This is about various leadership styles folllowed by managers and leaders

2. Autocratic leadership.
Democratic leadership.
Laisezz faire.
Charismatic leadership.
Transactional leadership.
Transformational leadership.
Servant leadership.

3. AUTOCRATIC LEADERSHIP
 Autocratic leadership, also known as authoritarian leadership, is
a leadership style characterized by individual control over all decisions and
little input from group members.
 Autocratic leaders typically make choices based on their ideas and
judgments and rarely accept advice from followers.
 Autocratic leadership involves absolute, authoritarian control over a
group.
Characteristics of Autocratic Leadership
Some of the primary characteristics of autocratic leadership include:
Little or no input from group members
Leaders make the decisions
Group leaders dictate all the work methods and processes
Group members are rarely trusted with decisions or important tasks

5. DEMOCRATIC LEADERSHIP
Democratic leadership, also known as participative leadership,
 It is a type of leadership style in which members of the group take a more
participative role in the decision-making process.
Everyone is given the opportunity to participate, ideas are exchanged freely,
and discussion is encouraged.
 While the democratic process tends to focus on group equality and the free
flow of ideas, the lead of the group is still there to offer guidance and control.
The democratic leader is charged with deciding who is in the group and who
gets to contribute to the decisions that are made.
Researchers have found that the democratic leadership style is one of the
most effective and leads to higher productivity, better contributions from group
members, and increased group morale.

6. Characteristics of democratic leadership.
Group members are encouraged to share ideas and opinions, even though
the leader retains the final say over decisions.
Members of the group feel more engaged in the process.
Creativity is encouraged and rewarded.
Researchers suggest that good democratic leaders possess specific traits
that include:
1. Honesty
2. Intelligence
3. Courage
4. Creativity
5. Competence
6. Fairness

8. LAISEZZ- FAIRE LEADERSHIP.
Laissez-faire leadership, also known as delegative leadership, is a type of leadership
style in which leaders are hands-off and allow group members to make the decisions.
Researchers have found that this is generally the leadership style that leads to the lowest
productivity among group members.
Characteristics of Laissez-Faire Leadership
Laissez-faire leadership is characterized by:
Very little guidance from leaders
Complete freedom for followers to make decisions
Leaders provide the tools and resources needed
Group members are expected to solve problems on their own
Power is handed over to followers, yet leaders still take responsibility for the groups
decisions and actions

10. Charm and grace are all that is needed to Charismatic leaders to create followers.
Self-belief is a fundamental need of leaders.
The Charismatic Leader gathers followers through dint of personality and charm, rather than any
form of external power or authority.
They pay much attention to the person they are talking to at any one moment,
 Making that persons feel like they are, for that time, the most important person in the world.
Charismatic Leaders pay a great deal of attention in scanning and reading their environment,
They are good at picking up the moods and concerns of both individuals and larger audiences.
 They then will hone their actions and words to suit the situation.
CHARISMATIC LEADERSHIP.

11. Charismatic Leaders will often focus strongly on making the group very clear and
distinct, separating it from other groups.
 They will then build the image of the group, in particular in the minds of their
followers, as being far superior to all others.
The Charismatic Leader will typically attach themselves firmly to the identify of the
group, such that to join the group is to become one with the leader. In doing so, they
create an unchallengeable position for themselves.
Five behavioural attributes of Charismatic Leaders
•Vision and articulation;
•Sensitivity to the environment;
•Sensitivity to member needs;
•Personal risk taking;
•Performing unconventional behaviour.

12. Saint Mother Teresa eg: of Charismatic leadership.

13. TRANSACTIONAL LEADERSHIP.
People are motivated by reward and punishment.
Social systems work best with a clear chain of command.
When people have agreed to do a job, a part of the deal is that they cede all authority to their
manager.
The prime purpose of a subordinate is to do what their manager tells them to do.
The transactional leader works through creating clear structures whereby it is clear what is
required of their subordinates,
When the Transactional Leader allocates work to a subordinate, they are considered to be fully
responsible for it,
Whether or not they have the resources or capability to carry it out. When things go wrong,
then the subordinate is considered to be personally at fault, and is punished for their failure
The transactional leader often uses management by exception, working on the principle that if
something is operating to defined (and hence expected) performance then it does not need
attention.

15. People will follow a person who inspires them.
A person with vision and passion can achieve great things.
The way to get things done is by injecting enthusiasm and energy.
Transformational Leadership starts with the development of a vision, a view of the
future that will excite and convert potential followers.
 This vision may be developed by the leader, by the senior team or may emerge from a
broad series of discussions.
The next step, which in fact never stops, is to constantly sell the vision.
 This takes energy and commitment, as few people will immediately buy into a radical
vision, and some will join the show much more slowly than others.
The Transformational Leader thus takes every opportunity and will use whatever works
to convince others to climb on board the bandwagon. Eg: Martin Luther king
TRANSFORMATIONAL LEADERSHIP

16. Martin Luther King Jr.’s “I Have a Dream” speech exemplifies the inspirational
and charismatic elements of a transformational leader.
MARTIN LUTHER KING – Eg of Transformational leadership.

18. Definition of Servant Leadership
A servant leader leads by serving others. In other words, servant leaders place the
interests and needs of their followers ahead of their own self-interests and needs.
Generally, they value the development of their followers, building their communities,
acting authentically, and sharing power.
Characteristics of Servant Leadership
Active Listening - Servant leaders actively listen to their followers. Active listening is a
communication method where the listener listens and provides feedback to the speaker
to ensure that the listener understands what is being communicated.
Empathy - They have the ability to empathize. Empathy is the ability to detect and
understand emotions being felt by others.
Healer - Servant leaders have the ability to 'heal' themselves and their followers
through creating a sense of well-being.
Awareness - They are generally aware of the environment and issues affecting their
organization and its members.
SERVANT LEADERSHIP.

19. Persuasion - Servant leaders influence others through persuasion rather than
through exercise of authority or coercion.
Foresight - Servant leaders have the ability to foresee consequences of events
or actions involving their organization and its members.
Conceptualization - They can conceptualize their vision and goals into
strategies and objects that serve the organization and its members.
Stewardship - They are stewards, which means they view their position as
having a caretaking responsibility over their organization and members as
opposed to dominion over them.
Commitment to Growth and Emancipation - Servant leaders are personally
committed to the personal and professional growth of their followers.
Community Building - They are committed to building a sense of community
and mutual commitment between themselves, the organization and its
members.