You realize that the task must
get done, or that the leader has a purpose.
What is the Function/Role of a Leader?
Leaders all have the same 3 basic roles/functions:
1. Interpersonal: establish and maintain
interpersonal contacts within and outside of
organizations.
2. Informational: gather + disseminate (circulate)
relevant information to the group.
3. 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.
- Frederick Hertzberg
How do you get people to work?
(2 approaches)
1. Make people work
2. Make people want to work
1. Making People Work: K.I.T.A.’s
A. Negative K.I.T.A.’s:
Direct Physical Blow
 Whips with animals,
slaves
 Beating students
(caning)
B. Negative
Psychological
K.I.T.A.’s: must
follow through
 Threat of
something bad
 “If you do that
I will …”
C. Positive K.I.T.A.’s: Carrot on

a Stick
Example: Fringe Benefits –
Pro Sports Incentive
Clauses.
Hertzberg claims that none of
the above work; they do not
relate to the motivational
factors which produce
productivity.
2. Making People Want to Work
A. Those that give no

satisfaction:
Motivating factors
which cause
dissatisfaction
1.
2.
3.
4.
5.
6.
7.
Supervision
Administration
Work conditions
Status
Money
Security
Inter personal
relations
(2 motivators)
B. Motivating Factors
Important For Job
Satisfaction
1.
2.
3.
4.
5.
Achievement
Recognition of
achievement
Responsibility
Advancement
The type of work
Conclusion:
1. Motivation is a Function of:
A. Competence and Ability
B. Reinforcement of One’s Ability
C. An Opportunity to Use One’s Ability
2. Things Not to Use as Motivation:
A. Bribing through incentives
B. Delayed reinforcement (I’ll make it up later)
C. Improper substitution (Money vs.
Advancement)
D. Pay by quantity or by the hour
3. Things to Use to Motivate: Ask
yourself 2 questions –
A. How do I treat people fairly
B. How do I motivate them
i.
ii.
iii.
iv.
Strive to make work satisfying
Be positive, stress strength not weakness
The job should contain enrichment possibility
You must be “decent to be decent”
“Be the change you want to
see in the world”
- Mahatma Ghandi
Lost Generation