LEADERSHIP STYLES:
AUTOCRATIC:
A task‐oriented (i.e., production‐oriented) leader who retains most of the authority for himself or herself
and is not generally concerned with group members’ attitudes towards decisions. They make decisions
in a confident manner and assume that group members will comply. Typical autocratic leaders
tell people what to do, assert themselves, and serve as models for group members. Autocratic leaders
are not inevitably mean and insensitive, but can be inflexible.
PARTICIPATIVE:
A leader who shares decision making with group members. Three subtypes of participative leaders
include consultative, consensus, and democratic. Consultative leaders confer with subordinates before
making a decision; however, they retain authority to make final decisions. Consensus leaders encourage
group discussion about an issue and then make a decision that reflects the general opinion (consensus)
of group members. All workers who will be involved in the consequences of a decision have an
opportunity to provide input. A decision is not considered final until all parties involved agree with the
decision. Democratic leaders confer final authority on the group. They function as collectors of opinion
and take a vote before making a decision.
Theory X and Theory Y:
Autocratic and participative leaders see people differently. According to Douglas McGregor, this
difference in perception is the basis for his Theory X and Theory Y explanation of leadership. Managers
make two contrasting assumptions about workers.
Managers who accept Theory X believe the following:
1. The average person dislikes work and will avoid it if possible.
2. Because of this dislike of work, most people must be coerced, controlled, directed, or
threatened with punishment to get them to put forth enough effort to achieve organizational
objectives.
3. The average employee prefers to be directed, wishes to shirk responsibility, has relatively
little ambition, and puts a high value on security.
Source: Adapted from Andrew J. Dubrin, Essentials of Management 6 ed. (Mason, OH, Thomson South‐
Western, 2003), p. 296‐308
Managers who accept Theory Y believe the following:
1. The expenditure of physical and mental effort in work is as natural as play or rest for the
average human being.
2. To achieve objectives to which they are committed, people will exercise self‐direction and self
control.
3. Commitment to objectives is related to the rewards associated with their achievement.
4. Under proper conditions, the average person learns not only to accept but to seek
responsibility.
5. In the solution of organizational problems, many employees have the capacity to exercise a
high degree of imagination, ingenuity, and creativity.
6. Under the present conditions of industrial life, the intellectual potential of the average person
is only partially utilized.
FREE‐REIN:
The free‐rein leader delegates completely. A free‐rein leader turns all authority and control to the
group. Leadership is provided indirectly rather than directly. Group members presented with a task
must determine their own best way to perform it. The leader does not get involved unless requested.
Subordinates are allowed all the freedom they want as long as they do not violate company policy.
SITUATIONAL:
A situational leader matches his/her leadership style to the readiness of group members. Leadership in
the situational model is classified according to the relative amount of task (production) and relationship
(people) behavior the leader engages in. The situational model (grid) places combinations of task and
relationship behaviors into four quadrants. Each quadrant calls for a different leadership style. Task
behavior is the extent to which the leader spells out the duties and responsibilities of the individual or
group. Relationship behavior is the extent with which the leader engages in two‐way or multi‐way
communication. The situational model represents leadership behavior in relation to group members
(e.g., competent people require less specific direction than do less competent people). The model states
there is no one best way to influence group members, but the most effective leadership style
depends on the readiness level of the group members. A manager can benefit from the model by
attempting to diagnose the readiness of group members before choosing to match leadership style to
the situation.
Source: Adapted from Andrew J. Dubrin, Essentials of Management 6 ed. (Mason, OH, Thomson South‐
Western, 2003), p. 296‐308
LEADERSHIP GRID:
The Leadership Grid leadership style focuses on two major dimensions of leadership: tasks and
relationships. The best known of these approaches is the Leadership Grid. It is based on different
integrations of the leader’s concern for production (tasks) and people (relationships). On a scale of 1 to
9, both concern for production is rated on the Grid’s horizontal axis, and concern for people is rated on
the vertical axis. The Grid identifies seven leadership styles, yet a leader’s approach could fall into any of
81 positions on the grid. The developers of the Grid strongly support the value of team management (9,
9 on the Grid); which they believe results in improved performance, low absenteeism, turnover, and
high morale.
ENTREPRENEURIAL:
An entrepreneur leader is a person who initiates and operates an innovative business. Leaders tend to
be task‐oriented and charismatic. Entrepreneurs often possess the following behaviors that include:

Strong achievement need

High enthusiasm and energy

Always in a hurry

Visionary perspective

Uncomfortable with hierarchy and bureaucracy

Focus their energies on products, services, and customers (e.g., higher focus on customers over
company insiders)
TRANSFORMATIONAL:
A leader who helps organizations and people make positive changes in the way they do things. The
transformational leader combines charisma (ability to lead or influence others based on personal
charm), with inspiration, and intellectual stimulation. This style of leadership develops new visions for
the organization and mobilizes employees to accept work toward attaining these visions. The
transformational leader attempts to overhaul the organizational culture through the following:
1. Raises people’s awareness of the importance and value of certain rewards and how to
achieve them
2. Gets people to look beyond their self‐interests for the sake of the work group and
organization
Source: Adapted from Andrew J. Dubrin, Essentials of Management 6 ed. (Mason, OH, Thomson South‐
Western, 2003), p. 296‐308
3. Helps people go beyond a focus on minor satisfactions to a quest for self‐fulfillment.
CHARISMATIC:
Charismatic leaders provide vision and masterful communication. They can inspire trust and help people
feel capable, and they are action‐oriented. Some charismatic leaders are unethical and use their power
to accomplish illegal and immoral ends (e.g., Hitler).
LEADER AS MENTOR:
A more experienced person who develops a protégés abilities through tutoring, coaching, guidance,
and emotional support (e.g., Donald Trump and The Apprentice).
SERVANT LEADER:
A servant leader focuses on the needs of others first (e.g., team members) before his/her own needs. A
servant leader acknowledges others' perspectives, supports their needs for personal and professional
growth, involves others in decision-making; which leads to higher engagement, stronger relationships,
sense of community, and increased innovation.
Source: Adapted from Andrew J. Dubrin, Essentials of Management 6 ed. (Mason, OH, Thomson South‐
Western, 2003), p. 296‐308