1 pbl sample module book - 2 - probased.org filethis pbl module book is just a case study and is...
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PBL SAMPLE MODULE BOOK- 1
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CONTENTS MODULE APPLICATION PLAN AND DOCUMENTS ................. Hata! Yer işareti tanımlanmamış.
SAMPLE MINI LESSON: TYPES OF LEADERSHIP STYLES .... Hata! Yer işareti tanımlanmamış.
1. TYPES OF LEADERSHIP STYLES ............................................. Hata! Yer işareti tanımlanmamış. 1.1. LEWIN‘S LEADERSFIP STYLES ................................................................................................................ 7
1.1.1.AUTOCTRATIC LEADERSHIP ........................................................................................................ 8 1.1.2. DEMOCRATIC/PARTICIPATIVE LEADERSHIP ............................................................................. 10 1.1.3. LAISSEZ-FAIRE LEADERSHIP ..................................................................................................... 13 1.2. ADDITIONAL LEADERSHIP STYLES AND MODELS...................................................................... 14
1.2.1. BUREAUCRATIC LEADERSHIP .................................................................................................. 14 1.2.2. CHARISMATIC LEADERSHIP ………………………………………………….....…..……16
1.2.3. PEOPLE-ORIENTED/RELATIONS-ORIENTED LEADERSHIP………………………..…19
1.2.4. SERVANT LEADERSHIP…………………………..……………………………………… 20
1.2.5. TASK-ORIENTED LEADERSHIIP…………………………………………………….…...22
1.2.6. TRANSACTIONAL LEADERSHIP …...………………………………………………....…24
1.2.7. TRANSFORMATIONAL LEADERSHIP ……..……………………………………………..26
1.2.8.MANAGERIAL/LEADERSHIP GRID ...........................................................................28
1.2.9. SITUATIONAL LEADERSHIP MODEL ..............................................................…………..31
HOMERWORK ................................................................................................... Hata! Yer işareti tanımlanmamış.
OBSERVATION FORM ..................................................................................................................40
PBL SAMPLE MODULE BOOK - 2
PBL SAMPLE MODULE BOOK - 1
PBL SAMPLE MODULE BOOK- 1
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Project Based Learning in VET
Intellectuel Output No: 3.1
PBL SAMPLE MODULE BOOK -1
Output Coordinator:
“Funded by the Erasmus+ Program of the European Union. However, European Commission and Turkish National Agency cannot be held responsible for any use which may be made of the information
contained therein”
This PBL Module Book is just a case study and is based on the " Leadership " vocational Lesson.
However, there are other approaches that use the PBL method that the reader can take into account.
The development of this module book has been possible due to Erasmus+ KA2 program funds, with 2017-1-TR01-KA202-045991 project number.
© All Rights Reserved. - 2019
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CONTENTS
MODULE APPLICATION PLAN AND DOCUMENTS .................................................................................. 4 SAMPLE MINI LESSON: Types of Leadership Styles ............................................................................... 5 1.1. Types of Leadership Styles ............................................................................................................. 6
1.1.1.Lewin's Leadership Styles ........................................................................................................... 9 Advantages of Autocratic Leadership ................................................................................................. 11 Disadvantages of Autocratic Leadership ............................................................................................ 11 When to use Autocratic Leadership ................................................................................................... 11 1.1.2.Democratic/Participative Leadership ........................................................................................ 12 Advantages of Democratic Leadership ............................................................................................... 13 1.1.3.Laissez-Faire Leadership ............................................................................................................ 15 Advantages of Laissez-Faire Leadership ............................................................................................. 16 Disadvantages of Laissez-Faire Leadership ......................................................................................... 16 When to use Laissez-Faire Leadership ................................................................................................ 16
1.2. Additional Leadership Styles and Models .....................................................................................16
1.2.1. Bureaucratic Leadership ........................................................................................................... 16 1.2.2. Charismatic Leadership ............................................................................................................ 18 1.2.3. People-Oriented/Relations-Oriented Leadership...................................................................... 21 1.2.4. Servant Leadership................................................................................................................... 22 1.2.5. Task-Oriented Leadership ........................................................................................................ 24 1.2.6. Transactional Leadership ......................................................................................................... 26 1.2.7. Transformational Leadership ................................................................................................... 28 1.2.8.Managerial/Leadership Grid ..................................................................................................... 30 1.2.9. Situational Leadership Model (SLM) ......................................................................................... 33 S1: Telling (Directing) ........................................................................................................................ 35 S2: Selling (Coaching) ........................................................................................................................ 36 S3: Participating (Supporting) ........................................................................................................... 36 S4: Delegating ................................................................................................................................... 37
SAMPLE STUDENT HANDBOOK: Leadership Styles Theory Worksheet ............................................... 38 Homework ........................................................................................................................................ 38 Driving Question: .............................................................................................................................. 38
OBSERVATION FORM: ......................................................................................................................... 42
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MODULE APPLICATION PLAN AND DOCUMENTS
1. Week
Module-1: The Best Leadership Styles - which of them to use?
DAY -1:
Mini Lesson: Types of Leadership styles
Student Handbook: Leadership Styles Theory Worksheet
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SAMPLE MINI LESSON: Types of Leadership Styles
Motivation:
Students will be asked about Leadership styles types. They will be asked to give examples of the use of
leadership styles in different situations. Generally, short answers should be requested. In addition, a video
about the subject can be watched.
Lesson Plan: Theoretical Information:
• Will be shown a video about leadership styles (15 min)
https://www.mindtools.com/pages/article/newLDR_84.htm
• Students will read the article“ The Impotance of the Leadership Styles” and make discusion (30 min.)
http://www.nwlink.com/~donclark/leader/leadstl.html
Practical Experience and Experimental Activity (Individual Working)
• Student Handbook (1 hour)
• Presentation of students prepared worksheets in the class (1 hour)
• Case study (30 min.)
• Test (30 min.)
Content and Skills Standarts (Curriculum Skills)
• Knows different kinds of leadership styles
• Will be able to distinguish the advantages and disadvantages of leadership style
• Will be able to identify leadership style
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1.1. Types of Leadership Styles
What is leadership? A simple definition is that leadership is the art of motivating a group of people to act
towards achieving a common goal. In a business setting, this can mean directing workers and colleagues
with a strategy to meet the company's needs.
