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Ses e ?
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de r sh
Lea Pre se n t e d By:
Su
MA
t om o,
H . Su g iarto M. Hum
Dr. Uma m ,
H ai ru l
A.
Learning Outcome
Ø Identify the style of leadership
Ø Understand the behavior of leadership
Definition
Ø  Leadership style is pattern of behavior used by a leader
as recognized by those who are led
Ø  Leadership styles offer clear guidance to the leader,
using these styles as appropriate as situation require
Ø  Styles of leadership are useful at different times, but
used at the wrong time they can be disastrous e.g. too
much listening when immediate action is required, or
only providing a vision when a team needs building or
rebuilding.
Ø  The type of leadership styles use will affect performance
and results
 Leadership is a process by
which a person

influences others directs the

organization in a way
to accomplish an that makes it more
objective cohesive and
coherent.
Leadership Types
All leadership is temporary-the transient nature of leadership
is because the situation may come to an end or times and
circumstances change:

v  Situational Leadership
v  Transitional Leadership
v  Hierarchical Leadership
Situational Leadership
The right person in the right place at the right
moment.
Ø  Recognize the time and circumstances.
Ø  Willingness and ability to assume the responsibility,
listen and to take the responsibility to help the group
achieve its goal.
Ø  It often involves: no cost decision, moral decision,
meditative decision, community decisions, philanthropic
decisions, institutional decisions, community decisions,
princely decisions.
Transitional Leadership
Ø  The right time but wrong circumstances.
Ø  It may occur when: leadership requires at a certain
moment, but the person who is the leader may not be
capable of delivering the leadership.
Ø  Transitional leaders may: be missing all the right stuff,
be fearing the risk.
Hierarchical Leadership
Ø  The right circumstances but wrong time.
Assumes a leadership role because it is “their
Ø  turn”, whether they want the role or not.
 6 Leadership Styles

The Coercive Style The Authoritative Style

The Coaching Style Leadership The Affiliative Style

Styles

The Democratic Style

The Pacesetting Style
 The Six Leadership Styles at a Glance

Coercive Authoritative Affiliative Democratic Pacesetting Coaching

The leader's Demands immediate Mobilizes people Creates harmony Forges consensus Sets high standards Develops people for
mode of compliance toward a vision and builds emotional through participation for performance the future
operating bonds

The style in a "Do what I tell you." "Come with me." "People come first." "What do you think?" "Do as I do, now." "Try this."
phrase

Underlying Drive to achieve, Self-confidence, Empathy, building Collaboration, team Conscientiousness, Developing others,
emotional initiative, self-control empathy, change relationships, leadership, drive to achieve, empathy, self-
intelligence catalyst communication communication initiative awareness
competencies

When the style In a crisis, to kick When changes To heal rifts in a team To build or To get quick results To help an employee
works best start a turnaround, or require a new vision, or to motivate people consensus, or to get from a highly improve
with problem or when a clear during stressful input from valuable motivated and performance or
employees direction is needed. circumstances employees competent team develop long-term
strengths

Overall impact on Negative Most strongly Positive Positive Negative Positive

climate positive
 How Different Leadership Styles Affects
The Organizational Climate And Performance
Coercive
•  top-down decision overrides new
ideas
•  Staff unable to act on their own
initiative, loss of ownership
•  has a damaging effect on rewards
system
•  Undermines motivation to
employees
•  appropriate in severe situations
and emergency i.e. during a
turnaround or when a hostile
takeover is looming
•  Able to break failed business
habits and shock people into new
ways of working
•  Can work with problem employees
when all else has failed
Authoritative
NEGATIVE ASPECTS
•  Will not work when working with a
team of experts/peers who are more
experienced.
•  Can undermine an effective team if
authoritative becomes overbearing
POSITIVE ASPECTS
•  Most effective among the 6
leadership styles
•  Motivates people and able to lead
them to a clear direction
•  Maximizes commitment to the
business’s goals and strategy with
defined standards
•  Gives employees the freedom to
innovate, experiment and take
calculated risks.
Affiliative
•  Exclusive focus on praise can
allow poor performance to go
uncorrected
•  Perception that mediocrity is
tolerated
•  Rarely offers constructive advice
on how to improve (directionless)
•  Reap strong loyalty by building
strong emotional bonds
•  Drives up flexibility and does not
impose unnecessary strictures
on how work is done
•  Offers ample positive feedback
for motivation
•  Creates a sense of belonging for
employees
 How Different Leadership Styles Affects
The Organizational Climate And Performance
Democratic
•  employees may not be competent
or informed enough to offer sound
advice
•  Unable to reach to a consensus/
decision
•  Drives up flexibility and
responsibility when letting
employees have a say in
decisions
•  Employees tend to be very
realistic about what they can and
cannot be accomplished
Pacesetting
NEGATIVE ASPECTS
•  overwhelmed by demands of
excellence; morale will drop
•  Employee don’t feel trust to work in
their own way or to take initiative as
ideas will be shot down
•  Work becomes task focused,
dependant and routine, with no
sense of flexibility and responsibility
POSITIVE ASPECTS
•  Works well when all employees are
self-motivated, highly competent and
need little direction/coordination
•  Get work done on time and even
ahead of schedule
Coaching
•  Ineffective if employees are
resistant to learning or changing
their ways
•  May create fear or apathy
through ongoing performance
feedback
•  Helps employees to identify their
strengths and weaknesses;
establish long-term development
goals and helps to attain them
•  Employees are more responsible
when they know what is
expected of them and how their
work fits in the pic
 How Different Leadership Styles Affects
the Organizational Climate and Performance
Ø  Leaders who used styles that positively affect the climate had
better results than those who did not;

Ø  Studies have shown that leaders who have mastered 4 or

more styles (esp. the authoritative, democratic, affiliative and
coaching styles) have the very best climate and business
performance
References
Bass, B. (1985). Leadership and performance beyond expectations. New York:
The Free Press.

Bennis, W. & Nanus, B. (1985). Leaders : the strategies for taking charge.
New York: Harper & Row.

Burns, J. (1978). Leadership. New York: Harper & Row.

Clark, D. (1997). In Zilembo, M. & L. Monterosso. (2008)., Nursing

students’ perceptions of desirable leadership qualities in nurse
preceptors: a descriptive study, Contemporary Nurse, 27(2), 194-207