LEADERSHIP STYLES
1. TRANSACTIONAL LEADERSHIP
This strategy is strongly disciplinary and is often called a leadership style of “telling.” The leader
gives instructions to the members of his team and then uses various incentives and
punishments to either appreciate or punish what they do in response. Leaders give praise for a
job well done or for a group member to perform a department-wide mission hated because
they missed a deadline.
If you often use the threat of having to stay late when you need to inspire your team and you
are continually brainstorming clever ways to acknowledge solid work, you might be a
transactional leader.
2. TRANSFORMATIONAL LEADERSHIP
With this style of leadership, by empowering their workers to change, leaders are trying to
enhance or transform the individual or group into which they lead. Such leaders are working at
making changes and finding new ways to get things done. And as a result, by their ideas or
insights into how something should be improved or adjusted for their own work, they
encourage and motivate others. Under transformational leaders, people have plenty of
flexibility, as well as plenty of breathing space to innovate and think outside the box.
When you look at every single existing process with a discerning eye and a strong sense that it
might be better, you could be a transformational leader. You also encourage other people to get
out of their comfort zones and reach their own boundaries. You will burst with pride whenever
you see a member of a team achieve something previously thought impossible.
3. SERVANT LEADERSHIP
Servant leaders work with this traditional motto: “Serve first and lead.” Instead of thinking
about how to inspire people to follow their lead, they channel most of their energies into
seeking ways to help others. They make other people’s needs a priority over their own. Besides
being natural leaders, those who follow the paradigm of servant leadership don’t try to hold a
white-knuckle grip of their own rank or strength. Instead, they focus on the advancement and
growth of the people who follow them.
4. DEMOCRATIC LEADERSHIP
You could also hear this style of leadership referred to as “participatory leadership.” Members
manage organizations and programs as well a democracy. Even though these leaders on the
organizational hierarchy are statistically higher, they prioritize working together and actively
engaging their colleagues in the decision-making process. Democratic leaders respect other
people’s ideas and feedback and encourage discussion of those inputs. We don’t carry on orders
from above but take a much more inclusive approach to doing things.
If you think the best meetings are the ones where everyone has a fair chance to weigh in, you
might be a democratic leader. You could not remember the last time you made an important
decision without at least one other person getting input.
5. AUTOCRATIC LEADERSHIP
On the contrary to democratic leadership there is autocratic leadership. You might think of that
as an alternative to “my way or the highway.” Autocratic leaders see themselves as having
absolute power and making decisions on their subordinates‘behalf. They decide not just what
needs to be done, but how to accomplish certain tasks too.
You may be an autocratic leader if you think that group meetings and brainstorming just slow
things down, so it’s easier if you make important decisions on your own and if you hate them
when workers challenge your decisions. That’s the final when you’ve said something.
6. BUREAUCRATIC LEADERSHIP
To put it another way, bureaucratic leadership goes “by the book.” With this style of leadership,
there is a specified collection of boxes to check to be a true leader. Bureaucratic officials, for
example, possess hierarchical authority. Power comes from a formal position or title rather than
from the unique characteristics or characteristics they hold. They also have a set list of duties, as
well as clear rules and procedures for how they will handle and make decisions for others. They
just must follow the path set out for them.
You may be a bureaucratic leader if you often find yourself questioning how your predecessor
has treated those situations that you want to make sure you follow the agreed protocol. You
also seek assurance that whenever you are charged with something different, you are doing
things right.
7. LAISSEZ-FAIRE LEADERSHIP
This is a French word that translates to “leave it be” which sums up this hands-off leadership
approach accurately. Micromanagement is just the opposite. Laissez-faire leaders have the tools
and services required to do so. But then they step back and let their team members make
decisions, solve problems, and get their work done without having to worry about their every
move being obsessively watched by the leader.
You could be a laissez-faire leader if in project status update meetings, you hardly do any of the
conversations. Alternatively, members of your team are the ones who fill you in where things
are. You’re only focused on two key points in most events and projects: the beginning and the
end.
8. CHARISMATIC LEADERSHIP
Charismatic leaders have charismatic personalities, and a great deal of determination to achieve
their goals. Such leaders use eloquent communication and persuasion to unite a team around a
cause, instead of promoting actions by strict instructions. You will spell out their dream clearly
and get other people excited about the same target.
You could be a charismatic leader if you’re known to give outstanding styles of presentations of
“rally the troops.”
• Ethics is about the types of values and morals that a person or a community finds
acceptable or necessary. In addition, ethics is concerned with the morality and actions
of individuals. They look to leaders when it comes to ethics to lead on ethics and take
responsibility for both good and bad results. Ethically leading leaders are role models,
promoting the value of ethical standards, keeping their people accountable for those
principles, and crucially designing environments in which others work and live. As
mentioned below, it has been shown that ethical leadership produces a variety of
positive results and reduces the risk of many negative results. Thus, leadership can be
the most effective tool in an ethical system designed to support ethical behavior.
• Ethical leadership is leadership motivated by respect for ethical beliefs and values, and
other people’s integrity and rights
HOW TO BECOME AN ETHICAL LEADER?
a. Define and Align Your Values
b. Champion the Importance of Ethics
c. Hire People with Similar Values
d. Promote Open Communication
e. Lead By Example
f. Find Your Role Models
g. Find Your Role Models
h. Care for Yourself so you are able to Care for Others
IMPACTS OF ETHICAL LEADERSHIP
Ethical leaders will help to build a healthy atmosphere through constructive partnerships at three levels:
the individual, the team, and the organization at large. Nurturing connections at each of these levels will
result in the following outcomes and benefits:
1. The Well-Being of the Individual
A strong ethical leader has an important responsibility for maintaining a positive working
environment. Ethical leaders leading by example should persuade others to do likewise. People
are generally influenced by the things occurring around them. Good contact between
colleagues can help to influence efficiency and attitude in the workplace.
2. The Energy of the Team
Ethical leadership can also include behavior control and co-operation within a team. In the
workplace, morale usually is stronger when people get along with each other. When colleagues
work as a team, this can help build relationships in the workplace and improve the group’s
overall performance. Strong leaders usually lead by example.
3. The Health of the Organization
The value of maintaining a positive mindset in the workplace has much to do with improving the
organization’s overall health. When people can show respect for each other and value the views
of others, this can help to create a productive work climate. There can be an ethical organization
when people’s groups work together in an atmosphere of mutual respect, where they can
develop individually, build friendships and contribute to the overall objective.
THE 4-V MODEL OF ETHICAL LEADERSHIP
The 4-V model aims to reconcile internal beliefs and values for the common good with external
behaviors and actions.
The four V’S stand for:
1. Values
2. Vision,
3. Voice, and
4. Virtue
These characteristics help to build a strong ethical leader. In the end, an ethical leader’s main
goal is to create a world in which the future is positive, inclusive and allows all individuals to
pursue and fulfill their needs and fulfill their maximum potential.
VALUES FORMATION IN LEADERSHIP Values is not a subject that has been talked about so often
but one that plays an important role in acts and performance. Because values are personal and
not always clearly defined, they remain an essential but under-discussed and undervalued part
of who you are as an individual and as a leader. Everyone has values, and when clearly
understood and established, they become much more important. To get the most out of what
happens, the best initial step would be to identify your values and write down those that are
most important to you.
REASONS WHY VALUES MATTER TO LEADERS
1. Values Guide Your Decisions
2. Values Strengthen Your Ability to Influence
3. Values Create Clarity
4. Values Reduce Stress
5. Values Guide Your Actions
