Leadership Style Of Autocratic Leadership

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Autocratic Leadership — The autocratic leader is given the power to make decisions alone, having total authority. They stand in master of the people and impose their wills and no one is allowed to challenge them. This is the style used by the Catholic Church for example, dictators and monarchs. On the other end, this leadership style is seems to be good for employees that need close supervision to perform certain tasks. Creative employees and team players resent this type of leadership, since they are unable to enhance processes or decision making, resulting in job dissatisfaction (Lewin, Lippitt, & White, 1939).
Bureaucratic leadership — The bureaucratic leader believes more in very structured procedures and tends to bend over the pre-established
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Universities, hospitals, banks and government usually require this type of leader in their organizations to ensure quality, increase security and decrease corruption. Leaders who would like to speed up the process will experience frustration and anxiety and are not welcome (Weber, 1905).
Charismatic leadership — The charismatic leader leads by infusing energy and eagerness into their team members. A charismatic leader is someone who is often on the run. S/he is not someone who feels pleased with any type of stationary situation. This type of leader has to be committed to the organization for the long run. If the success of the division or project is attributed to the leader and not the team, charismatic leaders may become a risk for the company by deciding to resign for advanced opportunities. It takes a company time and hard work to gain the employees’ confidence back with other type of leadership after they have committed themselves to the magnetism of a charismatic leader (Weber, 1905).
Democratic leadership or participative leadership — The democratic leader listens to the team’s ideas and studies them, but hold the responsibility to make the final decision.
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It requires close supervision and control to achieve expected results (Fiedler,
1967). Another name for this is deal maker and is linked to a first phase in managing change, enhance, according to the “organize with chaos” approach (Rowley & Roevens, 1999).
Transactional leadership — The transactional leader is given power to perform certain tasks and reward or punish for a team’s performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct and train subordinates when productivity is not up to the desired level and reward effectiveness when expected outcome is reached (Burns, 1978).
Transformational leadership — The transformation leader motivates its team to be effective and efficient. Communication is the base for goal achievement focusing the group in the final desired outcome or goal attainment. This leader is highly visible and uses chain of command to get the job done. Transformational leaders focus on the big picture, needing to

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