LEADERSHIP Part 1

LEADERSHIP
Leadership is the art of motivating a group of people to act toward achieving a

common goal. In a business setting, this can mean directing workers and
colleagues with a strategy to meet the company's needs.
 Leadership is the art of motivating a group of people to act toward achieving

a common objective.
 Organizations refer to upper-level personnel in their management structures
as leadership.
 To be an effective leader in business, you must possess traits that extend
beyond management duties.
 Leadership skills can be learned and leaders may evolve.
 A person may be referred to interchangeably as both a "leader" and a
"manager," though the two terms are not necessarily synonymous.
TYPES OF LEADERSHIP STYLE
1. Transactional Leadership
The best way to understand transactional leadership is to think of a typical

transaction: I give you this, and you do this in return. That’s really the basis of this
leadership style. Transactional leaders dish out instructions to their team members
and then use different rewards and penalties to either recognize or punish what
they do in response.
2. Transformational leadership
The transformational leadership style depends on high levels of communication

from management to meet goals. Leaders motivate employees and enhance
productivity and efficiency through communication and high visibility.
3. Servant Leadership
Servant leaders operate with this standard motto: Serve first and lead second.
Rather than thinking about how they can inspire people to follow their lead, they
channel the majority of their energy into finding ways that they can help others.
They prioritize the needs of other people above their own.
4. Democratic Leadership
Democratic leadership style, participative leadership values the input of team

members and peers, but the responsibility of making the final decision rests
with the participative leader. Participative leadership boosts employee morale
because employees make contributions to the decision-making process. It
causes them to feel as if their opinions matter.
5. Autocratic Leadership
The autocratic leadership style allows managers to make decisions alone without
the input of others. Managers possess total authority and impose their will on
employees. No one challenges the decisions of autocratic leaders.
6. Bureaucratic Leadership
Bureaucratic leaders have hierarchical authority—meaning their power comes

from a formal position or title, rather than unique traits or characteristics that they
possess. They also have a set list of responsibilities, as well as clearly-defined rules
and systems for how they’ll manage others and make decisions.
7. Laissez-Faire Leadership
Laissez-faire leaders provide the necessary tools and resources. But then they step
back and let their team members make decisions, solve problems, and get their
work accomplished
8. Charismatic Leadership
Charismatic leaders have magnetic personalities, as well as a lot of conviction to

achieve their objectives. Rather than encouraging behaviors through strict
instructions, these leaders use communication and persuasion to unite a team
around a cause. They’re able to clearly lay out their vision and get others excited
about that same goal.
SOURCES OF POWER IN ORGANIZATION
Power makes the world go ‘round – and in the professional world, it enhances our careers.
Depending on who has power and how that power is used, both positive and negative outcomes
can result from the use (or abuse) of power. The more power you have, the more carefully it
needs to be exercised. But in general, we all want more power: it gives us a bigger say in
decision-making and more control over our environment.
A 1959 academic article published by sociologists John French and Bertram Raven called “The Bases of
Social Power” explains how we go about doing this. It outlines what the authors identify as the five types
of social power: legitimate, reward, coercive, referent, and expert power
Legitimate Power/authority
Power that is given to a person based on their position or role is known as legitimate power (or
positional power). It’s determined by the hierarchy of the organization; junior managers’ report
to senior managers and senior manager’s report to directors.
Reward Power
Tied in closely with legitimate power, reward power is the ability that one holds to dole out
incentives and compensation in an organization. This includes salary raises and bonuses, praise,
recognition, and promotion. Reward power that is used fairly can be highly motivating to
employees. They’ll do more and better things by going for the rewards with the knowledge that
they are achievable.
Coercive Power
Coercive power can be scary: it’s what sets in the fear of being punished for poor performance
and keeps us coming in early and staying at the office late. People who wield coercive power can
influence others’ behavior by their ability to threaten and punish others.
Referent Power/personal traits
Referent power is the ability to influence others because they respect, admire, or like you. There
are many ways to earn referent power at work. Especially if you are new to an organization, you
can start building social capital right away by saying “yes” when people ask you to do things.
Never say, “No, that’s not my job” – especially to your boss.
Expert Power
Expert power is another way to earn respect and influence independently of the hierarchy of your
organization. With expert power, you have the ability to influence others because of recognized
talent, abilities, and knowledge.

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LEADERSHIP

Leadership is the art of motivating a group of people to act toward achieving a

 Leadership is the art of motivating a group of people to act toward achieving

TYPES OF LEADERSHIP STYLE

The best way to understand transactional leadership is to think of a typical

The transformational leadership style depends on high levels of communication

Democratic leadership style, participative leadership values the input of team

Bureaucratic leaders have hierarchical authority—meaning their power comes

Charismatic leaders have magnetic personalities, as well as a lot of conviction to

Referent Power/personal traits

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