The document discusses different leadership styles and behaviors. It describes Kurt Lewin's 1930s leadership framework and defines leadership. It then outlines three main leadership styles: autocratic, where the leader centralizes authority; participative, where the leader involves subordinates in decision-making; and delegative, where the leader gives subordinates freedom. Each style has advantages and disadvantages. The document also discusses behaviors important for leadership, such as building trust through consistency and integrity, inspiring others through vision, encouraging innovation, coaching people, and rewarding achievement.

1. LEADERSHIP STYLES AND
BEHAVIOURS
PRESENTED BY
AGLAIA

2. LEADERSHIP STYLES
● In 1930s, Kurt Lewin developed a leadership framework.
● Leadership is influencing people — by providing purpose,
direction, and motivation — while operating to accomplish
the mission and improving the organization.

3. Leadership Styles are of 3 types
 Authoritarian or autocratic
 Participative or democratic
 Delegative or Free Reign

4. Autocratic or Authoritative Style:
 It is also known as leader centered style.
 In this style ,there is complete centralization of authority in the
leader.
 He designs the work-load of his employees and exercise tight
control over them.
 The subordinates are bound to follow his order and directions.

5. 1. Advantages:
● This style permits quick decision-making.
● It provides strong motivation and satisfaction to the leaders who
dictate terms.
● This style may yield better results when great speed is required.
2. Disadvantages:
 It leads to frustration, low moral and conflict among subordinates.
 Subordinates tend to shirk responsibility and initiative.

7. 1. Advantages:
 Exchange of ideas improves job satisfaction and morale of the
subordinates.
 Human values get their due recognition which develops positive
attitude and reduces resistance to change.
 Labour absenteeism and labour turnover are reduced.
 The quality of decision is improved.
2. Disadvantages:
● Democratic style of leadership is time consuming and may result
in delays in decision-making.

8. ParticipativeDemocratic Style:
 Under this style, a leader decentralizes and delegates high authority
to his subordinates.
 He makes a final decision only after consultation with the
subordinates.
 Democratic leaders have a high concern for both people and work.

9.  It is less effective if participation from the subordinates is for
name sake.
 Consulting others while making decisions go against the
capability of the leader to take decisions.

10. Free Rein or Laissez Fair style:
● In this style, a manager gives complete freedom to his
subordinates.
● There is least intervention by the leader and so the group
operates entirely on its own.
● In this style manager does not use power but maintains contact
with them.
● Subordinates have to exercise self control. This style helps
subordinates to develop independent personality.

11. 1. Advantages:
 Positive effect on job satisfaction and moral of subordinates.
 It gives chance to take initiative to the subordinates.
 Maximum possible scope for development of subordinates.
2. Disadvantages:
● Subordinates do not get the guidance and support of the leader.
● Free rein style of leadership may be appropriate when the
subordinates are well trained, highly knowledgeable, self-
motivated and ready to assume responsibility.

12. BUILDING
TRUST
COACHING
PEOPLE
ACTING
WITH
INTEGRITY
ENCOURAG
ING
INNOVATIV
E
THINKING
INSPIRING
OTHERS
LEADERSHIP BEHAVIOUR
REWARDING
ACHIEVEME
NT

13. 1. Building trust
 Consistency is the key to building this kind of trust.
 Trust can be built or destroyed over time and is built in different
ways.
 Leaders can engender trust by becoming aware of the concerns,
aspirations, and circumstances of others.
 When leaders are consistent and predictable, others acquire
confidence and trust in them.
 Trust can be built from a leader’s rock-solid honesty and integrity.

14. 2. Acting with integrity
Acting with ingrity is done by
 Talking about most important values and beliefs.
 Specifying the importance of having a strong sense of purpose.
 Considering the moral and ethical consequences of decisions.
 Emphasising the importance of a collective sense of mission.

15. 3. Inspiring others
The extent to which you demonstrate a positive view of the
future and of what needs to be done by:
 Talking optimistically about the future.
 Providing positive communication about what needs to be
achieved.
 Articulating a compelling vision of the future.
 Expressing confidence that goals will be achieved.

16. 4. Encouraging innovative thinking
Challenging your people to be innovative and encouraging input
by:
 Re-examining critical assumptions to question their
appropriateness.
 Seeking differing perspectives when problem solving.
 Getting others to look at issues from different angles.
 Suggesting new ways of completing assignmenats.

17. 5. Coaching people
Being seen as someone who focuses on developing the
individuals within team/business by:
 Spending time teaching & coaching.
 Treating people as individuals rather than just members of a
group.
 Considering each persons’ differing needs, abilities and
aspirations.
 Helping people to identify and develop their strengths.

18. 6. Rewarding achievement
appropriate and timely awards for achievements by:
 Providing others with assistance in exchange for their efforts.
 Talking specifically about who is responsible for achieving
performance targets.
 Expressing satisfaction when expectations are met.
 Clarifying exactly what outcomes are expected.
 Delivering what is promised in exchange for support.

19. Thank you
For more…. Mail to
aglaiaconnect2018@gmail.com