Different leadership styles and their implementation in business

Although the number of their identified styles was subsequently expanded, at first Lewin and his team identified three leadership styles - authoritarian, democratic and laissez-faire. As part of the study, schoolchildren were divided into three groups, each of which was led by a person demonstrating one of the main leadership styles.

These people supervised the children in a specific project (arts and manual labor), and the researchers studied the group's reactions to the actions and orders of the leader.

What are the differences between a manager and a leader?

This question is one of the main ones.

A leader is a member of a group whose power, authority, and authority is voluntarily accepted by other members in the group. They are ready to obey him and help. Therefore, it turns out that the leader has informal, or unofficial, authority. Often the main reason is that the boss's leadership and management styles are different. Therefore, the rest of the group members choose the manager with whom they feel more comfortable working.

A leader is usually not appointed. As practice shows, this is a person who is recognized as a member of the group and who, in turn, wants to become one. Therefore, it turns out that the official leader is not always a leader. To be more precise, this is usually what happens. The main reason most often, as noted, is the ineffective leadership style of the manager. He is recognized by the group simply formally, as a person who signs documents at the right time.

A smart leader can take advantage of the current situation. He has the opportunity to shift his powers to more authoritative members of the team. But the main thing is to manage this process so as not to lose your place and ultimate authority.

There may be several leaders in a group, who often change depending on the current situation and the state of the group. A professional leader can manage a group. To do this, he needs to influence behavior and psychology through authoritative leaders with high status. But he must remember one basic law. Usually in such situations, the manager needs to completely manage the process, since the authority of the leaders in such a situation is no less than his. Therefore, the main thing is not to lose control.

At the initial stages of study, scientists did not distinguish between leadership styles, their typology and classification. But over time, several concepts emerged that had a certain evidence base.

Leader-Creator

The designated management and leadership style can inspire people, interest them in a new idea, and offer to take on a task that may seem impossible to other group members. Such a person always sees new things and easily takes on complex or even dangerous projects. His style of behavior is not to command, but only to invite to discussion.

The rest of the group will never say that the leader makes decisions alone. He always relies on interest, consults with the rest of the team, and presents his arguments to achieve the goals of the organization.

Typology of leaders

During the research process, several were identified. Let's look at them in more detail.

An authoritarian leader is characterized by the presence of the following personal and behavioral characteristics:

• authority;
• sole decision-making;
• imposing one's opinion;
• exerting psychological pressure;
• commitment to strict execution of expressed decisions;
• the use of orders as the main method of influence;
• avoidance of any personal relationships with subordinates;
• setting a business style of relationships.

A democratic leader is the opposite of the first type. In your actions with subordinates, the following features are predominant:

• respect for employees and consideration of their opinions;
• recognition of their right to act in accordance with their decisions;
• equal communication style;
• contacting employees with requests and advice.

A liberal leader differs significantly from the first two types in his reluctance to bear responsibility for the team and the common cause. The following characteristic features can be distinguished:

• providing employees with complete freedom of action and decision-making;
• the absence of any control on his part, only formal;
• unwillingness or inability to influence subordinates;
• distribution of their powers among authoritative employees;
• development and decision-making is carried out collectively;
• The manager behaves like an ordinary employee.

A bureaucratic leader prefers to use a formal bureaucratic method of leadership. Thanks to this, he forces everyone to follow the established order. His formalism and bureaucracy are manifested in everything: in communication and interactions with people, execution of papers and documents, compliance with regulations, etc. The process of managing employees is usually carried out through regulations and written instructions.

An opinion leader is a person whose judgments are considered authoritative by the group, who is listened to, and whose assessments are trusted the most. This role is usually played by an experienced and informed professional. However, it will not always occupy a leading position in other parameters. As they say, everyone is good in their place.

A nominal leader is a leader who takes his place formally. In fact, he does not perform his duties in the group, and the team is managed by someone else, appointed or not appointed as a manager. There are situations when no one personally leads at all, all decisions are made collectively.