The behavior pattern which a leader reflect in his/her role while influencing the followers is known as
Leadership style.
https://www.skillsyouneed.com/images/lead/skills-good-leaders-need.png
A leadership style is a leader's method of providing direction, implementing plans, and motivating people.
Various authors have proposed identifying many different leadership styles as exhibited by leaders in the
political, business or other fields. Studies on leadership style are conducted in the military field, expressing
an approach that stresses a holistic view of leadership, including how a leader's physical presence determines
how others perceive that leader.
Effective Leadership, employee job satisfaction, and organizational commitment arethe three important
facets for organizational success. An effective leader providesguidance to employees, gives them direction
towards achievement of desired goals, asa result employees with high job satisfaction exert more effort in
completion of workfor achieving success and thus are more committed towards organization (Voon,
Lo,Ngui, & Ayob, 2010).
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This leadership definition captures the essentials of being able to inspire others and being prepared to do
so. Effective leadership is based upon ideas (whether original or borrowed), but won't happen unless those
ideas can be communicated to others in a way that engages them enough to act as the leader wants them to
act.
The terms "leadership" and "management" tend to be used interchangeably. Management refers to a
company's management structure as its leadership, or to individuals who are actually managers as the
"leaders" of various management teams.
Leadership requires traits that extend beyond management duties. To be effective, a leader certainly has to
manage the resources at her disposal. But leadership also involves communicating, inspiring and supervising
- just to name three more of the primary skills a leader has to have to be successful.
https://www.thebalancecareers.com/top-leadership-skills-2063782
Leadership styles have an essential, direct cause and effect relationship on business success and their
development. Leaders’ roles are revolved in forming values, visions, and employee’s motivation.
Armstrong (2004) defines leadership as influence, power and the legitimate authority acquired by a
leader to be able to effectively transform the organization through the direction of the human resources that
are the most important organizational asset, leading to the achievement of desired purpose.
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Moreover, Cole (2002) defines leadership as inspiring people to perform. Even if an institution has all the
financial resources to excel, it may fail dismally if the leadership does not motivate others to accomplish
their tasks effectively.Different experts have identified different leadership styles with distinctive
characteristics.
The definition of leadership like many social and business terms still has not a consensus to define and agree
on its components and characters. Leaders and business professionals discussed the views of what dynamic
leaders should have and the main constitutes for leaders. Charisma, power, prestige, achievements and others
are attributes described the leaders and most definitions of leadership several scopes and streams like
military, business and socio-culture fields.
https://www.ionos.com/startupguide/fileadmin/StartupGuide/Screenshots_2018/EN-3-leadership-styles.png
According to Bass’s (1990) definition of leadership "leadership consists of influencing the attitudes and
behaviors of individuals and the interaction within and between groups for the purpose of achieving goals."
Chemers (1997) also defined leadership as "a process of social influence in which one person is able to enlist
the aid and support of others in the accomplishment of a common task."
Their definitions are general accepted amongst many scholars, and they included constant dimensions in
leadership which were people, means, effects and goals. The leaders need people to motivate and inspire
them, by using proper means to influence people and attract them, the most element in the leadership
definitions belonging Bass and Chemers was the effect and charismatic dimension in the personality of
leaders. As well there were goals need to be achieved and the leaders aim to obtain people’s focus on these
goals.
A leadership style refers to a leader's characteristic behaviors when directing, motivating, guiding, and
managing groups of people. Great leaders can inspire political movements and social change. They can also
motivate others to perform, create, and innovate.
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Many leadership styles have been used by leadership theories in order to analyze various different views
connected with leadership concept. Present leadership theories classify leaders based on their characteristics
or how they can influence and motivate the employee to achieve objectives of the organizations. Common
categories in the todays’ business can be divided into bureaucratic, democratic or charismatic.
If analyzing the leadership styles from the view of the power and its applications to assure results, leaders
are classified as situational, transactional or transformational. Using, applying and understanding these
different trends can provide a framework for discussion which may lead to fruitful and desired outcomes. As
well, stating an individual leader’s traits is critical to assessing leadership effectiveness especially it closely
connected to organizational objectives.
1.1. Lewin's Leadership Styles
In 1939, a group of researchers led by psychologist Kurt Lewin set out to identify different styles of
leadership. While further research has identified more distinct types of leadership, this early study was very
influential and established three major leadership styles that have provided a springboard for more defined
leadership theories.
On the basis of how leaders use their power and influence, lydership style divined in to three broad
categories:
1. Autocratic Leadership
2. Democratical Leadership
3. Laiseez-faire Lydership
https://www.verywellmind.com/leadership-styles-2795312
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1.1.1. Autocratic Leadership
This leader is one who takes command and doesn't care to pass on any of the decision making
responsibility to members of his or her team. An authoritarian leader is makes decisions independently and
is convinced that they are the correct decision for the circumstances regardless of the feelings of any
members of the team. Typically, there would be very little interaction between the leader and team
members under this type of leadership style.
The leader will pass down assignments and objectives to the team, with specific instructions on how to get
the job done.
There are both positives and negatives associated with this style of leadership. On the positive side, it can
be an effective strategy when dealing with an inexperienced team who lacks the knowledge to take a more
autonomous role in the project. When a team is made up of individuals who need specific instructions to
succeed, the authoritarian leader could be the perfect choice for the job. At the same time, an experienced
team might push back against this type of leadership because it doesn't offer them the freedom and
creativity that they feel they have earned. It is important that the leader evaluate carefully the members of
the team before deciding how to best lead them through any task.
Autocratic leadership is an extreme form of transactional leadership, where leaders have a lot of power
over their people. Staff and team members have little opportunity to make suggestions, even if these would
be in the team's or the organization's best interest.
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.
The benefit of autocratic leadership is that it's incredibly efficient. Decisions are made quickly, and work
gets done efficiently. The downside is that most people resent being treated this way. Therefore, autocratic
leadership can often lead to high levels of absenteeism and high staff turnover. However, the style can be
effective for some routine and unskilled jobs: in these situations, the advantages of control
may outweigh the disadvantages.
Autocratic leadership is often best used in crises, when decisions must be made quickly and without
dissent. For instance, the military often uses an autocratic leadership style; top commanders are responsible
for quickly making complex decisions, which allows troops to focus their attention and energy on
performing their allotted tasks and missions.
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Advantages of Autocratic Leadership
• Decision making is fast: with one person making the decisions, consultation is removed, and thus
decisions can be made very quickly.
