laurie talbot leadership styles1

Mr. Laurie E. S. TalbotMr. Laurie E. S. TalbotCopyrightCopyright

Leadership Leadership Styles Training Styles Training

Seminar 1Seminar 1

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04/10/2304/10/23 Laurie E. S. Talbot Consulting Inc.Laurie E. S. Talbot Consulting Inc. 22

Action Centered LeadershipAction Centered Leadership

Is determined by your Is determined by your outcomeoutcome not your not your egoego Competently balances the needs of the Competently balances the needs of the

assignmentassignment, the , the groupgroup and the and the entityentity Executes the purpose and exhibit the Executes the purpose and exhibit the

performance apposite to the circles performance apposite to the circles (assignment, group, entity), changing the (assignment, group, entity), changing the intensity according to the needs of the intensity according to the needs of the situation. situation.

Whilst balancing the three circles, monitors Whilst balancing the three circles, monitors the process by ensuring the best possible the process by ensuring the best possible indication of what is happening.indication of what is happening.


Transformational Transformational LeadershipLeadership 1 1

In James MacGregor Burns’ concept of ‘transforming leadership’ he states;In James MacGregor Burns’ concept of ‘transforming leadership’ he states;

Leadership is relationship of mutual Leadership is relationship of mutual stimulation and elevationstimulation and elevation

Converts followers into leaders and may Converts followers into leaders and may convert leaders into moral agentsconvert leaders into moral agents

Occurs when one or more persons engage Occurs when one or more persons engage with others in such a way that leaders and with others in such a way that leaders and followers raise one another to higher followers raise one another to higher levels of motivation or morality levels of motivation or morality

Transformational leadership is about the Transformational leadership is about the ability of the leader to motivate and ability of the leader to motivate and empower their followersempower their followers


Transformational Transformational Leadership 2Leadership 2

The goal of transformational The goal of transformational leadership is to ‘transform’ people leadership is to ‘transform’ people and organizations in a literal senseand organizations in a literal sense

Change people in mind and heartChange people in mind and heart Enlarge vision, insight, and Enlarge vision, insight, and

understanding and clarifies purposeunderstanding and clarifies purpose Make behavior congruent with Make behavior congruent with

beliefs, principles, or valuesbeliefs, principles, or values



Brings about changes that are Brings about changes that are permanent, self-perpetuating, and permanent, self-perpetuating, and momentum building” (Bass and Avolio, momentum building” (Bass and Avolio, 1994) 1994)

Transformational leadership is Transformational leadership is frequently contrasted with frequently contrasted with ‘transactional’ leadership where the ‘transactional’ leadership where the leader gains commitment from followers leader gains commitment from followers on the basis of a straightforward on the basis of a straightforward exchange of pay and security etc. in exchange of pay and security etc. in return for reliable workreturn for reliable work



Transformational leadership Transformational leadership evokes images of evokes images of extraordinary individuals such extraordinary individuals such as Martin Luther King, Jr., or as Martin Luther King, Jr., or GhandiGhandi


Charismatic LeadershipCharismatic Leadership

Is one of the more contemporary theories Is one of the more contemporary theories on leadershipon leadership

Is not thoroughly tested and provenIs not thoroughly tested and proven Carries great responsibilityCarries great responsibility Is defined as an extraordinary Is defined as an extraordinary

characteristic of some leaders. People characteristic of some leaders. People usually feel attracted to charismatic usually feel attracted to charismatic leaders, and this attraction can lead to leaders, and this attraction can lead to powerful leadershippowerful leadership

Leader is highly motivated which is good Leader is highly motivated which is good for team spiritfor team spirit


Servant Leadership 1Servant Leadership 1

The servant-leader is “Servant first.” The servant-leader is “Servant first.” It begins with a heart inspired to It begins with a heart inspired to “serve” first, not to lead“serve” first, not to lead

Leadership decisions then becomes Leadership decisions then becomes inevitable and inspires the servant inevitable and inspires the servant leader to assume responsibility leader to assume responsibility

He or she is sharply different from He or she is sharply different from the person who is “Leader first” the person who is “Leader first”


Servant Leadership 2Servant Leadership 2

““Leaders first” are obsessed with Leaders first” are obsessed with power to acquire material power to acquire material possessions and usually “serve” only possessions and usually “serve” only after leadership is established after leadership is established

The “leader-first” and the “servant-The “leader-first” and the “servant-first” are two extreme types. first” are two extreme types. Between them there are shadings Between them there are shadings and blends that are part of the and blends that are part of the infinite variety of human nature infinite variety of human nature


Distributed Leadership 1Distributed Leadership 1

Distributed leadership entails Distributed leadership entails allocating leadership across the allocating leadership across the organizationorganization

Is referred to as ‘Is referred to as ‘unceremonious’, unceremonious’, ‘embryonic’, ‘discrete’ or ‘embryonic’, ‘discrete’ or ‘disseminated’ leadership‘disseminated’ leadership

Less formalized type of leadership Less formalized type of leadership modelsmodels

Is usually dissociated from the Is usually dissociated from the organizational hierarchyorganizational hierarchy


Distributed Leadership 2Distributed Leadership 2

It proposes that individuals at all It proposes that individuals at all levels in the organization and in all levels in the organization and in all roles can exert headship authority roles can exert headship authority over their colleagues and thus over their colleagues and thus manipulate the overall trend of the manipulate the overall trend of the organization.organization.