A people-oriented leader is a person whose primary concern is the well-being of group members. He often becomes a kind of “psychologist” for the company; everyone shares their experiences with him. But such a manager is not always able to fully manage a group, since business problems come second to him. This is not enough to promote a company on the market.

Work-oriented leader. This is a leader who considers his main function to be solving the problems facing the group. Employee well-being takes a backseat. In an ideal situation, the manager begins to take into account the interests of the performers. If such a combination appears, then he can be called an ideal leader.

A situational leader can perform these responsibilities in a group for some time if the situation in the group is favorable for this. In some cases it may become permanent. Especially if he can live up to the expectations of the group.

Types of Leaders

Sociology and psychology, studying interpersonal relationships and the qualities needed by leaders, consider types of leaders, each of which brings together a group of people consciously or unconsciously.

• Patriarchal ruler or superstitious - a strict father who is loved, his opinion is respected. Can easily suppress unrest in a group. Exudes confidence. He is often chosen as a leader because of the feeling of security next to him, love and respect for his opinion.
• The leader personifies the desires of the people he leads. All members of the community try to copy his behavior, manner of dressing and behaving.
• A tyrant uses authoritarian leadership. Those around him are afraid to contradict him, so they do everything in accordance with his instructions. Such people often come to power on their own.
• The organizer knows how to organize the work of all operating units. He sees potential in everyone and knows how to redirect forces in the right direction. In the management process, it helps to realize the goals of the entire community, including its own. Quickly copes with the problems of subordinates, helps relieve feelings of guilt and uncertainty about the appropriateness of actions.

• Seducer - he develops his activities by taking advantage of the weaknesses of those around him. For driven people it becomes a driving force that helps to free themselves from suppressed emotions. Knows how to reduce conflicts. Attracts people to himself, skillfully manipulating their fears and experiences. The group he leads does not notice his shortcomings and completely obeys his desires.
• Hero: self-sacrifice for others is his main character trait that attracts society. Indispensable in the fight against an unjust regime. A bad example is a hidden leader who energizes those around him with his behavior and emotions. Can easily provoke conflict.
• An idol is an example to follow. Attracts and endows those led with its energy. He doesn’t always end up in this place by choice.
• An outcast or scapegoat refers to anti-leaders. It is a factor causing an aggressive attitude. A group of people band together to oppose him. As soon as he is gone, the team will cease to exist.

Leadership theories

The core concepts address the following basic questions in different ways:

• Why does a manager use certain leadership and management styles?
• What optimal qualities should he have?
• Is everyone capable of becoming a good manager?

Each theory of leadership styles contains answers to these questions in a systematized and generalized form. Let's look at them in more detail.

Within the framework of charismatic theory, it is implied that a leader must possess special personal qualities. It is thanks to them that he will be able to become a leader in the team. The theory notes that such properties are given from birth as a special gift. However, there are still no practical studies that could confirm this concept. Scholars have tried to identify and describe similar qualities of good leaders. But it was not possible to do this objectively. The main reason is that it was never possible to create a single list of innate leadership qualities. Therefore, this concept has not found its practical confirmation to date.

Situational theory emphasizes that a person does not have to possess certain personal characteristics in order to be a leader. To achieve this goal, it is enough for him to master some positive qualities that are valued by people and take advantage of a favorable situation to demonstrate them. Therefore, in an optimal situation, those employees usually become leaders whose merits become in demand and important for other team members. Therefore, the emphasis is shifted from the personal characteristics of a person to the state of the group that has developed at the moment.

Value exchange theory refutes the concepts described above. At its center is the consideration of the situation that develops in the group and the peculiarities of the interaction of the subject with this group. If we can talk about the presence of common interests or values, as well as their mutual complementarity, then this person will be able to become a leader.

