Leadership Styles

Leadership Styles

Mehrotra (2005) describes that there are different leadership styles that can be adopted, with each having its own benefits and setbacks, and consequently each having the most appropriate situation in which it can be employed. A leadership style implies the way a leader behaves in a work situation where decision is to be made and implemented. The leader in this case has some powers at their disposal, and there are juniors who are mostly involved in the implementation of the decision made. Although there are several leadership styles, they are all based on autocratic, democratic and laissez-faire styles. This study evaluates each of these styles, and identifies how the styles can be used in solving leadership problems.

The autocratic leadership style leadership style has the characteristic of the leader making the decision on their own without the consultations of the subordinates. The leader in this case expects that the subordinates adhere to the instructions to the latter without questioning on the effects and consequences of what they are doing. The leader has much control of the employee behavior through reward, punishment, task orientation and arbitrary rules. Leaders practicing the authoritarian leadership have the implication of knowing everything about the decision they are making, and feel that they are doing so for the best of the organization. The leader further believes that employees require to be led, and they cannot be trusted. Moreover, the leader holds the opinion that the subordinates do not have any ambition concerning the organization. In most cases, leaders who practice this style have a personality of arrogance, ego and hostility.

Kano (2013) identifies that the leader practicing the democratic style usually values the opinions of other people in the organization. The style promotes professional competence since the consultations are made, and each person has their opinion counting. The leader does not believe they know everything, and even considers weighing options provided. The leader supervises less, and believes that all the employees are responsible. However, the final decision still lies with the leader. Leaders using this style are usually friendly, warm and confident.

Laissez-faire involves the provision of absolute freedom to do as they wish. Kippenberger (2002) establishes that there is much confusion under this leadership. Not all employees can focus on the attainment of the organizational goals and objectives. The leader does not usually have confidence in their endeavors. Moreover, the leader is doubtful of what exactly is expected of them to attain, translating the same to the employees. The productivity under this leadership style is usually extremely low.

All the styles have the best place and situations in which they can be effectively practiced. This is based on the advantages and disadvantages of each.