A manager with a supportive leadership style focuses on why things must be done rather than what must be done. This leadership style prioritizes relational conduct above task behavior and focuses on motivating employees rather than skill development. Employees are encouraged to take initiative and make decisions, but they also know that they will be held accountable for their actions.
Supporting leaders are usually trustworthy and fair. They treat their employees well and communicate openly with them. Additionally, they do not hesitate to show their emotions openly. Finally, they work hard to help their employees reach their full potential.
In conclusion, a leader who employs a supporting leadership style aims to motivate his or her employees by showing him-or herself to be trustworthy and open. Employees feel comfortable coming to this leader with questions or problems and know that they will receive thoughtful answers that reflect how they feel about them. Finally, supporting leaders strive to help their employees grow professionally.
A leader's leadership style is determined by how he or she provides guidance, implements plans, and motivates others. Kurt Lewin and a group of scholars discovered three main leadership styles in 1939: authoritarian (autocratic), participatory (democratic), and delegative (laissez-faire). Since then, other styles have been identified including passive, active-passive, neglectful, and abusive.
The leadership style an individual uses is related to the type of organization they are leading. For example, individuals will use different types of leadership as they move up through the ranks from staff member to department head to manager to CEO.
In organizations where authority is delegated, such as chief executives with no official title, they lead by example and encourage their employees to make decisions on their own. They provide guidance by setting policy and planning activities that help others do their jobs better. Finally, they motivate others by giving positive feedback and rewards for good work and holding people accountable when they fail to live up to expectations.
In organizations where authority is prescriptive, such as directors of human resources or administrative assistants, they lead by providing direction and helping others understand their needs and goals. They plan activities by gathering information from those below them in the hierarchy and discussing future plans with them. Finally, they motivate others by giving praise and rewards for good work.
Leadership styles are the behavioral patterns that a leader employs to affect the conduct of his followers, i.e., the manner in which he directs his subordinates and inspires them to achieve the goals set forth. Leadership behaviors can be categorized into two broad types: direct and indirect.
Direct leaders give orders and expect them to be followed without discussion or debate. They are seen as bossy by some people and insensitive to others' opinions by yet others. Examples include commandants, colonels, and generals.
Indirect leaders make decisions by discussing issues with those affected by these decisions. They seek input from all sides before making up their minds. They try to find compromises where possible and avoid taking positions that cannot be changed. Examples include chief executives and chairmen.
Each type of leader has its advantages and disadvantages. Direct leaders can get things done quickly but they may not be effective at building consensus or understanding the views of others. Indirect leaders can reach better decisions but it can also take them longer to act. It all depends on the situation.
There are many other kinds of leadership behaviors, such as facilitative, coaching, mentorships, etc. But for now we will keep it simple. There is no right or wrong style of leadership, only different ways of getting the same result.
The Four Situational Leadership Styles
Leadership theory is a field that studies what makes effective leaders thrive in their jobs. A leadership style focuses on the characteristics and actions of leaders. It can be observed in the ways leaders interact with their subordinates by means of encouragement, criticism, guidance, and control. A leadership style can be described as a leader's habitual response to situations that require management skills.
A leadership model is an abstract concept used in organizational behavior theories to explain why some groups or organizations are more likely than not to exhibit certain types of behavior. The term "model" also refers to a description or representation of some phenomenon, such as a model airplane or model railroad. In organizational behavior theories, a leadership model explains why some groups or organizations are more likely than not to have specific types of leaders.
The two most common leadership models are the charismatic leadership model and the formal authority-based leadership model. These two models differ in terms of how much influence the leader has over his or her group. Under a charismatic leadership model, the leader creates an environment where his or her followers feel free to express their opinions openly, which gives the leader the opportunity to gain trust from them. This type of leadership is known for its inspiration and motivation capability. However, since it depends on the personal qualities of the leader, this type of leadership is difficult to train for.
A leader's style has an influence on the company through influencing staff morale, productivity, decision-making speed, and KPIs. Successful leaders thoroughly examine situations, assess subordinates' skill levels, consider alternatives, and make an educated decision. They then communicate this information effectively to their staff.
The three main types of leadership styles are authoritarian, participative, and transformational. In an authoritarian organization, there is a single top leader who makes all major decisions. He or she may have a strong personality and be known for being strict. Employees will usually know what role they will be playing within the organization and how they should act accordingly. There will be little room for discretion, as it is not expected that anyone other than the highest ranking officer should have authority over others.
In a participative organization, there is no one official leader, but several group members choose representatives to work with them on specific issues or projects. These individuals are called "subject matter experts" or "SMEs." They can include union officials, committee members, or others with expertise in a certain field. They will help determine the best way to move forward by discussing possibilities and making recommendations. Sometimes more than one type of leadership is used together in an organization; for example, a chief executive officer (CEO) might have a participative vote with his or her board of directors while also holding an authoritative position over staff below them.
A "short-term strategy" designed to "generate movement" is a revealing leadership style. If a follower lacks task-specific expertise or talent, as well as the confidence to act, the leader must instruct them on what to do, how to do it, when to do it, and so on. This type of leadership is telling, because it reveals little about the leader's own skills or abilities and often leads to confusion among followers as to why they are being told what to do.
When leaders rely primarily on command and control strategies (i.e., telling people what to do and when to do it) they are using a "telling" leadership style. Leaders who use only this type of leadership approach struggle to create an environment where people can make their own decisions and take ownership over their work. They also lack the trust of their teams because they cannot be transparent about their own skills and abilities.
Additionally, leaders who employ only a "commanding" leadership style are often not present in the workplace - they are instead focused on other matters outside of work hours. If you are a leader who uses only "commanding" tactics, then you are leaving important tasks unperformed and issues unaddressed during your daily meetings and conversations with others.
Finally, leaders who rely exclusively on "commanding" styles of management are likely to experience resistance from their employees.