1 Copyright © Texas Education Agency, 2012. All rights reserved.

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Concepts of Engineering and Technology

Leadership StylesWhat are they?

Why do we need to know them?What type am I?

Copyright © Texas Education Agency, 2012. All rights reserved.

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Types of Leadership Styles

• You can look this up in the library or online in Google.

• The following are just the basics or the generally accepted types of leadership.


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The Eight Accepted Types of Leadership

• Autocratic • Bureaucratic • Charismatic• Democratic or participative • Laissez-faire • People-oriented • Servant • Task-oriented


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Autocratic Leadership

• These leaders have or need to have absolute power or control over their workers or team members.

• Is there anyone in your life who you think is this type? Why?


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Bureaucratic Leadership

• Bureaucratic leaders go "by the book." You must follow the rules no matter what and they want you to do the same.



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Charismatic Leadership

• These people inspire lots of enthusiasm in their teams and are very energetic in driving others forward. Beware, charismatic leaders can tend to believe more in themselves than in their peers, and this creates a risk that things may collapse if the leader leaves.



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Democratic or Participative Leadership

• Yes they will make the final decisions, but they will also ask for your input on what you think should be done.



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Laissez-faire Leadership

• This French phrase means "leave it be," and describes those who leave their team members to work on their own or have a “you figure it out” mentality.



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People-Oriented Leadership

• Exact opposite of task-oriented leadership. This type is focused on organizing, supporting, and developing their peers or teammates.



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Servant Leadership

• This term, created by Robert Greenleaf in the 1970s, describes a person who is not given a label as leader. This type leads because they work to meet the needs of their peer or teammates.



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Task-oriented leadership

• Highly task-oriented leaders focus only on getting the job done, and they can be quite autocratic. They actively define the work and the roles required, put structures in place, plan, organize, and monitor.



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Am I only one type ?

• NO, not if you are a going to be a “Good” leader!

• Good leaders often should switch between styles, depending on what needs to be done and the type of people the are working with.

• Trust & Balance are key to being a “Good” leader. You have to balance the needs of the whole against the needs of your teammates or peers.


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What about School or Teacher leader styles?

• Psychologist Kurt Lewin identified three major leadership styles back in 1939 that still primarily apply even today. – Authoritarian Leadership (Autocratic)– Participative Leadership (Democratic)– Delegative Leadership (Laissez-Faire)


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Authoritarian Leadership (Autocratic)

• Authoritarian leaders provide clear expectations for what needs to be done, when it should be done, and how it should be done. There is also a clear division between the leader and the followers. Authoritarian leaders make decisions independently with little or no input from the rest of the group.

Researchers found that decision-making was less creative under authoritarian leadership. Lewin also found that it is more difficult to move from an authoritarian style to a democratic style than vice versa. Abuse of this style is usually viewed as controlling, bossy, and dictatorial.

Authoritarian leadership is best applied to situations where there is little time for group decision-making or where the leader is the most knowledgeable member of the group.


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Think about your educational classroom experiences.

• Have you experienced the Authoritarian classroom/teacher?

• How well did the class function?• How well did you perform grade-wise in that

class?• Did this style work for you?• Why or why not?


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Participative Leadership (Democratic)

• Lewin’s study found that participative (democratic) leadership is generally the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members. In Lewin’s study, children in this group were less productive than the members of the authoritarian group, but their contributions were of a much higher quality.

Participative leaders encourage group members

to participate, but retain the final say over the decision-making process. Group members feel engaged in the process and are more motivated and creative.


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• Have you experienced the Participative or Democratic classroom/teacher?

• How well did the class function?• How well did you perform grade-wise in that



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Delegative Leadership (Laissez-Faire)

• Researchers founds that children under delegative (laissez-fair) leadership were the least productive of all three groups. The children in this group also made more demands on the leader, showed little cooperation, and were unable to work independently.

Delegative leaders offer little or no guidance to group members and leave decision-making up to group members. While this style can be effective in situations where group members are highly qualified in an area of expertise, it often leads to poorly defined roles and a lack of motivation.


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• Have you experienced the Delegative or Laissez-Faire classroom/teacher?

• How well did the class function?• How well did you perform grade wise in that



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Now that you know a little about leadership styles…

• Can you now see or understand why it is important to know what the styles are and/or how they can affect your education success?

• If you have knowledge you are what is called “fore warned and fore armed”.

• You can figure out HOW to work with others so that you both get what you all need.


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Lets take a test.

• Lets take some online tests to see what your leadership style(s) are.

• Are they 100% accurate = no but they point you in the right direction and get you thinking about this.


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What type do you think you are?

• I really like this 30-question quiz made by and offered free for use by Robert M. Galford and Regina Fazio Maruca.

• They believe there are six Leadership Styles.• Take the test and lets see if you agree with the

results.– http://www.yourleadershiplegacy.com/assessmen

t/assessment.php


http://www.yourleadershiplegacy.com/assessment/assessment.php

http://www.yourleadershiplegacy.com/assessment/assessment.php

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Ambassador

• Ambassadors instinctively know how to handle a variety of situations with grace. They tend to be the people diffusing nasty situations. The ones getting involved in conflicts on behalf of broad constituencies, as opposed to for their own benefit. They are apt to be persistent in a gentle way -- to be persuasive and at the same time respectful.

An Ambassador, for example, might be someone who can introduce a whole host of people-assessment and development frameworks with the result that employees understand and accept the new order easily.


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Advocate

• Advocates instinctively act as the spokesperson in a group. They tend to be articulate, rational, logical, and persuasive. They also tend to be relentless (in the positive sense of the word), championing ideas or strategic positions. Advocates tend to use both linear and non-linear approaches when they argue a point.