Authoritarian (Autocratic) Authoritarian (Autocratic) Leadership 1Leadership 1

This style is used when the leader This style is used when the leader tells employees what needs to be tells employees what needs to be done and how it should be done, done and how it should be done, without requiring any without requiring any recommendation or contribution from recommendation or contribution from themthem

Is normally abused by manyIs normally abused by many It is an abusive, unprofessional style It is an abusive, unprofessional style

called “called “bossing people aroundbossing people around”” It has no place in a leaders repertoireIt has no place in a leaders repertoire


Authoritarian (Autocratic) Authoritarian (Autocratic) Leadership 2Leadership 2

The authoritarian style should only be The authoritarian style should only be used on rare occasions such as (when used on rare occasions such as (when handling large sums of cash)handling large sums of cash)

Dedication and Inspiration comes from Dedication and Inspiration comes from participationparticipation

Team members have little opportunity for Team members have little opportunity for making suggestions, even if these would making suggestions, even if these would be in the team or organization’s interestbe in the team or organization’s interest

Leads to sporadic absenteeism and staff Leads to sporadic absenteeism and staff turnoverturnover


Participative (democratic) Participative (democratic) Leadership 1Leadership 1

The leader include one or more The leader include one or more employees in on the decision making employees in on the decision making processprocess

The leader maintains the final The leader maintains the final decision making abilitydecision making ability

This method is not a indication of This method is not a indication of weakness; rather it is a symbol of weakness; rather it is a symbol of strength that your employees will strength that your employees will respect respect


Participative (democratic) Participative (democratic) Leadership 2Leadership 2

This all inclusive method means This all inclusive method means combining all ideas (of leaders and combining all ideas (of leaders and employees) for the benefit of the employees) for the benefit of the organizationorganization

Participative leadership utilizes the Participative leadership utilizes the knowledge and skillsknowledge and skills of employeesof employees

Has mutual benefits because of team Has mutual benefits because of team participationparticipation

Allows you to make better decisions Allows you to make better decisions


Delegative (free reign) Delegative (free reign) Leadership 1Leadership 1

In this style, the leader allows the In this style, the leader allows the employees to make decisionsemployees to make decisions

The leader is still “accountable” for all The leader is still “accountable” for all decisions madedecisions made

This is used when employees are able This is used when employees are able to evaluate the situation and to evaluate the situation and determine the solutiondetermine the solution

Sets priorities and entrust certain Sets priorities and entrust certain tasks tasks


Delegative (free reign) Delegative (free reign) Leadership 2Leadership 2

Does not allow the leader to shun Does not allow the leader to shun responsibility because the leader is responsibility because the leader is still in chargestill in charge

The leader should use this style when The leader should use this style when full trust and confidence in the full trust and confidence in the people below is establishedpeople below is established

NOTE: Also known as lais…sez faire NOTE: Also known as lais…sez faire (or lais…ser faire) which is the (or lais…ser faire) which is the noninterference in the affairs of noninterference in the affairs of others? others?


Bureaucratic LeadershipBureaucratic Leadership

Bureaucratic leaders work “by the Bureaucratic leaders work “by the book”book”

Is too rigidIs too rigid Has very low or no flexibilityHas very low or no flexibility Only appropriate for certain types of Only appropriate for certain types of

work (such as working with machinery, work (such as working with machinery, with toxic substances or airborne)with toxic substances or airborne)

Is necessary when large sums of money Is necessary when large sums of money is involvedis involved


Laissez-faire LeadershipLaissez-faire Leadership

This French phrase means “leave it be”This French phrase means “leave it be” Leaders using this style promote Leaders using this style promote

independent work ethicsindependent work ethics Can be effective if the leader monitors what Can be effective if the leader monitors what

is being achieved and converse with their is being achieved and converse with their teams teams

Laissez-faire leadership works well in teams Laissez-faire leadership works well in teams involving very knowledgeable and capable involving very knowledgeable and capable employeesemployees

Leaders using this style are sometimes Leaders using this style are sometimes reflected as not exerting sufficient controlreflected as not exerting sufficient control