• Motivated managers: the “leader is watching” style motivates managers to work hard with no slack
in their schedules. Managers will want to be seen to do well in the eyes of the leader.
• Less stress for managers: with the leader shouldering the responsibility managers will feel
comforted that they are being “looked after” by their ever present leader.
Disadvantages of Autocratic Leadership
• Communication is often only one way: this can frustrate workers as they might only receive
feedback on their work when being told of a mistake they’ve made.
• Fear and resentment: people don’t like being bossed around, and criticised far more often than
praised, resulting in an atmosphere of fear and resentment.
• Dependency Culture: employees become dependent on their leader having all the ideas and making
all the decisions, which can lead to a loss of initiative amongst employees.
When to use Autocratic Leadership
Autocratic leadership might seem antiquated but it still has its uses. It can be very effective, for example,
on short duration projects which are highly complex, or on projects which have a hard deadline by which
they must be completed, or on projects where employees need a low level of skill and simply need to be
driven by the leader to produce.
Autocratic leadership is an asset when a company employs a large, inexperienced staff, or many who are
untrained in their jobs. Autocratic leadership is best employed when managing larger groups, when
involved with high-volume production operations, or when detailed instructions are necessary. Autocratic
leadership is also an asset when facing serious time constraints or a crisis situation, or when work must be
coordinated across disparate groups.
There are drawbacks to the autocratic leadership style. Autocratic leadership is commonly associated with
high employee turnover. This leadership style tends to lower employee performance when complex tasks
are involved, and it limits creativity. Employee morale is also negatively affected when autocratic
leadership is used.
The least appropriate conditions for applying autocratic leadership occur when high levels of employee
creativity are needed or when a democratic leadership model has been established previously.
Famous autocratic leaders in business include Martha Stewart, Howell Raines and Leona Helmsley.
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1.1.2.Democratic/Participative Leadership
Lewin’s study found that participative leadership, also known as 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.
Democratic leadership is based on the principles of self-determination, inclusiveness, and equal participation
in the decision-making process. This leadership style is characterized by the distribution of responsibility
and the empowerment of others. Democratic leaders tend to be empathetic listeners who encourage open
communication through all levels of the organization.
https://www.verywellmind.com/thmb/7PK4XB1TeyupbizurOG5NYe6L9w=/768x0/filters:no_upscale():max_bytes(150000):strip_icc()/2795315-what-is-
democratic-leadership-5b21772efa6bcc003624c8a5.png
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Companies with democratic leaders tend to foster a positive and motivating corporate culture, empowering
employees to perform at their highest levels of capability. These companies emphasize reward over
punishment, they value teamwork, and they encourage participative decision-making. Democratic leadership
is most appropriate when managing an experienced and professional team of employees.
Democratic leadership breaks down, however, when a group faces a set of complex decisions, and when
organizational agility is required to adapt to rapidly changing market conditions.
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.
Democratic leaders make the final decisions, but they include team members in the decision-making
process. They encourage creativity, and team members are often highly engaged in projects and decisions.
There are many benefits of democratic leadership. Team members tend to have high job satisfaction and
are productive because they're more involved in decisions.
This style also helps develop people's skills. Team members feel in control of their destiny, so they're
motivated to work hard by more than just a financial reward. Because participation takes time, this approach
can slow decision-making, but the result is often good. The approach can be most suitable when working as
a team is essential, and when quality is more important than efficiency or productivity.
The downside of democratic leadership is that it can often hinder situations where speed or efficiency is
essential. For instance, during a crisis, a team can waste valuable time gathering people's input. Another
downside is that some team members might not have the knowledge or expertise to provide high quality
input.
Advantages of Democratic Leadership
• Good working environment: employees at all levels can be given and feel a level of responsibility to
challenge themselves. Because of the good working environment created by the democratic style
employees are more likely to enjoy their work.
• Less severe failure: because consultation happens before decisions are made there is less chance of
a disastrous decision being made by the leader.
• Creative culture: unlike an autocratic culture employees are encouraged to have ideas and solve
problems on their own initiative. This can obviously lead to more opportunities being identified in
the marketplace.
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Disadvantages of Democratic Leadership
• Slow decision making: The real disadvantage with democratic leadership is that decisions can often
take a long time to happen. This can be a particular problem when gaining first mover advantage is
important.
• Leader hidden in group: if the leader is unsure or weak they can often hide this by allowing the
group to make all the decisions.
When to use Democratic Leadership
Democratic Leadership is particularly useful in companies which practice continuous process improvement
as everyone is encouraged to feed into the process of continuous improvement. It is also useful in highly
competitive and complex industries where it allows the best ideas to rise to the top, and facilitates the rising
and establishment of future leaders within the organization.
Differences Between Autocratic and Democratic Leadership
Basis of Comparison Auotocratic Leadership Democratic Leadership
Meaning
Autocratic leadership is one
wherein a line of demarcation
exist between the leader and his
followers and all the decisions
are taken by leader solely.
Democratic leadership alludes to
a type of leadership in which the
leader shares decision making
power and other responsibilities
with the group members.
Authority Centralized Decentralized
Behavior orientation Task Oriented Relation Oriented
Conceived from Theory X Theory Y
Control High level of control Low level of control
Autonomy Less High
Suitability
Appropriate when the
subordinates unskilled,
uneducated and obedient.
Appropriate when team members
are experienced, qualified and
professional.
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1.1.3.Laissez-Faire Leadership
This French phrase means "leave it be," and it describes leaders who allow their people to work on their
own. This type of leadership can also occur naturally, when managers don't have sufficient control over
their work and their people.
Laissez-faire leaders may give their teams complete freedom to do their work and set their own deadlines.
They provide team support with resources and advice, if needed, but otherwise don't get involved.
This leadership style can be effective if the leader monitors performance and gives feedback to team
members regularly. It is most likely to be effective when individual team members are experienced, skilled,
self-starters.
https://www.verywellmind.com/thmb/ua0EUYx82btw9rcKo9QTQz4htig=/768x0/filters:no_upscale():max_bytes(150000):strip_icc()/2795316-what-is-laissez-
faire-leadership-5b2176d343a10300369294a1.png
The main benefit of laissez-faire leadership is that giving team members so much autonomy can lead to
high job satisfaction and increased productivity.
