What are they?
Why do we need to know them?
What type am I?
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Autocratic
Bureaucratic
Charismatic
Democratic or participative
Laissez-faire
People-oriented
Servant
Task-oriented
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Authoritarian Leadership (Autocratic)
• Authoritarian leaders provide clear expectations for what needs to
be done, when it should be done, and how it should be done. There
is also a clear division between the leader and the followers.
Authoritarian leaders make decisions independently with little or
no input from the rest of the group.
Researchers found that decision-making was less creative under
authoritarian leadership. Lewin also found that it is more difficult to
move from an authoritarian style to a democratic style than vice
versa. Abuse of this style is usually viewed as controlling, bossy, and
dictatorial.
Authoritarian leadership is best applied to situations
where there is little time for group decision-making
or where the leader is the most knowledgeable member
of the group.
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Think about your educational
classroom experiences.
• Have you experienced the Authoritarian
classroom/teacher?
• How well did the class function?
• How well did you perform grade-wise in that
class?
• Did this style work for you?
• Why or why not?
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Participative Leadership (Democratic)
• Lewin’s study found that participative (democratic)
leadership is generally the most effective leadership
style. Democratic leaders offer guidance to group
members, but they also participate in the group and
allow input from other group members. In Lewin’s study,
children in this group were less productive than the
members of the authoritarian group, but their
contributions were of a much higher quality.
Participative leaders encourage group members
to participate, but retain the final say over the
decision-making process. Group members feel
engaged in the process and are more
motivated and creative.
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Think about your educational
classroom experiences.
• Have you experienced the Participative or
Democratic classroom/teacher?
• How well did the class function?
• How well did you perform grade-wise in that
class?
• Did this style work for you?
• Why or why not?
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Delegative Leadership (Laissez-Faire)
• Researchers found that children under delegative
(laissez-fair) leadership were the least productive of all
three groups. The children in this group also made
more demands on the leader, showed little
cooperation, and were unable to work independently.
Delegative leaders offer little or no guidance to group
members and leave decision-making up to group
members. While this style can be effective in situations
where group members are highly qualified
in an area of expertise, it often leads to
poorly defined roles and a lack of
motivation.
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Think about your educational
classroom experiences.
• Have you experienced the Delegative or
Laissez-Faire classroom/teacher?
• How well did the class function?
• How well did you perform grade wise in that
class?
• Did this style work for you?
• Why or why not?
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Ambassador
• Ambassadors instinctively know how to handle a
variety of situations with grace. They tend to be
the people diffusing nasty situations. They don’t
act for their own benefit. They are persistent in a
gentle way -- to be persuasive and respectful at
the same time.
• An Ambassador, for example, might be someone
who can introduce a whole host of people. They
make employees understand and accept a new
order easily.
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Advocate
• Advocates instinctively act as the spokesperson in a group. They
tend to be articulate, rational, logical, and persuasive. They also
tend to be relentless (positively), championing ideas or strategic
positions. Advocates tend to use both traditional and non
traditional approaches when arguing a point.
Top managers who are natural Ambassadors may do very well at
navigating through rough waters. But for Advocates, being in rough
waters is part of the reason they thrive in their work. Many
Advocates tend to see things in black and white only. Advocates
very often need Ambassadors on their senior management teams
to help them temper their messages and persuade employees to
“buy into” their decisions.)
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People Mover
• Think: Talent-spotter, career-builder, motivator, someone
with parental, nurturing qualities. People Movers
instinctively take the lead in building teams. They’re also
instinctive mentors. They generally have large contact lists;
they are always introducing new people to new ideas and
new paths. They’re also generally mindful of their
employees’ lives outside of work; they view performance
through the larger lens of potential.
There is a certain joy that comes with being a People
Mover; when people continue to update you on their
progress because they know you’ll care, even if you have
nothing in common with them and are effectively out of
touch with them, you’ll know you’re a People Mover.
