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“All have our own style. How we like to ndress the type of movies. We we enjoy the type of car. We prefer even our communication nstyle or how we to communicate.
We often refer to different ways people communicate nwhen they lead groups as their leadership style and that s what this video will focus non. The styles perspective on leadership specifically the view proposed by kurt lewin. Nin. 1939.
Lewin. Has been referred to by some as the nfather of modern psychology. After the trait leadership perspective fell nout of favor. That.
Was the belief that. Leaders are born not made and share common traits . Nlewin suggested an alternative approach instead of focusing on traits of leaders nhe advised looking at leadership styles. He came to this conclusion after running experiments.
Nwith children to see how they responded to different behaviors. Lewin identified three leadership styles nauthoritarian democratic and laissez faire. We ll start with authoritarian sometimes ncalled autocratic this style is a very directive. The autocratic leader has complete authority nand control over the group and the decisions being made the work is done the same way with little nroom for creativity.
Members are not encouraged to provide ninput. Most people hold negative views of an autocratic nleader often describing them as bossy or a dictator. However there are definitely times. When the nauthoritative leadership style is effective.
When decisions need to be made quickly in nan emergency situation. When the leader is the most knowledgeable and experienced person nin. The group and when it s important to know who is in charge. It can also be appropriate when the group nis languishing and not getting anything done.
Sometimes someone has to step in and take ncharge beyond the obvious drawback that the authoritarian nstyle tends to be less enjoyable from a subordinate s perspective. The lack of hearing dissenting nviews may result in poor decisions. If you use this style make it clear that neven. Though you are in charge.
You respect everyone if your team members have expertise. Acknowledge nit or at the very least don t discount. It even. If your decision is firm recognize your team s accomplishments.
Both nas individuals and as a group in public. If possible refrain from criticizing in public. However be consistent in how you apply your decisions nand. Interact with people and be reliable and trustworthy.
You don t have to tell your team everything nbut..
What you do tell them should be truthful be very clear as to your expectations. If possible give the reasoning behind those nexpectations and what your team can expect in the future and make sure you can provide your team with nwhat. They need to do the job such as training information and resources another way to say. This is be pleasant nwhile being firm unless.
There is a good reason not to soften the message. We turn next to democratic leadership. Sometimes nreferred to as a participative or participatory leadership style rather than giving directions. The leader nparticipates in the group and encourages others to share their ideas and opinions.
Even though. Nthe leader. May have the final say over decisions rather than telling. The democratic leader.
Nguides or facilitates in lewin s original research decisions nwere made by majority rule rather than by the leader. The democratic leadership style is effective nin producing more ideas both in quantity and creativeness because dissenting opinions are heard decisions nmay be more effective like the children in lewin s original research npeople tend to feel better about being members of the group and may be more committed to nthe project. As well as to the group. An obvious drawback is that decisions take nmore time meetings can seem endless or numerous especially.
If the leader isn t skilled it won t work. If your group members aren t ncompetent or motivated. And sometimes you just don t need everyone s ninput or for them to feel good about the situation. When you use this style nencourage your group to communicate you ll need to monitor the group to ensure nthat all participate and that no one dominates.
If possible hold your views to yourself. Until nafter. Others. Have offered theirs treat all ideas with respect.
Even if you ndon t agree with them hold off on evaluating until all ideas have nbeen voiced pay attention to the discussion to make sure nit doesn t wander off an agenda will definitely help in this case. And be aware of your verbal and nonverbal ncommunication to make sure you are using provisional language. And that your facial expressions nshow. Your interest and desire to understand if you are the final decision maker know nwhen to move from a participant role to the decision maker role and when you make your ndecision explain the rationale without apology.
If you are a facilitator who is helping the ngroup make the decision know when to call for that decision. So encourage participation while staying non track. These first two styles. Authoritarian and ndemocratic are discussed the most in fact.
Some textbooks omit. The third leadership nstyle that lewin proposed the laissez faire approach laissez faire is french for allow to do it s been called the do nothing approach laissez faire leaders use a hands off style nletting. The group members make decisions another way to look at it is as a delegative napproach. Some suggest that someone who is a role model ncan end up being a laissez faire leader even by doing nothing or at least.
Not intentionally ndoing something others will emulate them also consider how someone s mere presence ncan motivate the group. A group tends to be more productive and focused if a manager is non the premises even if the manager does nothing. But observe it can be effective with highly skilled and nmotivated teams that when given appropriate direction and resources at the beginning ncan complete the project with minimal involvement by the leader. This style can also work well if independence nis a value of the group.
But if the group is neither competent nor nmotivated..
This leadership style can be disastrous group members may be dissatisfied with the ngroup s progress and the leader oftentimes. If a laissez faire leader is ineffective nsomeone else with an authoritarian or democratic style will take over meaning that the laissez faire nleader is a leader in name. Only if you plan to use this style nmake. Sure you provide the necessary information.
Background tools and resources in the beginning ensure that all know of looming. Deadlines monitor the group s progress from a distance nso that you can step in if necessary be flexible you may need to change leadership nstyles. The takeaway from this is if you re going nto be a laisse faire leader. Make sure the style is warranted and be willing to change processing time.
Which of lewin s three leadership styles ndo. You think is the most effective. According to lewin the most effective leadership nstyle was democratic while the least effective was laissez faire. As lewin s research was done with children ndo.
You think his findings can be generalized to adults lewin believed that we all have a dominant nleadership style. The style. We prefer to use which of the three styles do you think is nyour preferred style. You may have answered it depends to nthis last.
One that s not a surprise as lewin s theory nwas used to develop other leadership styles theories. Most notably hersey and blanchard s nsituational leadership theory. ” ..
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“Kurt Lewin s Leadership Styles”,
Kurt Lewin, Leadership styles, Authoritarian leadership, Democratic leadership, Laissez-faire leadership