However, none of the highlighted concepts is able to prove its theoretical positions. Naturally, each of them contains a certain amount of truth and correctly focuses on those positions that are necessary for leadership. But one can note the peculiar one-sidedness of the phenomena under consideration.

In this regard, the system concept is currently considered the most optimal. Within its framework, the following provisions are approved:

• leadership cannot be clearly defined by one single factor;
• In order to nominate the desired manager, it is necessary that a combination of certain conditions simultaneously arise (the presence of certain personal merits, a suitable situation, the correspondence of one’s own values ​​to the values ​​of other employees, and so on).

Leadership Style Classifications

In modern socio-psychological literature there is a traditional division into certain types. We are talking about three basic leadership styles: authoritarian, democratic and liberal. First, let's make some adjustments.

At first glance, the concepts of “types of leadership” and “leadership style” are similar in meaning. They denote a set of methods and means of psychological influence that a manager uses to influence other members of the team. Leadership styles in an organization include all possible relationships and interactions that develop between the leader and subordinates. This is a fairly broad and generally accepted understanding.

As practice shows, the concepts of “leader” and “leadership styles” are often used as synonyms. This interpretation is also acceptable. Let's explain why.

The typology of leaders discussed above in some positions coincides with the classification of styles, which will be discussed below. This is not a random pattern.

The type of leader is usually determined by what style he prefers. But this is, on the one hand. On the other hand, the leadership style is distinguished in accordance with the individual (personal) characteristics of the leader. That is why in some situations there is similarity in terminology and their content.

Different leadership styles and their implementation in business

Transformational leaders tend to be honest, they inspire people to be optimistic about the future, they set goals and motivate people to achieve those goals, and they are friendly with their team (a more detailed description of transformational leadership can be found at the end of the article).

However, leadership is a very complex and multifaceted concept. Very often you have to select the required leadership style in accordance with different situations. That's why it's important to know which leadership style will be most relevant to your business. The more you learn about the different types of leadership, the easier it will be for you to run your business.

Let's look at some common leadership styles that you can adopt (the styles are presented in alphabetical order):

Autocratic leadership

Autocratic leadership is transformational leadership in its extreme form, in which leaders retain power over other people. Team members and other employees do not have the opportunity to make suggestions, even if those suggestions would be of great benefit to both the team and the company as a whole.

The advantage of autocratic leadership is that it is very effective. Decisions are made quickly and work is completed efficiently.

The disadvantage of such a system is that people do not like to be “under pressure.” Therefore, with this leadership style, the likelihood of frequent employee absenteeism and labor turnover is very high. However, this style will be very effective in situations involving routine work and work that does not require special qualifications. In such situations, the advantages of total control are more noticeable against the background of the disadvantages.

Autocratic leadership is very often resorted to in moments of crisis, when it is necessary to make decisions very quickly, without taking into account disagreements. For example, in the military industry, an autocratic leadership style is very common; Commanders-in-Chief are responsible for their charges and for making difficult decisions, which allows soldiers to focus solely on carrying out orders and assignments.

Bureaucratic leadership

Bureaucratic leaders work on paper. They follow the rules flawlessly and make sure that everyone else follows all procedures as expected.

This type of leadership is ideal for those whose work involves serious risks (working with machinery, toxic substances or working at heights) or large sums of money. Also, bureaucratic leadership is well suited for organizations with routine activities (for example, industry).

The disadvantage of this type of leadership is that it is not suitable for organizations that rely on flexibility, creativity or innovation.

Most bureaucratic leaders achieve their desired positions through their ability to adapt and adhere to rules, rather than through their qualifications or experience. This can negatively affect the leader's credibility as team members will no longer value his advice and him as a leader in general.

Business Leadership

This leadership style occurs when team members agree to obey a specific leader only to complete a specific task. These “deals” typically occur when an organization pays its team for their efforts and quality work. But the leader also has the right to “punish” team members if their performance does not meet the stated standard.