Top managers who are natural Ambassadors may do very well at navigating through rough waters. But for Advocates, being in rough waters is part of the reason they revel in their work. (Many Advocates tend to see things in black and white only. Advocates very often need Ambassadors on their senior management teams -- to help them temper their messages and persuade employees to “buy into” their decisions.)


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People Mover• Think: Talent-spotter, career-builder, motivator, someone with

parental, nurturing qualities. People Movers instinctively take the lead in building teams. They’re also instinctive mentors. They generally have large contact lists; they are always introducing new people to new ideas and new paths. They’re also generally mindful of their employees’ lives outside of work; they view performance through the larger lens of potential.

There is a certain “holiday card joy” that comes with being a People Mover; when people continue to update you on their progress because they know you’ll care, even if you have nothing in common with them and are effectively out of touch with them, you know you’re a People Mover.


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Truth-Seeker

• Think: fairness, good judgment, equalizer, level-headed, process-oriented, scrupulous neutrality, objectivity is the high standard. This is the only role for which there is a “prerequisite”; Truth-Seekers are unfailingly competent in their field; their competence is unquestioned.

Truth-Seekers instinctively level the playing field for those in need. They also help people understand new rules and policies. They act to preserve the integrity of processes. They try to identify the root-cause issues, or pivotal issues. They also step in to ensure the just and fair outcome if the process has failed to yield the same.

Successful individuals in the Human Resources function are generally natural Truth-Seekers. Truth-Seekers also tend to gravitate towards line-manager positions.


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Creative Builder

• These individuals are visionaries and entrepreneurs – they are happiest and most driven at the start of things. They instinctively: see new opportunities for new products, new companies; spot niche markets; take ideas and make them real. They’re also often “serial entrepreneurs” over time, even if they remain in one leadership post.

Creative Builders instinctively understand that building is not necessarily about invention, but about process of making an invention real. Builders are constantly energized by new ideas, yet they have the staying power to see them through to fruition.

The issue is rarely simply the idea; builders aren’t “Hey Dave, what’s your latest scheme?” people. Builders are fascinated with implementation. Real estate developers are often “builders” in this way (beyond the obvious connection); they feel most rewarded when a project gets underway, or is newly completed.

Builders sometimes get into trouble if they remain in one place for too long. There are case studies, too numerous to mention, of entrepreneurs whose legacies are negative because they became enmeshed in the day-to-day operations of the companies they created, and didn’t know when it was time to leave. Builders can successfully remain in a single leadership position only if they figure out how to feed their own need for new projects.

Here’s an equation to try on yourself if you identify with the role of builder:

Strength of belief in end result + Ability to tolerate the process = Creative Builder


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Experienced Guide

• The term “Experienced Guide” conjures up an image of someone very old and wrinkled, with the experience that comes with age. That’s not incorrect, but Experienced Guides don’t have to be old, or necessarily experienced. What they do have to have is an ability to listen, and to put themselves in others’ shoes. They have a way of helping people think through their own problems; they are natural therapists. Often, they are seemingly bottomless wells of information on a diverse range of topics. These are the people who can always be counted on to supply the right quotation or the right historical connection.

They are not necessarily mediators, yet the experienced guide is often the person who finds him or herself “in the middle,” with people on both sides of a conflict seeking advice. When a corporate meeting has been particularly stressful or fraught with conflict, the “post-meeting, closed-door meeting” often takes place in the Wise One’s office.

Remember the “family lawyer” of old? The person, outside of the family, who knew (and kept) all the family secrets, and was often sought for advice? The experienced guide role naturally lends itself today to the position of minister, counselor, trusted advisor.

Renato Tagiuri, emeritus professor at the Harvard Business School, noted that natural “experienced guides” are often found one level down from the top in organizations. They get their greatest satisfaction helping others get through the day and helping others see the bigger picture. They empathize.


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My results are as follows….

• For example my scores are:– 22 advocate– 21 People Mover & Truth-Seeker– 19 Ambassador– 18 Creative Builder & Experienced Guide

• Do you think that this is a true statement or result for me?


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How does Robert M. Galford and Regina Fazio Maruca Six Leadership Styles Compare to the

traditional 8 Types?

See if you can tell which of the 8 Traditional Styles is most common and which one is not even listed.


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Robert M. Galford and Regina Fazio Maruca Six Leadership Styles

• Ambassador

• Advocate

• People Mover

• Truth Seeker

• Creative Builder

• Experienced Guide

Traditional 8 styles that they relate to

• People Oriented & Charismatic

• People Oriented & Task Oriented

• Charismatic & People Oriented

• People Oriented & Democratic

• Task Oriented & sometimes evolve into or become Beaurcratic

• Servant & People Orientated


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What were your results?

• For example my scores are:– Ambassador =– Advocate =– Creative Builder =– Experienced Guide =– People Mover =– Truth-Seeker =

• Do you think that this is a true statement or result for you?


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Tomorrow what are we doing?

• We will be electing class officers according to Roberts Rules of Order.

• I want you to read the officer positions available and you will write today, telling me what position(s) you want to run for and why.

• YES, you must apply for at least one!


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Work Cited

• http://psychology.about.com/od/leadership/a/leadstyles.htm

• http://www.yourleadershiplegacy.com/index.html


http://psychology.about.com/od/leadership/a/leadstyles.htm

http://psychology.about.com/od/leadership/a/leadstyles.htm

http://www.yourleadershiplegacy.com/index.html

http://www.yourleadershiplegacy.com/index.html

1 Copyright © Texas Education Agency, 2012. All rights reserved.

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