Leadership Styles

The four styles of leadership summarized here are Autocratic, Democratic, Bureaucratic, and “Laissez-Faire.” Each has its strengths and challenges.

1) AUTOCRATIC

An autocratic leader dictates tasks and timelines to a group and imparts a strong focus on an objective. At best, the autocratic leader leads a team to success under tight timelines and can be especially functional for a team with inexperienced and/or unskilled members. At worst, the autocratic leader denies input from all others and can dominate both task strategy and credit for success.

• The classical approach

• Manager retains as much power and decision-making authority as possible

• Does not consult staff, nor allowed to give any input.

• Staff expected to obey orders without receiving any explanations

• Structured set of rewards and punishment

• Greatly criticized during the past 30 years

• Gen X staff highly resistant

Autocratic leaders:

• Rely on threats and punishment to influence staff
• Do not trust staff
• Do not allow for employee input

Not all bad

• Sometimes the most effective style to use when:

• New, untrained staffs do not know which tasks to perform or which procedures to follow
• Effective supervision provided only through detailed orders and instructions
• Staffs do not respond to any other leadership style
• Limited time in which to make a decision
• A manager’s power challenged by staff
• Work needs to be coordinated with another department or organization

Should not be used when:

• Staff become tense, fearful, or resentful
• Staff expect their opinions heard
• Staff depend on their manager to make all their decisions
• Low staff morale, high turnover, absenteeism, and work stoppage

2) Bureaucratic

The Bureaucratic Leadership Style was one of three leadership styles described by Max Weber (1947) along with charismatic leadership and traditional leadership styles. The bureaucratic leadership style is based on following normative rules and adhering to lines of authority.

The characteristics of the bureaucratic style include:

• Leaders impose strict and systematic discipline on the followers and demand business-like conduct in the workplace
• Leaders are empowered via the office they hold - position power

• Followers are promoted based on their ability to conform to the rules of the office

• Follower should obey leaders because authority is bestowed upon the leader as part of their position in the company

• Manages “by the book¨
• Everything done according to procedure or policy
• If not covered by the book, referred to the next level above
• A police officer not a leader
• Enforces the rules

Most effective when:

• Staff performing routine tasks over and over
• Staff needs to understand certain standards or procedures.
• Safety or security training conducted
• Staff performing tasks that require handling cash

Ineffective when:

• Work habits form that is hard to break, especially if they are no longer useful
• Staffs lose their interest in their jobs and in their co-workers
• Staff do only what is expected of them and no more

3) DEMOCRATIC

The democratic leader involves team members in planning and decision-making, often through a formal information gathering and/or voting process. At best, the democratic leader encourages ideas, input from all team members, and motivates teams toward success. At worst, the democratic leader can leave out input from less aggressive team members and override feedback from members once a decision is made. Democratic leaders should be skilled in conflict resolution techniques to illicit the optimum performance of a team.

• Encourages staff to be a part of the decision-making
• Keeps staff informed about everything that affects their work and shares decision-making and problem solving responsibilities

The leader

A coach who has the final say, but gathers information from staff before making a decision

• Produce high quality and high quantity work for long periods
• Staff likes the trust they receive and respond with cooperation, team spirit, and high morale

The democratic leader

Develops plans to help staff evaluate their own performance

• Allows staff to establish goals
• Encourages staff to grow on the job and be promoted
• Recognizes and encourages achievement

Not always appropriate

• Most successful when used with highly skilled or experienced staff or when implementing operational changes or resolving individual or group problems

Most effective when:

• Wants to keep staff informed about matters that affect them.
• Wants staff to share in decision-making and problem-solving duties.
• Wants to provide opportunities for staff to develop a high sense of personal growth and job satisfaction.
• A large or complex problem that requires lots of input to solve
• Changes must be made or problems solved that affect staff
• Want to encourage team building and participation

Democratic leadership should not be used when:

• Not enough time to get everyone’s input
• Easier and more cost-effective for the manager to make the decision
• Can’t afford mistakes
• Manager feels threatened by this type of leadership
• Staff safety is a critical concern

4) “LAISSEZ-FAIRE”

A “Laissez-Faire” leader gives little or no direction while providing feedback when prompted by team members. At best, the laissez-faire leader promotes an acute sense of competence and expertise in team members and allows others to rise to their performance potential. At worst, this style can lack accountability for team failures and not adequately coach members to success who may be uncomfortable in a self-directed environment by appearing to not care or be too busy to properly lead.

• Also known as the “hands-off¨ style
• The manager provides little or no direction and gives staff as much freedom as possible

• All authority or power given to the staff and they determine goals, make decisions, and resolve problems on their own

An effective style to use:

• Staff highly skilled, experienced, and educated
• Staff have pride in their work and the drive to do it successfully on their own
• Outside experts, such as staff specialists or consultants used
• Staff trustworthy and experience

Should not be used …

• Staff feel insecure at the unavailability of a manager
• The manager cannot provide regular feedback to they are doing staff on how well
• Managers unable to thank staff for their good work
• The manager doesn’t understand his or her responsibilities and hoping the staff cover for him or her