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Leadership

Submitted by font14 on May 8, 2008

Category: Miscellaneous
Words: 1372 | Pages: 6
Views: 172
Popularity Rank: 58,057
Average Member Grade: N/A (Add a Comment / Grade this Paper)

Whether you are managing a team at work, leading your sports team or leading a major corporation, your leadership style is crucial to your success. Consciously, or subconsciously, you will use some of the leadership styles featured, at least some of the time. Understanding leadership styles can help you develop and adapt your own style to help you become a more effective leader. The ten leadership styles I believe in are as follows, Autocratic leadership, Bureaucratic leadership, Charismatic leadership, Democratic leadership or Participative leadership, Laissez-faire leadership, Servant leadership, People-oriented leadership or Relations-Oriented leadership, Task-oriented leadership, Transactional leadership, and Transformational leadership.
Autocratic leadership is an extreme form of transactional leadership, where a leader has absolute power over his or her employees or team. Employees and team members have little opportunity for making suggestions, even if these would be in the team or organization’s interest. Most people tend to resent being treated like this. Because of this, autocratic leadership usually leads to high levels of absenteeism and staff turnover. For some routine and unskilled jobs, the style can remain effective where the advantages of control outweigh the disadvantages.
Bureaucratic leaders work “by the book”(Linam, K.), ensuring that their staff follow procedures exactly. This is a very appropriate style for work involving serious safety risks such as working with machinery, with toxic substances or at heights or where large sums of money are involved.
A charismatic leadership style can appear to be similar to a transformational leadership style, in which the leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving others forward. However, a charismatic leader tends to believe more in himself or herself than in his/her team. (Butcher, J.) This can create a risk that a...

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