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Classic Leadership Styles, image, image, image, Rahel Benyam - Coggle…
Classic Leadership Styles
Autocratic Leadership
TRAITS
Centralized power
Seek little to no input
Assume full control of groups,
goals and decisions
Strive for control and compliance
Evident unequal power dynamics
Rely heavily on position of authority
No socialization with followers, distance themselves
PROS
Works well when quick decisions are required
Good for followers with low motivation and skill
Helpful for solving (and avoiding) conflicts
Helps with followers with a lack of direction or less experience
Reduces stress of followers
CONS
Calls for consistent hands-on attention
Demanding and stressful
Less initiative taken by followers
Followers rebel when leader isn't around
High turnover of followers
Democratic Leadership
TRAITS
More collaborative approach
Prefer to seek feedback and input
Listen to a range of opinions to avoid
missing good options
Decentralized power
Allow followers more freedom with choices
Responsible for ultimate decisions and all outcomes
Delegate decisions and ideas to followers
PROS
Good communication between followers
Flexible and widely applicable
Good for high quality and informed decisions
Followers are more consistently creative and productive
Low power distance with more equal relationships
CONS
Not as helpful in high-pressure situations
Time-consuming for decision making
Less useful when followers aren't trustworthy
Can lead to procrastination
Poorly defined and lack of structure
Laissez-Faire Leadership
TRAITS
Give followers space to work
Do not push authority
Provide overall direction (deadlines, goals, resources)
Provides guidance more often than control
Don't observe or micro-manage often
Encourage autonomy to solve problems
PROS
Works best in creativity-oriented groups
Easy to adapt to other styles when necessary
Empowers followers with self-direction
Faster decision-making
Generates more overall satisfaction of work
CONS
Ambiguity and lack of clarity can cause confusion
Can cause stress with followers
May not notice small details or conflict
Poor performance can be overlooked
Often results in low productivity
Rahel Benyam