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The downside is that it can be damaging if team members don't manage their time well or if they don't have
the knowledge, skills, or motivation to do their work effectively.
Advantages of Laissez-Faire Leadership
• Freedom of direction: when employees are motivated to drive towards success, a laissez-faire
leadership style can provide them with the flexibility they need to succeed (there is no interference
from the leader).
• Less work for leader: with all responsibility deferred to the group there is less work for the leader to
perform interacting with the group, and they can thus spend their time adding value to the
organization.
Disadvantages of Laissez-Faire Leadership
• Higher stress levels: employees can feel stressed if they are not secure enough in their own ability
due to the lack of availability of their leader for positive reinforcement.
• Lack of ownership: there is nobody responsible to take the credit or blame in cases of success or
failure.
When to use Laissez-Faire Leadership
Use of a Laissez-faire leadership style is usually only appropriate for a team of highly effective
professionals with a reputation and history of delivering excellent work.
1.2. Additional Leadership Styles and Models
In addition to the three styles identified by Lewin and his colleagues, researchers have described numerous
other characteristic patterns of leadership. Here are just a few of the best-known:
1.2.1. Bureaucratic Leadership
The Bureaucratic Leadership is the management system a couple of large corporations are using till today.
If you are dealing with a highly regulated business environment, this leadership style may have a massive
impact. This style of management is also very efficient when used in companies that do not require much
innovations or creativity from the employees.
Bureaucratic leaders work "by the book." They follow rules rigorously, and ensure that their people follow
procedures precisely. This is an appropriate leadership style for work involving serious safety risks (such as
working with machinery, with toxic substances, or at dangerous heights) or where large sums of money are
involved. Bureaucratic leadership is also useful in organizations where employees do routine tasks (as in
manufacturing).
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https://kdtteambuilding.weebly.com/
It is a system of management whereby employees are made to follow specific rules and lines of authority
created by the superiors. In other words, these set of leaders function based on official regulations fixed by
higher authorities within the organization.
The bureaucratic leadership pattern focuses on the administrative needs an organization has. Teams and
departments of various private and public sector employ this system of management. But it is used mostly
in the public sector, which relies heavily on consistency and adherence to rules and regulations to get
whatever results they seek.
However, there are unique features that differentiate the Bureaucratic style of Leadership from others
practiced by organizations across the globe. Leaders in this leadership setting create a form of separation
for the labor requirements which teams need to complete. In this case, there is a line of command with each
leader having separate powers in their jurisdiction. They also do not like laws that are more flexible.
Instead, they prefer to have rigid rules and regulations to govern people.
The downside of this leadership style is that it's ineffective in teams and organizations that rely on
flexibility, creativity, or innovation.
Much of the time, bureaucratic leaders achieve their position because of their ability to conform to and
uphold rules, not because of their qualifications or expertise. This can cause resentment when team
members don't value their expertise or advice.
Disadvantages of Bureaucratic Leadership
Although the bureaucratic style of leadership does seem like a perfect model, it does have several
drawbacks, so one should consider before using it in any setting. A better understanding of these cons will
help managers, politicians and those in a leadership position to have a certain level of knowledge regarding
the results to expect.
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• Increasing Productivity can be a significant challenge: The leadership model of bureaucrats can limit
productivity or creativity of employees. The leaders use regulations and laws to create consistency in
the workplace. They believe in remaining consistent, and that following the laid down rules, the status
quo will produce the required result. And when more regulations are added, employees would have
no other choice but to slow down to make sure they are following the right procedures. Bureaucratic
Leaders are satisfied with getting the same results, so long there are no much difference.
• Not an Efficient System: The Bureaucratic Leadership Style is fundamentally about creating
consistency. But that doesn’t mean the system is active, far from it. The point is giving workers the
chance to complete the same task repeatedly may cause them to be expert in that particular area.
While this is great for the employee in question, the same cannot be said about the company. If the
employee decides to leave, the manner in which the Bureaucratic System is set up will make it more
difficult for the company to adapt to shortages of human resources.
• Bureaucratic Leaders Find it Difficult to Adjust to Change: the Bureaucratic Leadership Style is not
a flexible one. The leaders in this setting also believe in the status quo. In other words, what worked
yesterday will also work today. And when things change, bureaucratic leaders would find it very
difficult to change their rules and principles. Great opportunities can be lost during the process. And
considering how highly competitive the business environment is becoming having a leadership style
that is not flexible isn’t a great idea for business growth.
1.2.2. Charismatic Leadership
The word 'charisma' comes originally from the Greek language. It meant basically 'gift', from the Greek kharisma and kharis,
meaning 'grace' or 'favour' - a favour or grace or gift given by God. The modern meaning of charisma has altered greatly, but the
original meaning resonates appealingly today, because charismatic leaders rely on their personality 'gifts' to influence people and
shape their future.
Charismatic leadership demands more than just a remarkable personality. The followers must also project an image of
specialness and authority onto the leader and give the leader power over them. Charismatic leadership therefore relies on the
twin effect of a leader's personality and a strong belief by followers that this special person is the one to lead them in their hour of need.
German sociologist and political economist Max Weber (1864-1920) too saw charismatic leadership distinctly as a relationship
between leader and followers. In Weber's view, charismatic leadership has no moral dimension; it can be a force for good or evil.
Using Weber's definition, there is a single indicator of charismatic leadership, which is: do the followers grant authority to the
leader based on their view of his or her special gifts? If the answer is yes, this is charismatic leadership. In Weber's eyes
therefore, Adolf Hitler was as much a charismatic leader as Jesus Christ.
Without separate support (such as a loyal army or secret police) charismatic leaders can only hold power while followers
continue to believe in the leader's specialness. If the leader disappoints the followers in some way, perhaps because previously
hidden flaws are exposed, or the leader fails to deliver promises, the followers' belief tends to fade, draining charismatic leaders
of their authority. For this reason, charismatic leadership runs the risk of being unstable and short-lived.
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http://slideplayer.com/slide/3924214/13/images/14/Charismatic%20Leadership:%20A%20Relationship%20Between%20Leaders%20&%20Followers.jpg
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Charismatic leadership is greatly dependent on credibility. The leader's power remains unless credibility is
lost. When a charismatic leader loses credibility, the followers seek new leadership or ways to oust the
damaged leader.
A charismatic leadership style can resemble transformational leadership because these leaders inspire
enthusiasm in their teams and are energetic in motivating others to move forward. This ability to create
excitement and commitment is an enormous benefit.