It may seem strange, but business leadership also has its benefits. For example, in this leadership style, all roles and responsibilities are predetermined. In addition, ambitious employees, motivated by some kind of reward, will always be successful and financially prosperous.

The downside to this style is that team members may not like such control. They may feel disadvantaged, which can lead to turnover.

Business leadership is sometimes viewed more as a type of management than a leadership style because it involves short-term interaction between the leader and the team. It is also not suitable for situations where creativity and specific knowledge are encouraged. However, this leadership style has been applied quite successfully in other situations.

Democratic/participatory leadership

A democratic leader allows his team to actively participate in decision making, but the final decision rests with him. He encourages creativity and his team members are often involved in project work and decision making.

There are many benefits of democratic leadership. The team of such a leader is very satisfied with the working conditions, which increases their productivity, because they have the right to participate in the life of the organization. This leadership style also helps develop certain skills. Team members do not feel pressured from outside or from above, so they strive to work hard, not so much for financial reward, but out of enthusiasm.

Since the whole team is involved in the decision-making process, it takes a little longer, but the result always lives up to expectations. This approach is used in business when teamwork is simply necessary and when the quality of the work performed is important.

The disadvantage of democratic leadership is that in situations where speed of decision-making or work efficiency is important, such leadership can only do harm. For example, during crisis situations, the team spends valuable time considering the opinions of each member. Another disadvantage of this style is that not all team members are able to give reasonable and valuable advice due to their lack of experience.

People/relationship oriented leadership

Leaders in this area are completely focused on organizing, supporting and developing people in the team. This type of leadership is very similar to democratic leadership, which encourages teamwork and creative collaboration, and is inversely related to problem-oriented leadership.

A relationship-oriented leader treats all team members equally. He is friendly and always ready to help, pays attention to each member of the team, which knows that if necessary, the leader can be relied upon.

The advantage of such leadership is that everyone aspires to such a leader, everyone wants to be part of his team. His team members are very productive and are not afraid to take risks because they know that their leader will certainly help them if necessary.

The downside to this type of leadership is that some leaders may become too focused on developing their team and not paying enough attention to project work.

Servant Leadership

The term “serving leadership” was coined in the 1970s by Robert Greenleaf. Such leadership presupposes the presence of a leader who is often not even perceived as such. When someone in your organization manages people through routine helping, that person can be described as a “service leader.”

A serving leader always sets a good example for everyone. He is always honest and leads wisely. In some ways, servant leadership is somewhat similar to democratic leadership because the entire team participates in decision making. However, a service leader prefers to stay on the sidelines, not be the center of attention, and allow their team to make their own decisions about their work.

Proponents of servant leadership argue that this is a good way to do business in a world where great emphasis is placed on the merits of the individual, and where a servant leader can achieve power through his virtues, ideas and ethics. This approach helps create a good company culture and leads to improved morale for each team member.

However, some people believe that in a competitive environment, people who practice servant leadership may lag far behind those who choose a different leadership style. Servant leadership takes time to implement adequately and is not suitable for situations where quick decisions need to be made or something needs to be accomplished in a short period of time.

However, servant leadership can be found in areas of life such as politics, as well as in societies where a leader is elected to lead a group, committee, organization, or community.

Indifferent Leadership

The name comes from the French Laissez-Faire, which means “to provide freedom of action.” This style requires a leader who allows his team to work as they see fit. This leadership style can also arise naturally when a manager does not have the ability to supervise the performance of his people at an adequate level (besides the performance of his duties).

Indifferent leaders may give their team free reign and the right to set their own deadlines for completing work. However, if necessary, he can help the team with advice without interfering in their work process.

This type of leadership can be effective when the leader monitors people's work and communicates regularly with his team members. This kind of leadership is also effective if individual members of your team are experienced, independent and proactive people.

The main benefit of hands-off leadership is that team members are more satisfied with their work due to their freedom and autonomy, which increases productivity.