People-Oriented Leadership People-Oriented Leadership or Relations-Oriented or Relations-Oriented

LeadershipLeadership This style of leadership is the opposite of This style of leadership is the opposite of

task-oriented leadership task-oriented leadership The leader is totally focused on arranging, The leader is totally focused on arranging,

sustaining and improving the people in the sustaining and improving the people in the teamteam

Is predisposed to good teamwork and Is predisposed to good teamwork and ingenious allianceingenious alliance

In practice most leaders use both task-In practice most leaders use both task-oriented and people-oriented styles of oriented and people-oriented styles of leadershipleadership


Task-Oriented LeadershipTask-Oriented Leadership

Task-oriented leaders focus only on Task-oriented leaders focus only on getting the job donegetting the job done

Usually quite autocratic Usually quite autocratic Will actively define the work and the Will actively define the work and the

roles required, put structures in place, roles required, put structures in place, plan, organize and monitorplan, organize and monitor

Task-oriented leaders show little thought Task-oriented leaders show little thought for the well-being of their teamsfor the well-being of their teams

Results in similar issues as autocratic Results in similar issues as autocratic leadership, such as inspiring and leadership, such as inspiring and retaining staffretaining staff


Transactional Leadership 1Transactional Leadership 1

This style of leadership starts with the idea This style of leadership starts with the idea that team members agree to obey their that team members agree to obey their leader totally when they take on a jobleader totally when they take on a job

The deal is that the organization pays the The deal is that the organization pays the team members in return for their effort team members in return for their effort and “compliance”and “compliance”

Have the right to “punish” the team Have the right to “punish” the team members if their work does not meet the members if their work does not meet the pre-determined standardpre-determined standard

Team Players can do little to improve their Team Players can do little to improve their job fulfillment under transactional job fulfillment under transactional leadershipleadership


Transactional Leadership 2Transactional Leadership 2

Does not give team members control Does not give team members control of their income or remunerationof their income or remuneration

Does not use incentives that Does not use incentives that encourage even elevated standards or encourage even elevated standards or superior productivitysuperior productivity

Focus is on short-term tasksFocus is on short-term tasks It has serious limitations for It has serious limitations for

knowledge-based or creative work, but knowledge-based or creative work, but remains a regular style in many remains a regular style in many organizationsorganizations


Transformational LeadershipTransformational Leadership This Leadership style represents a true leader who This Leadership style represents a true leader who

inspires his or her team constantly with a shared vision inspires his or her team constantly with a shared vision of the futureof the future

Transformational leaders are highly visible, and spend a Transformational leaders are highly visible, and spend a lot of time communicatinglot of time communicating

They don’t necessarily lead from the front, as they tend They don’t necessarily lead from the front, as they tend to delegate responsibility amongst their teamto delegate responsibility amongst their team

Need to be supported by “details people”. In many Need to be supported by “details people”. In many organizations, both transactional and transformational organizations, both transactional and transformational leadership are neededleadership are needed

The transactional leaders ensure that routine work is The transactional leaders ensure that routine work is done reliablydone reliably

Transformational leaders look after proposals that add Transformational leaders look after proposals that add worthworth


Situational Leadership 1 Situational Leadership 1

While the Transformational While the Transformational Leadership approach is often Leadership approach is often highly effective, there is no one highly effective, there is no one “right” way to lead or manage “right” way to lead or manage that suits all situations. To that suits all situations. To choose the most effective choose the most effective approach for you, you must approach for you, you must consider:consider:


Situational Leadership 2Situational Leadership 2

The proficiency levels and knowledge The proficiency levels and knowledge of your teamof your team

The work involved (routine or new The work involved (routine or new and creative)and creative)

The organizational environment The organizational environment ((stable or radically changing, stable or radically changing, conservative or adventurous)conservative or adventurous)

You own preferred or natural styleYou own preferred or natural style



A good leader will change A good leader will change intuitively between styles intuitively between styles according to the people and work according to the people and work they are dealing withthey are dealing with

This is often referred to as This is often referred to as “Situational Leadership”“Situational Leadership”



For example, the manager of a small For example, the manager of a small factory trains new machine operatives factory trains new machine operatives using a bureaucratic style to ensure using a bureaucratic style to ensure operatives know the procedures that operatives know the procedures that achieve the right standards of product achieve the right standards of product quality and workplace safety. The same quality and workplace safety. The same manager may adopt a more manager may adopt a more participative style of leadership when participative style of leadership when working on production line working on production line improvement with his or her team of improvement with his or her team of supervisors.supervisors.

laurie talbot leadership styles1

Business

servant leadership

leadership decisions

charismatic leadership

transactional leadership

powerful leadership

distributed leadership

leader gains commitment

transformational leadership1