The difference between charismatic leaders and transformational leaders lies in their intention.
Transformational leaders want to transform their teams and organizations. Charismatic leaders are often
focused on themselves, and may not want to change anything.
The downside to charismatic leaders is that they can believe more in themselves than in their teams. This
can create the risk that a project or even an entire organization might collapse if the leader leaves. A
charismatic leader might believe that she can do no wrong, even when others are warning her about the
path she's on; and this feeling of invincibility can ruin a team or an organization.
Also, in the followers' eyes, success is directly connected to the presence of the charismatic leader. As
such, charismatic leadership carries great responsibility, and it needs a long-term commitment from the
leader. Differences between charismatic leadership and other styles
“Charismatic leadership is a leadership style that is recognizable but may be perceived with less tangibility
than other leadership styles,” writes Mar Bell in “Charismatic Leadership Case Study with Ronald Reagan
as Exemplar.”
Charismatic leadership is similar to other styles. Both it and transformational leadership rely on the ability
of the leader to influence and inspire followers. Transformational and charismatic leaders motivate the
individual or those around them to be better and to work for the greater good of an organization or society.
Other similarities include:
• Leaders rally those around them in service of a common goal
• Initiative and boldness are encouraged
The differences between charismatic and transformational leadership styles lie primarily in how the
individual is viewed.
• The personal vision of a charismatic leader has a great deal of influence over his or her audience
• Charismatic leaders speak about their moral compass or passion rather than an existing method of
doing business
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http://www.fitzgeraldhr.co.uk/charismatic-leadership-achieved/
1.2.3. People-Oriented/Relations-Oriented Leadership
With people-oriented leadership, leaders are totally focused on organizing, supporting, and developing the
people on their teams. This is a participatory style and tends to encourage good teamwork and creative
collaboration. This is the opposite of task-oriented leadership.
People-oriented leaders treat everyone on the team equally. They're friendly and approachable, they pay
attention to the welfare of everyone in the group, and they make themselves available whenever team
members need help or advice.
People-oriented leaders are approachable and friendly, pay attention to the wellbeing of everyone in their
group, and make themselves available when team members need help or advice. The advantage of this
leadership style is that people-oriented leaders build teams that everyone wishes to be part of.
Even more, members of these team are, typically, more productive and willing to take risks because they
know intrinsically that their leader will give them support if they need it. According to author and
researcher Catherine Bush, people-oriented style is one by which the leader provides a more supportive
role in order to create a positive work environment where workers can truly maximise their productivity.
Also known as participative leadership, this leadership style is closely associated to transformational
leadership theories — but that’s a subject for another day.
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https://keithmba.files.wordpress.com/2013/06/leadership-blog3.jpg
The benefit of this leadership style is that people-oriented leaders create teams that everyone wants to be
part of. Team members are often more productive and willing to take risks, because they know that the
leader will provide support if they need it.
The downside is that some leaders can take this approach too far; they may put the development of their
team above tasks or project directives.
1.2.4. Servant Leadership
This term, created by Robert Greenleaf in the 1970s, describes a leader often not formally recognized as
such. When someone at any level within an organization leads simply by meeting the needs of the team, he
or she can be described as a "servant leader."
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https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiHsbjinqTgAhXG1qQKHZzdBbUQjRx6BAgBE
AU&url=http%3A%2F%2Fnovolaniste.info%2F32650-servant-leadership-theory-
essay%2F&psig=AOvVaw17fENxXQkIySWHAI9OB_AB&ust=1549443928558929
Servant leaders often lead by example. They have high integrity and lead with generosity. In many ways,
servant leadership is a form of democratic leadership because the whole team tends to be involved in
decision making. However, servant leaders often "lead from behind," preferring to stay out of the limelight
and letting their team accept recognition for their hard work.
Supporters of the servant leadership model suggest that it's a good way to move ahead in a world where
values are increasingly important, and where servant leaders can achieve power because of their values,
ideals, and ethics. This is an approach that can help to create a positive corporate culture and can lead to
high morale among team members.
However, other people believe that in competitive leadership situations, people who practice servant
leadership can find themselves left behind by leaders using other leadership styles. This leadership style
also takes time to apply correctly: it's ill-suited in situations where you have to make quick decisions or
meet tight deadlines.
Although you can use servant leadership in many situations, it's often most practical in politics, or in
positions where leaders are elected to serve a team, committee, organization, or community.
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1.2.5. Task-Oriented Leadership
Task-oriented leaders focus only on getting the job done and can be autocratic. They actively define the
work and the roles required, put structures in place, and plan, organize, and monitor work. These leaders
also perform other key tasks, such as creating and maintaining standards for performance.
Task-oriented leader places a heavy emphasis on structure, plans, and schedules for getting things done.
The task-oriented leadership style might include:
• Step-by-step planning and reward/punishment systems
• Constantly defining structure and goals
• Prioritizing achievement of specific outcomes
• Sticking to rigid schedules
• Requiring employees to set process-oriented goals and formulate plans to achieve them
When should this type of leadership be used? Why does task-oriented leadership work? One prudent
principle of modern leadership theory is that leaders should base their approach on each unique situation
they face. If certain team members have poor time management skills, task-oriented leadership is a possible
solution. Also, a workplace with tight deadlines can benefit from task-oriented leadership.
Apparently William Shakespeare advocated this leadership approach centuries ago with his observation,
“Better three hours too soon than one minute too late.”
The benefit of task-oriented leadership is that it ensures that deadlines are met, and it's especially useful for
team members who don't manage their time well.
The most obvious strength for this style of leadership is that it ensures deadlines are met and tasks are
completed. It can be highly effective for industries which need to meet strict deadlines while simultaneously
maintaining a high standard of quality. Media publications and newspapers may be a good example of this
along with multiple assembly-line manufacturing. Work has to be completed by a specific time, at a specific
standard and there is often little room for error or delay. A task-oriented leader will be well suited to this
particular type of job role.
Another key strength of task-oriented leadership is that these leaders are excellent delegators and know
exactly how to divide up work and prioritise to get things done. Often they will have a sound
understanding of the resources required to complete a task and can be highly efficient in their planning and
delivery. This can result in improved productivity as well as efficiency savings within the organisation.