The disadvantage of this leadership style may be the disorganization of team members, their inexperience and lack of motivation to work, which can harm the effectiveness of work.

Problem-oriented leadership

Problem-oriented leaders are focused on getting the job done, which is similar to autocratic leadership. They actively designate the scope of work, distribute responsibilities, structure the work, plan, organize and control its implementation. Such leaders also perform other tasks, such as setting and maintaining performance standards.

The benefit of problem-oriented leadership is that it ensures that work gets done on time, and it is especially useful when your team members are unable to manage their time efficiently.

However, with problem-oriented leadership, very little attention is paid to the team itself, which entails the same problems as with autocratic leadership: decreased motivation and staff turnover.

Advice:

In practice, most leaders combine problem-oriented and person-oriented leadership.

Charismatic Leadership

Charismatic leadership is somewhat reminiscent of transformational leadership, since such leaders inspire and energize their team and arouse enthusiasm in their work. This ability to generate desire and enthusiasm is a great advantage.

The difference between charismatic and transformational leadership lies in the role of the leader. Transformational leaders strive to transform their teams and the organization as a whole. A charismatic leader focuses on himself. He may not have the desire to change anything in the team or organization.

The disadvantage of such a leader is that he believes more in himself than in his team. In addition, when such a leader leaves, the entire organization may suffer. A charismatic leader is confident that he always does everything right, even if other employees point out his shortcomings. This overconfidence can be detrimental to both the team and the organization as a whole.

In the eyes of everyone around them, the success of an organization depends entirely on the presence of a charismatic leader. Therefore, charismatic leadership involves greater responsibility and requires long-term cooperation from the leader.

Transformational Leadership

As discussed earlier in this article, transformational leadership is perfect for running a business.

Transformational leaders expect 100% commitment from each team member, and from themselves in particular, and also motivate their colleagues. With this leadership style, high productivity and involvement of each team member are very common occurrences.

The downside to transformational leadership is that not only does the team need support, but it is also important for the leader to have someone he can rely on.

Therefore, business and transformational leadership are often combined. Business leaders (or managers) ensure that routine work is completed to a high standard, while transformational leaders support employee initiative and add variety to work.

It is also important to resort to other leadership styles when necessary. The choice of style, then, will depend on the people you are working with and the situation as a whole.

mindtools.com

Authoritarian leadership style

For this approach, the ideal subordinate is a disciplined performer who has virtually no say. In such groups there is only one leader - himself.

The authoritarian leadership style is characterized by the leader’s pronounced authority, directiveness of his actions and unity of command when making decisions. In addition, he systematically monitors the actions of his followers, monitoring their every step.

An authoritarian leadership style implies that the leader will not allow subordinates to interfere with the leadership of the group, question or challenge the decisions he makes. He always shares his rights and responsibilities with his employees, limiting their actions solely to executive functions.

If the leader has undeniable authority, the group respects and recognizes him. Otherwise, he is afraid, and the employees would like to have another place of work.

Leader-fighter

Leaders-fighters always stand out in the team for their qualities. They are confident in their strength and have an “iron” will. These types of leadership in management are characterized as individuals who do not hesitate to take on any task, regardless of its degree of complexity or danger. Wrestlers, by their nature, are not inclined to make concessions. They clearly follow the intended path and defend the decision made. Sometimes their actions can be described as “the madness of the brave,” since sometimes they do not have time to carefully think through the plan of action and foresee possible difficulties.

Democratic leadership style

This approach is significantly different from the first. A democratic leadership style involves regularly seeking the opinions of subordinates in order to obtain their advice and involve them in the development and adoption of decisions. The leader collaborates with the group without drawing clear lines between their rights and their responsibilities.

The democratic leadership style implies that he, if necessary, voluntarily transfers some of his powers to his subordinates. The latter take them upon themselves, helping the leader perform his functions.

