Autocratic and consideration style leadership

 

Autocratic Style of Leadership

The first style of leadership is Autocratic Style of leadership. It is also has the name Authoritarian Style of leadership. In this style of leadership, the leader in charge has full control and authority over the decision making process. The leader monitors the team for the completion of tasks, as well as controlling team efforts. The style best applies in situations where it is necessary to have control. This is especially where there are little margins for error. In dangerous conditions, having rigid rules in place can make people stay away from harmful ways. Sometimes the subordinate staff is unfamiliar or inexperienced with the work involved and it is necessary to have heavy oversight. Rigid organizations use this style of leadership. The style is paternalistic, and in highly independent and professional focused teams, which can lead to strained morale and resentment. The style is suitable for use in the military, construction, and manufacturing industries.

 

       To be effective as an autocrat leader, one should keep in mind the following. First, one should respect his or her subordinates. The leader should stay fair and realize that everybody has a worthy contribution even if he or she is not in charge. By making subordinates realize that they have respect, their morale increases while resentment decreases. All functional teams have a foundation of shared respect. Second, the leader should explain the rules to his or her team. Teams know that they have to pursue the laid down procedures; however, it makes them do a good job if they are aware why they have to pursue procedures. Thirdly, the leader should be consistent. If the leader’s role is to implement the company rules, he, or she must make sure they do that fairly and consistently. Further, the leaders should educate the team before enforcing rules and procedures. Making team members understand the leader’s expectations beforehand means there will be fewer surprises when enforcement begins. Lastly, to succeed as an autocrat leader, one should listen even if they will not change.

Consideration Style of Leadership

       The second leadership style is the Consideration style of leadership. Consideration refers to the degree to which leaders show concern and respect to their followers. The leaders look out for the welfare of their followers, as well as express support and appreciation. Such leaders show mutual trust, friendship, warmth, and concern towards their subordinates. The leaders build teamwork, provide psychological support to their employees, and help employees with their problems. Further, leaders strong in the consideration style of leadership do things that make it pleasant to be a member of the team. In addition, such leaders have the willingness to make changes, consulting team members when making changes, they explain actions, treat all team members as their equal, and give advance notice of changes.

Communication Style

Communication is a vital aspect that has varied impacts on organizational growth. According to Slack & Parent (2005), effective communication between various stakeholders within the company contributes significantly to the establishment of a renowned organizational brand name. I believe that the management has put in place an elaborate communication system that is characterized by interaction. The leaders focus on maintaining direct communication, especially between junior and senior employees of the company. The face-to-face interaction enables all parties to voice their concerns, influence decision-making, and improve working relations.

In my opinion, the management is directly involved in communication in different ways. Departmental leaders are responsible for relaying important information from the employees to the board and committee. Through occasional team meetings, the employees have a chance to express important concerns. In addition to team meetings, the Internet provides the best platform upon which communication takes place in this company. In this respect, the organization could maximize the use of e-mails and social networks. The official business blog facilitates communication between the junior staffs and the executives. Employees from different organizational platforms, such as purchasing, marketing, human resources, and operations pass important messages to other departments.

 

 

Resource:

Slack, T. & Parent, M. (2005). Understanding sport organizations: The application of organization theory. USA: Human Kinetics.

The Six Leadership Styles

Being a leader entails making decisions as well as influencing other people towards the achievement of goals. Making effective organizations is tough for any leader and requires substantial knowledge and skill in leadership, especially in the current dynamic environment. Goleman, Boyatzis and McKee (2003), cite six leadership styles that leaders can use to create effective organizations. These styles include coercive, authoritative, democratic, affiliative, pacesetting and coaching leadership styles. It is crucial to understand that none of these leadership styles is absolute in all kinds of environments. Each is effective during certain circumstances.

A coercive leader is one who rules through instilling fear in his or her subordinates. This kind of leader is a dictator. As bad as this style may seem, it is highly effective during times of crisis. The other style close to coercion is authoritative that seeks to use power to articulate as well as win people to the mission of the company. In this style, the leader creates a clear path for others to follow. The leader states the goals clearly but allows workers to figure their way to the objective. It is most effective when the company is facing problems or has a new mission to accomplish (Myran, 2003).

Democratic leadership, on the other hand, is the exact opposite of coercion and authoritative. It seeks consensus when making decisions. Opinions from workers are highly welcome and valued. Through consensus, democratic leaders are able to create commitment to goals, objectives and strategies. This works well when dealing with teams of employees that are highly skilled in their work. On the other hand, affiliative leaders focus on establishing respectful relationships within teams. Followers gain trust of their leader because they like the leader. This encourages loyalty and sharing of information, which creates a better climate for the workers. It is most effective when there is a need to create harmony and trust within the organization.

The pacesetter leader is one who sets high standards to the team including him. Although they set high standards, such leaders have problems in trusting workers. This style tends to undermine the morale and motivation of the workers. However, it works well when workers are highly motivated (Myran, 2003). On the other hand, the coach seeks to develop people for the future. This style of leadership depends on identifying talent and developing it. Coaching leaders offer tasks that are challenging and requiring creativity, as well as the use of new skills. It is ideal when the company is anticipating change in the future.

Among the six leadership styles, I aspire to become a coaching leader, one who develops talent. I believe that this leadership style is ideal for a vibrant and changing market. Currently, most of the organizations are relying on innovations to gain competitive advantage. Although other leadership styles are also essential, I think that the current environment requires a coaching leader. The future is highly uncertain and requires new skills all the time (Williams, 2007). Therefore, being a coaching leader ensures that the organization will have the talent to fill the required skills in the future. Currently, an effective organization is one that can survive in a dynamic market through adopting change, remaining relevant and updating on new knowledge and skills. As such, through coaching or encouraging learning and innovations using this style, I believe I will create an effective organization.

 

Resource:

 

Goleman, D., Boyatzis, R.E. & McKee, A. (2003). Primal Leadership: Realizing the Power of Emotional Intelligence. New York, NY: Harvard Business Press

Myran, G.A. (2003). Leadership Strategies for Community College Executives. New York, N.Y: Amer. Assn. of Community Col

Williams, R.K. (2007). Emotional Intelligence and Leadership Style: An Investigation within a Major Telecommunications Company. Massapequa, N.Y: ProQuest.