A major criticism of task-oriented leadership is that it runs the risk of overlooking the welfare and happiness
of the staff. Being totally focused on the task can result in the leader ignoring key issues which may arise
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within the team. Pushing the staff to complete the task without paying attention to their personal needs can
result in a team which feels undervalued and unappreciated.
Task-oriented leadership does not allow staff to be innovative, creative or spontaneous in their work. Instead
they typically follow orders, have their own mini-tasks to complete and there is little scope for flexibility.
Staff working under this style of leadership can often lack enthusiasm, inspiration and willingness to go
above and beyond.
With few opportunities to explore new ideas staff will often find themselves limited in their ability to develop
into more complex job roles. Progression and training is more formal in this environment which limits staff
development opportunities.
However, because task-oriented leaders don't tend to think much about their team's well-being, this approach
can suffer many of the flaws of autocratic leadership, including causing motivation and retention problems.
Differences Between Realtionship-Oriented and Task Oriented
Relationship-Oriented Task Oriented
Emphasis on interaction facilitation
Emphasis on work facilitations
Focus on relationships, well-being and motivation
Focus on structure, roles, and tasks
Fostering positive relationships is a priority
Producing desired results is apriority
Emphasis on team members and communications
within
Emphasis on goal setting and clear plan to achieve
goals
Communication facilitations, casual interactions,
and frequent team meetings
Strict use of schedules and step-by-step plans, and
a punishment/incentive system
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https://mk0eswnonlinej4doghg.kinstacdn.com/wp-content/uploads/2013/03/DISC-Pie.jpg
1.2.6. Transactional Leadership
This style focuses on the basic management process of controlling, organizing, and short-term planning.
The famous examples of leaders who have used transactional technique include McCarthy and de Gaulle.
Transactional leadership involves motivating and directing followers primarily through appealing to their
own self-interest. The power of transactional leaders comes from their formal authority and responsibility
in the organization. The main goal of the follower is to obey the instructions of the leader. The style can
also be mentioned as a ‘telling style’.
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The leader believes in motivating through a system of rewards and punishment. If a subordinate does what
is desired, a reward will follow, and if he does not go as per the wishes of the leader, a punishment will
follow. Here, the exchange between leader and follower takes place to achieve routine performance goals.
This leadership style starts with the idea that team members agree to obey their leader when they accept a
job. The "transaction" usually involves the organization paying team members in return for their effort and
compliance. The leader has a right to "punish" team members if their work doesn't meet an appropriate
standard.
https://www.mbaskool.com/2019_images/stories/feb_images/transactional-leadership.jpg
The transactional leaders overemphasize detailed and short-term goals, and standard rules and procedures.
They do not make an effort to enhance followers’ creativity and generation of new ideas. This kind of a
leadership style may work well where the organizational problems are simple and clearly defined. Such
leaders tend to not reward or ignore ideas that do not fit with existing plans and goals.
The transactional leaders are found to be quite effective in guiding efficiency decisions which are aimed at
cutting costs and improving productivity. The transactional leaders tend to be highly directive and action
oriented and their relationship with the followers tends to be transitory and not based on emotional bonds.
The theory assumes that subordinates can be motivated by simple rewards. The only ‘transaction’ between
the leader and the followers is the money which the followers receive for their compliance and effort.
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Although this might sound controlling and paternalistic, transactional leadership offers some benefits. For
one, this leadership style clarifies everyone's roles and responsibilities. Another benefit is that, because
transactional leadership judges team members on performance, people who are ambitious or who are
motivated by external rewards – including compensation – often thrive.
The downside of this leadership style is that team members can do little to improve their job satisfaction. It
can feel stifling, and it can lead to high staff turnover.
Transactional leadership is really a type of management, not a true leadership style, because the focus is on
short-term tasks. It has serious limitations for knowledge-based or creative work. However, it can be
effective in other situations.
1.2.7. Transformational Leadership
Transformation leadership is often the best leadership style to use in business situations.
Transformational leaders are inspiring because they expect the best from everyone on their team as well as
themselves. This leads to high productivity and engagement from everyone in their team.
The downside of transformational leadership is that while the leader's enthusiasm is passed onto the team,
he or she can need to be supported by "detail people."
https://www.verywellmind.com/what-is-transformational-leadership-2795313
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That's why, in many organizations, both transactional and transformational leadership styles are useful.
Transactional leaders (or managers) ensure that routine work is done reliably, while transformational
leaders look after initiatives that add new value.
It's also important to use other leadership styles when necessary – this will depend on the people you're
leading and the situation that you're in.
Differences Between Transactional and Transformational Leadership
Basis of
Comparison Transactional Leadership Transformational Leadership
Meaning
A leadership style that employs
rewards and punishments for
motivating followers is
Transactional Leadership.
A leadership style in which the leader
employs charisma and enthusiasm to
inspire his followers is
Transformational Leadership.
Concept Leader lays emphasis on his relation
with followers.
Leader lays emphasis on the values,
ideals, morals and needs of the
followers.
Nature Reactive
Proactive
Best suited for Settled Environment
Turbulent Environment
Works for Developing the existing
organizational culture
Changing the existing organizational
culture.
Style Bureaucratic
Charismatic
How many leaders are
there in a group? Only one More than One
Focused on Planning and Execution
Innovation
Motivational tool Attracting followers by putting their
own self interest in the first place
Stimulating followers by setting group
interest as a priority.
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http://work-effects.com/wp-content/uploads/2018/11/4R-Model-of-Transformational-Leadership2.png
1.2.8. Managerial/Leadership Grid
The Blake-Mouton Managerial Grid was published in 1964, and it highlights the most appropriate style to
use, based on your concern for your people and your concern for production/tasks. The Managerial Grid is
based on two different behavioral thoughts, concern for people, and the concern for results. Concern for
people is where a leader considers the teams’ needs, interests, and areas of improvement when deciding how
to best accomplish task at hand.
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The concern for results is where a leader points out specific objectives, readiness, and where to strengthen
production when deciding how best to accomplish the task. The final theory in Style Leadership Theory is
known as the Blake and Mouton Managerial grid or also known as the Leadership Grid. It was developed in
the early 1960s by Robert Blake and Jane Mouton.
The grid was made to show a leader’s concern for people or their concern for results. It also identifies five
different combinations of leadership styles that are produced from people, results, or both. The x-axis shows
the concern for results and the y-axis shows the concern for people. This plots the five different points
showing what Blake and Mouton believe to be the most effective method of Style Leadership. Below there
will be briefly described each plotted managerial concept found on the grid.