A democratic leader values ​​such qualities in people as independence, initiative and a creative approach to business. Not only business, but also personal relationships in the team are important to him.

Usually in such groups you can notice a friendly, optimistic and interested attitude. Employees and management strive for a common goal and perceive this as their own business.

Psychological styles

Leadership models are based on psychological characteristics of temperament. Classification of leadership according to D. Caserich identifies 4 styles:

• intuitive-emotional;
• intuitive-logical;
• sensory-decisive;
• sensory-perceptive.

Intuitive-emotional

The leader is a kind of catalyst for stimulating the growth of led people. Such a leader is attentive to the problems of his subordinates and tries to redirect their personal potential for the common good. For him, the psychological comfort of his employees comes first.

Problems that arise during work are perceived by the leader as a personal defeat. Because of this management style, employees often become opinionated and fail to complete work on time.

Intuitive-logical

Such a leader cares little about the feelings of others. All his work is based on the creation and development of plans. He fiercely defends any point of view. Doesn't need followers too much.

He chooses people to subordinate himself on his own, and does not keep anyone nearby by force.

Intolerant of people with low intelligence. Presents the existing picture as more complex than it actually is.

Sensory-decisive

Plans everything in advance. Requires strict adherence to the plan. The main criterion in his work is the preservation of established rules, material resources, and traditions. The order of the established system is the main value and does not accept new ideas.

Such a leader takes the responsibilities of himself and those around him very responsibly. The disadvantages of such a government are the leader’s narrow-mindedness in matters of introducing innovations and totalitarian preferences in communicating with subordinates.

Sensory-perceptive

Suitable for use in law enforcement agencies and emergency services. The leader quickly finds a solution, relying only on his feelings and knowledge. Does not always respect established laws.

In routine matters, this leadership style is completely useless. And the leader himself, endowed with quick reactions, cannot sit still.

Liberal leadership style

With this approach, the manager tries not to fulfill his responsibilities for leading the team. He does not choose the role of a leader, but prefers the functions of an ordinary member.

Therefore, the basic problems of intragroup life are usually resolved by the majority of employees using voting, or they are left unattended. Therefore, the leader is only nominally, and no one personally manages the team.

This management style is ideal if the group is well-coordinated and its members are professionals. In it, everyone should know their responsibilities.

The ones described above are traditional leadership styles. However, recent socio-psychological studies have described and substantiated innovative approaches. Let's look at some of them.

Flexible leadership style

It may contain all of the above-described approaches to leadership. But it is not stable. Such situational leadership styles change from time to time depending on the relationships within the group.

Not only the situation and plans of the company can influence, but also the state and mood of the leader himself. Ideally, the manager acts this way because he adapts well to the current situation and tries to turn the current situation to the benefit of the company. However, situations are possible when the manager simply does not know what is best to do and uses the “trial and error” method. In such a situation, it will be difficult for him to gain the authority of his employees.

What is an effective leadership style?

Until now, there is no clear answer to this question in theory and practice.

At first glance, it may seem that the democratic style is the best, since it has many attractive features. It contributes to the formation of a favorable psychological atmosphere for the work of the team and is perceived by its members as comfortable.

However, practice shows that the democratic style is not always optimal. For example, if the team is poorly organized and developed, there is a shortage of time, but it is necessary to achieve the desired results as soon as possible. In such situations, strict discipline, responsibility and coordination of actions and, accordingly, an authoritarian approach are required.

In some groups, where each employee knows his job and is a recognized authority and professional, the best option for a manager is to most often use a liberal style. This usually applies to creative companies or those that have been working with the same staff for a long time. But, as a rule, there are few groups of the second type in business.

Therefore, modern conditions dictate to the leader that he must know and apply all leadership styles, depending on the situation and atmosphere in the group. Therefore, the most optimal is a flexible approach and the manager’s ability to adapt well to changing conditions. Otherwise, his place may be taken by an unofficial leader who takes these requirements into account.