Leadership Styles

Topics: Leadership, Decision making, Decision making software Pages: 5 (1562 words) Published: July 13, 2013
REFLECTIVE REVIEW M3.10 INTRODUCTION TO LEADERSHIP

Leadership styles
1.1
The factors that will influence your choice of leadership styles or behaviours in a work place situations are identified

There are several factors that influence my choice of leadership style or behaviours in workplace situations. The main 3 are The Team, The individual, The Task, and these three things are often interlinked. I think it is important to tailor your approach to the team, using a mix of a democratic leadership style and an autocratic leadership approach. Other contributing factors that will influence the choice of leadership style are the situation in hand( the task) the actual environment or area you work in, the risks involved ,the pooled skillset of all involved and competency level of those involved(the team) the resources and equipment available to you , funding , what information is available to you and what the expected outcome or result is . All of these things on their own and combined have a large influence over which style should be used for example if the time allowed to make a decision was limited and the pooled skillset and competency level low I would deem a more autocratic decision appropriate. However if you have competent and skilled staff to aid you and more time a democratic approach would be a better option as you can glean from others , delegate and everyone will feel more valued.

1.2
The reasons why these leadership styles or behaviours are likely to have a positive effect on in individual and group behaviour is explained

Different people have different learning styles and therefore will respond to different leadership styles such as autocratic, democratic, charismatic. I feel it is better to have a mixture of these leadership styles, though in certain situations due to outside factors just one might be needed. With an Autocratic approach this is usually used when a quick decision needs to be made or the competency level or pooled skillset of the team is low, you may need to use this approach to take control of a situation and make the decision without consulting your staff team, this can on a positive note be respected and staff may be relieved that the decision has been made for them so the onus is not on them, it may increase confidence in the decision make/leader and reassure the staff you do know what you are doing, however it can have a negative side, some of your team may feel resentful they were not consulted or included in the decision, this can leave them feeling demotivated, under valued . Using a more democratic leadership approach can be helpful to all involved, as you can pool your resources and skill set, and all work together towards a common goal, the positives with this approach are that the team and all involved can feel motivated m a sense of “Team” is developed as people feel more included and involved, however on the negative side, people may feel put upon, they may lose confidence in a leader that is not seen to be making the decisions but perhaps perceived as being “swayed” in a certain direction or pressured by the majority which may not necessarily be the right direction, which in turn can again leave them feeling undervalued and not supported,this approach can also put unnecessary pressure on people who feel this is not their role it is the leaders. As previously stated tailoring your approach and leadership style is vital as some people would rather be led and told what to do so a more autocratic leadership style is needed , whilst others like to be included in the whole decision making process , so a democratic approach, the only leadership style which I avoid is an abdicratic approach as there do not seem to be any positive results from this approach and can leave people , demotivated, undervalued and resentful

Review of own leadership behaviour
2.1
Own leadership behaviours and potential is assessed in the context of a particular leadership model and...
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