1. Authority-Compliance 9,1: a heavy emphasis on task and job requirements, less emphasis on the people
in the company, controlling, demanding, overpowering
2. Country-Club Management 1,9: low concern for company tasks and production, main concern for
emotional needs of employees and interpersonal relationships, personal and social needs are met above all,
agreeable, eager to help, comforting
3. Impoverished Management 1, 1: not concerned with either tasks, or employees needs, goes through the
motions only, uninvolved, withdrawn, noncommittal, apathetic
4. Middle of the Road Management 5,5: a compromiser, concern for task and people, finds balance between
the needs of the people and emphasizes work requirements, avoids conflict, moderate levels of both
productions and relationships, middle ground
5. Team Management 9,9: places strong emphasis on both tasks and interpersonal relationships, promotes
high degree of participation and teamwork and satisfies needs of employees, stimulates participation, acts
determined, gets issues out into the open, makes priorities clear, follows through, enjoys working, open
minded
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https://oer.missouriwestern.edu/rsm424/chapter/style-theory-of-leadership/
In addition to the 5 leadership styles there are two other styles that may flow throughout the Grid.
Paternalism/Maternalism- The leader who uses both the Country Club Management (1,9) and the
Authority-Compliance (9,1) styles depending on what meets their needs. They do not integrate the two styles
and can be viewed as fatherly/motherly. They make the majority of the decisions and offer rewards and
punishment.
Opportunism- The leader who uses any combination of the 5 styles for personal gain. They use employees
only as a means to an end. They put their own self-interest ahead of others. They can be viewed as ruthless,
cunning, and self-motivated
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https://www.smore.com/fvxpd-behavioral-leadership-approach
1.2.9. Situational Leadership Model (SLM)
Founders Paul Hershey and Kenneth Blanchard have developed a model that links leadership styles and
situations. This article explains the styles, effectiveness and interaction in a practical and recognizable
manner.
Being a leader is not always easy and leadership can be executed in different ways. Paul Hersey and Ken
Blanchard indicate that a number of factors are decisive for the style of leadership. It is not just the personal
characteristics of the leader that are decisive; those of his employees are too. In addition, the situation is
determinative and the leadership style depends on this. In the 1970s Paul Hersey and Ken Blanchard
specified and further developed the concept of their Situational Leadership Model.
The level of independence of the employee depends on a number of factors. First or all, experience is an
important indicator to find out whether an employee is able to independently do their job and take (full)
responsibility for it. In addition, they have to have sufficient knowledge and skills to complete their tasks
independently, and have enough motivation to lead themselves.
Someone who has been in the same position for years, might be skilled and experienced, but could be
struggling with motivation because of a lack of career opportunities. In that case, the employee will not score
as high on Maturity as a colleague who is highly motivated. If an employee starts in a new position within
the organisation, it will take some time for him to become Mature in there as well. Newly hired staff, recent
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graduates and interns will be at the low side of Maturity for longer. After all, it takes people a few months to
as long as a year to be able to work fully.
Paul Hersey and Ken Blanchard designed these four styles of situational leadership on the basis of a parabola.
The horizontal axis the level of maturity (independence of the employee) is indicated in the gradation high
to low. In the opposite direction on the horizontal axis the directive behavior from low to high is indicated.
By this is meant the level of direction provided to the employee. On the vertical axis, they indicate low to
high supportive behavior; the degree of support to the employees.
In the 1970s Hershey and Blanchard specified and further developed the concept of situational leadership. In
their situational leadership theory they indicated that the effectiveness of the leadership style is dependent
on the situation. But what is determinative for the situation? Both the maturity of the employees and their
attitudes are determinative.
Therefore Paul Hersey and Ken Blanchard distinguish four levels of maturity that can be placed in their
situational leadership model:
• S1. Directing: a lot of direction by the leader and little support; low competence and low
motivation.
• S2. Coaching: a lot of direction by the leader and a lot of support; low competence and high
motivation.
• S3. Supporting: little direction by the leader and a lot of support; high competence and low
motivation.
• S4. Delegating: little direction by the leader and little support; high competence and high
motivation.
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http://4.bp.blogspot.com/-SQZ34lAcdr0/UwwMqFPH10I/AAAAAAAADAs/muvNsL_yx7s/s1600/Situational-Leadership.jpg
According to Paul Hersey and Ken Blanchard a leader will have to adapt his style to level of maturity of
the employee. As the maturity increases, the independence of the employee also increases accordingly.
Consequently, four leadership styles are created within situational leadership.
S1: Telling (Directing)
At this level, the leader has to deal with employees that are not competent and (still) unmotivated. This may
have different causes. New and/or inexperienced employees are not capable enough to carry out tasks
independently. It may be experienced as threatening when an employee is not competent enough to perform
a task. This might cause him to postpone the task or do this unwillingly. Good instruction and monitoring of
the entire work process would be the best style of leadership in this situation. This is also sometimes referred
to as task-oriented leadership with little or no concern for human relationships and support.
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The employee will receive a lot of direction from the leader when it comes to the tasks they have to fulfil.
Not just the final objective is made clear, but also the steps that have to be taken along the way. That is why
he needs specific instructions in the form of composed tasks. The leader makes the final decisions. It helps
to compliment the employee about progress he is making and not overburdening him with too much
information at once. It is a good idea for a leader to have the employee repeat in his own words what he is
supposed to do. That way, it becomes clear if the instructions have been correctly understood.
S2: Selling (Coaching)
At this level the employees have a desire to work independently but they are not capable of doing this yet.
They are employees who have not reached full maturity and are hindered by circumstances for example a
change or a reform of the organization. This employee wants to set to work enthusiastically but he cannot
work independently because of his lack of skills and knowledge. A situation like this might make an
employee insecure. By explaining his decision-making and by listening to the employee and giving him
undivided attention, the leader is guiding him. This style can be compared to the consultative leadership
style.
This leadership style is also called selling for a reason; the leader has to ‘sell’ the tasks to the employee and
convince him that he is able to do them. Specific instructions are important here, as are communication at a
level of equals. The leader makes the decisions, but it is good if the employee asks questions and wants to
know the purpose of the task. When the employee shows progress, he should be complimented to make him
feel confident about his skills.