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Truth-Seeker
• Think: fairness, good judgment, equalizer, level-headed, processoriented, neutrality. This is the only role for which there is a
“prerequisite”; Truth-Seekers are extremely competent in their
field.
Truth-Seekers instinctively level the playing field for those in need.
They also help people understand new rules and policies. They act
to preserve the integrity of processes. They try to identify the rootcause issues, or pivotal issues. They also step in to ensure the just
and fair outcome if the process has failed to yield the same.
Successful individuals in the Human Resources function are
generally natural Truth-Seekers. Truth-Seekers also tend to gravitate
towards line-manager positions.
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Creative Builder
These individuals are visionaries and entrepreneurs – they are happiest and most driven at the start of
things. They instinctively: see new opportunities for new products, new companies; take ideas and
make them real. They’re also often “serial entrepreneurs” over time, even if they remain in one
leadership post.
Creative Builders instinctively understand that building is not necessarily about invention, but about
process of making an invention real. Builders are constantly energized by new ideas, yet they have the
staying power to see them through to fruition.
The issue is rarely simply the idea; builders aren’t “Hey Dave, what’s your latest scheme?” Builders are
fascinated with implementation. Real estate developers are often “builders” in this way; they feel most
rewarded when a project gets underway, or is newly completed.
Builders sometimes get into trouble if they remain in one place for too long. There are case studies of
entrepreneurs whose legacies are negative because they became enmeshed in the day-to-day
operations of the companies they created, and didn’t know when it was time to leave. Builders can
successfully remain in a single leadership position only if they figure out how to feed their own need for
new projects.
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Experienced Guide
The term “Experienced Guide” gives you an image of someone old and wrinkled, with
experience that comes with age. That’s not incorrect, but Experienced Guides don’t
have to be old, or necessarily experienced. What they do have to have is an ability to
listen, and to put themselves in others’ shoes. They have a way of helping people think
through their own problems; they are natural therapists. Often, they are bottomless
wells of information on a wide range of topics.
They are not necessarily mediators, yet the experienced guide is often the person who
finds him or herself “in the middle,” with people on both sides of a conflict seeking
advice. The experienced guide role naturally lends itself today to the position of
minister, counselor, trusted advisor.
Renato Tagiuri, professor at Harvard, noted that natural “experienced guides” are
often found one level down from the top in organizations. They get their greatest
satisfaction helping others get through the day and helping others see the bigger
picture. They empathize.
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How does Galford/Maruca’s Six
Leadership Styles Compare to the
Traditional 8 Types?
See if you can tell which of the 8
Traditional Styles is most common
and which two are not even listed.
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Robert M. Galford and Regina Fazio
Maruca Six Leadership Styles
Traditional 8 styles that they
relate to
• Ambassador
• People Oriented &
Charismatic
• People Oriented & Task
Oriented
• Charismatic & People
Oriented
• People Oriented &
Democratic
• Task Oriented & sometimes
evolve into or become
Beaurcratic
• Servant & People
Orientated
• Advocate
• People Mover
• Truth Seeker
• Creative Builder
• Experienced Guide
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A leader is the person who
directs a team to successfully
complete a goal through a
series of tasks.
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•Motivating
•Encouraging
•Smart
•Professional
•Visionary
•Flexible
•Objective
•Fair
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Activity
• Get into groups of 3 people. You should all
know each other.
• Rate yourself on what kind of leader you think
you are.
• Now you will rate your other 2 group
members on what kind of leader you think
they are. Record down what they tell you.
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Activity 2
What type do you think you are?
• 30-question quiz made by and offered free for
use by Robert M. Galford and Regina Fazio
Maruca.
• They believe there are six Leadership Styles.
• Take the test and lets see if you agree with the
results.
– http://www.yourleadershiplegacy.com/assessmen
t/assessment.php
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Work Cited
• http://psychology.about.com/od/leadership/a
/leadstyles.htm
• http://www.yourleadershiplegacy.com/index.
html
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