S3: Participating (Supporting)
At this level, the employees are capable but (temporarily) unwilling. They are qualified workers but because
of the number of tasks, they might get the idea that they are being inundated with work. This can make them
insecure and reluctant. To take away this insecurity, it is important that the leader confers with the employees
and supports them in their work. By having employees participate in the decision-making process, acceptance
will increase and the employees will be able to work independently again. It is also possible that a mistake
has been made for which the employee blames himself. This can make him stagnate and lose confidence.
That is why support from the leader is important.
The employee needs to be stimulated and has to get back the confidence to make decisions independently
again. It is a good idea for the leader to give that confidence to the employee and remind him of other tasks
and projects that he did do well in the past. This type of employee can benefit from some calm, face-to-face
brainstorming or sparring about a question or an issue. That increases his confidence and makes his superior
someone he can talk to. The employee is allowed to take some risks and trust in his own abilities.
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S4: Delegating
At this level the employees can and want to carry out their tasks independently, they have a high level of task
maturity as a result of which they need less support. Employees inform the leader about their progress of
their own accord and at the same time they indicate when problems present themselves or when the work is
stagnating. They become motivated because of their independence and as a result a leader does not have to
consult with them continuously.
Delegating may seem easy, but it rarely is in practice. It is a good idea for a leader to discuss the final goal
with the employee, when the task has to be (deadline) and how he plans to carry it out. It is possible to plan
evaluation moments in order to monitor progress and check if everything is going according to plan. The
leader has to realise that delegating involves keeping distance; the employee is responsible for the decisions.
If things go well, compliments are in order. Boosting confidence and letting go are the foundational
techniques of delegating.
Adjustment of leadership behavior
Through situational leadership, leadership behavior is immediately adjusted to the employee’s behavior.
According to Hershey and Blanchard the main factors are independence and suitability. Based on these two
factors, they directly link four situational leadership styles. It should be noted that a leader must be willing
to be very flexible with respect to his employees. In addition, employees will always develop themselves in
the (positive) direction of delegating (S4).
However, no one style of leadership fits all situations, so it's useful to understand different leadership
frameworks and styles. You can then adapt your approach to fit your situation.
Please refer to your class for leadership styles. Get help from your teacher
if you don't understand them.
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SAMPLE STUDENT HANDBOOK: Leadership Styles Theory Worksheet
Perform the following applications in sequence. Ask your teacher for help. Don't
forget to prepare to present your worksheet in the class.
Homework
Leadership Styles Theory Worksheet
Driving Question:
Describe the classification of leadership styles, distinguish the advantages and
disadvantages of each of them.
What do you need for this worksheet?
• Paper
• Markers
• Internet
• Virtual Learning Environment “Moodle“
• https://www.lfhe.ac.uk/en/general/lf10/ten-times-tables/10-leadership-styles.cfm
• https://www.slideshare.net/guest3c8728b/leadership-candy-
gamehttps://studylib.net/doc/7448362/leadership-styles-worksheet
• http://www.iosrjournals.org/iosr-jrme/papers/Vol-7%20Issue-2/Version-1/D0702011826.pdf
• Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage
Publications
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Activity: Leadership Styles Theory Worksheet
For this activity, students have in teams complete the Leadership Styles worksheet.
1 step Read the article “ The Importance of the Leadership Styles“ and prepare for the
discussion Article to read: http://www.nwlink.com/~donclark/leader/leadstl.html
2 step With markers and paper, create a table. Please indicate in the table: • Lydership style (by Lewin)
• Authority level
• Behavior
• Aplication
• Employee Outcome
• Describe the advantages and disadvantages of the leadership styles identify at least three strengths
and weaknesses in each style of leadership.
3 step Case study. Read the case and prepare for the discussion.
Laura is the Associate Director of a non-profit agency that provides assistance to children and families. She
is the head of a department that focuses on evaluating the skill-building programs the agency provides to
families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring
this year because of increased competition for federal grant funding. However, they have also suffered high
staff turnover. Two directors have left as well as three key research staff and one staff person from the finance
department. Laura has a demanding schedule that requires frequent travel; however, she supervises two
managers who in turn are responsible for five staff members each. Both managers have been appointed within
the lastsix months.
Manager 1: Kelly has a specific background in research. She manages staff who provide research support
to another department that delivers behavioral health services to youth. Kelly supports her staff and is very
organized; however, she often takes a very black and white view of issues. Upper level leadership values
Kelly’s latest research on the therapeutic division’s services. Kelly is very motivated and driven and expects
the same from her staff.
Manager 2: Linda has a strong background in social science research and evaluation. She manages staff that
work on different projects within the agency. She is known as a problem solver and is extremely supportive
of her staff. She is very organized and has a wealth of experience in evaluation of family services. Linda is
very capable and can sometimes take on too much.
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The managers are sensing that staff are becoming over worked as everyone takes on increased responsibilities
due to high staff turnover. Staff have also mentioned that Laura’s “glass half-empty” conversation style
leaves them feeling dejected. In addition, Laura has not shared budgets with her managers, so they are having
difficulty appropriately allocating work to staff. Laura said she has not received sufficient information from
the finance department to complete the budgets. The finance department said they have sent her all the
information they have available.
As staff become distressed, the managers are becoming frustrated. They feel like they are unable to advocate
for their staff or problem solve without key information like the departmental budget.
Discussion Questions:
1. How can Laura most effectively use both management and leadership skills in her role as associate
director? What combination of the two do you think would work best in this setting?
2. What steps could be taken to build staff confidence?
3. What advice would you give Laura on improving her leadership skills and to the managers on
improving their management skills?
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4. Which leadership style do you think a leader would need to be effective in this situation?
4 step Prepare the questionnaire to determine the x company’s manager leadership
style.
https://www.surveymonkey.com/mp/writing-survey-questions/
https://www.youtube.com/watch?v=SsZySkZ8bRo
https://www.youtube.com/watch?v=W86mfwrP_ZA
5 step Prepare for the presentation in the class. Every team will present their table of
leadership styles present the questionnaire. Presentation should take 7-10 minutes.
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OBSERVATION FORM:
After each completed practice, your teacher will give you a signature or sign confirming your
application.
Student Name: Date:
Class:
Step-1 Step-2 Step-3
Time
Sign
Info (Optional)
Student’s Notice (What have I learned?) :
Teacher’s Notice (Optional):
Signature
1