Personal Leadership Skills

L E A R N I N G T O D A Y, L E A D I N G T O M O R R O W
Unit I:
Personal Leadership Skills
3. Understanding Your
Leadership Style
What is your leadership style? Do you use a number of different styles?
Your leadership style is the manner and approach of providing direction,
implementing plans, and motivating people. How well your group
accomplishes its goals and maintains itself will be determined by your
leadership style.
In the early years of leadership studies, theorists believed that certain
character types made great leaders and that people were born with these
characteristics. They called this the “trait theory.” However, the theorists
found out that it is incredibly dif?cult to identify one character type as being
more successful at leadership than others.
Researchers then studied leaders’ personalities and their behavior patterns
as they dealt with groups. Several theories of leadership style were proposed
during the 1970s to help leaders match style to situation (Sharpe 2000).
Throughout published literature, researchers have grouped the theories
into three categories: the autocratic versus democratic leadership, task
versus maintenance leadership, and leadership role typologies. A number
of leadership experts have developed their own names and roles to describe
various leadership styles.
Most recently, a number of leadership researchers have broken new ground
by describing leadership styles for the ?ve stages of radical change (Reardon
1998). In today’s fast-paced world, this research explores how individual and
group leadership style limitations can be dealt with to ensure radical change
success.
College of Agricultural Sciences
Agricultural Research and Cooperative Extension

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Autocratic Versus
Ineffective when . . .
3. Laissez-Faire Leadership
Democratic Leadership
? developing a strong sense of team
Characteristics:
Styles
is the goal.
? Noninterference in the affairs of
? the group members have some
others.
Leaders carry out their roles in a
degree of skill/knowledge.
wide variety of styles, e.g., autocratic,
? Giving little or no direction to
democratic, and laissez-faire (hands-
? the group wants an element of
group/individuals and exercising
off). Often, the leadership style
spontaneity in its work.
little control over the group.
depends on the situation, including
the life cycle of the organization.
2. Democratic Leadership
? Offering opinion only when
The following will give you a brief
Characteristics:
requested.
overview of key styles, including the
ones mentioned above.
? A person does not seem to be in
? Involving group members in
planning and carrying out
charge.
1. Autocratic Leadership
activities.
? Allowing the employees to make
Characteristics:
? Asking before telling, valuing
the decision.
group discussion and input,
? This has the lowest level of
? Telling others what to do;
empowering.
dominating team members.
productivity of all styles of
? Promoting a sense of teamwork,
leadership.
? Using unilateralism to achieve a
encouraging participation and wise
singular objective.
delegation, but never losing sight
Effective when . . .
of responsibilities as a leader.
? a high degree of skill and
? Limiting discussion on ideas and
new ways of doing things.
? A sign of strength employees will
motivation is shown in your group
respect.
or when an employee is able to
? Group does not experience
analyze the situation and determine
teamwork and workers are not
? Studies show that productivity
what needs to be done, as well as
involved in decision making.
is high under democratic
how to do it.
leadership—not as high as in
? Most people are familiar with this
an autocratic situation, but the
? a sense of team exists.
style and easily adopt it.
productivity does not drop when
the leader is absent.
? the routine is familiar to
? Studies show that productivity is
participants; by handing over
highest under this leadership style
Effective when . . .
ownership, a leader can empower
while the manager is present, but
his group to achieve their goals.
? the situation allows suf?cient time.
productivity slumps in the absence
of the manager.
? the group members have some
? the situation might call for the
degree of skill or knowledge.
leader to be at other places doing
Effective when . . .
other things.
? the leader knows the problem well,
? time is limited and a call arises for
but wants to create a team where
Ineffective when . . .
urgent leadership.
the employees take ownership of
the project; the group is motivated
? a low sense of team/
? individuals/group lack skill and
and/or a sense of team exists to
interdependence exists.
knowledge.
gain more commitment.
? group members have a low degree
? the group does not know each
of skill and knowledge.
? the employees know their jobs and
other.
want to become part of the team.
? the group expects to be told what
? a new employee is just learning the
Ineffective when . . .
to do.
job and is in a new environment;
the leader is competent and a good
? the group is unmotivated.
A good leader uses all three styles,
coach; the employee is motivated
depending on what forces are involved
? group members lack skill and
to learn a new skill.
knowledge.
between the followers, the leader, and
the situation.
? a high degree of con?ict is present.
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Leader Task/Relationship
Identifying Your Leadership
The Basic Dimensional
Behavior
Style
Model
The Basic Dimensional Model
More recently “task” and
Assessing your own strengths and
(Lefton 2003) has been developed
“relationship” behavior have
styles can enhance personal leadership
to help people identify their
become two important components
skills. The goal of the effective leader
leadership style. It is illustrated by
of leadership styles, particularly
is to have leadership ?exibility, but
two dimensions, which are shown
in community and volunteer
this does not mean permissiveness.
as intersecting lines. Each line is
organizations (Sharpe 2000).
Good leaders know how to involve
a continuum of behavior. One
people by structuring their ideas
dimension represents dominance at
Task behavior is oriented toward
toward task accomplishment. An
one end and submission at the other.
goals, accomplishments, and
effective leader must also be adept at
The second dimension represents
organization processes. Leaders
assessing the situation and choosing
hostility at one end and warmth at the
believe they get results by consistently
the most appropriate leadership role
other.
keeping people busy and urging them
to meet the needs of the situation
to work.
(Klein 1986).
Research has shown that four
characteristics are most important in
Relationship behavior is oriented
A leader who learns how to involve
explaining how people interact:
toward creating the social climate
other people, listens to their ideas,
of emotional and psychological
and structures to lead to a common
? Dominance: De?ned as exercising
support in the relationship with
goal will have learned the skills
control or in?uence, being
group members. These leaders build
and the advantages of being a
assertive, and putting one’s
teamwork, help members with their
?exible activator. Rigid, passive, or
idea forward; also as striving to
problems, and provide psychological
unstructured leadership results in
in?uence how others think, feel,
support. There is evidence that leaders
organizational problems. The leader
and behave. Dominant people take
who are considerate and build strong
who knows when to involve, when
charge and move others to act.
relationships with their team members
to abdicate, and when to control is
They are mostly concerned with
are higher performers and are more
able to “read” a leadership situation
getting things (tasks) done.
satis?ed with their jobs.
and meet its particular needs (Walker
? Submission: De?ned as following
Task and relationship behaviors need
2002).
the lead of others. People who
not be an either/or style—they can
are submissive tend to be passive,
be combined in varying degrees.
more reluctant to speak out, and
For example, a leader who exhibits
high relationship behavior does not
necessarily become less structured.
The Basic Dimension Model (Plot your numbers in each quadrant)
Dominance
Q1
Q4
Hostility
Warmth
Q2
Q3
Submission
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have little regard or interest in
Leadership Styles:
2. Logical leadership style:
in?uencing others.
Continously Changing
? Insistence on covering all
? Hostility: De?ned as self-
alternatives.
centeredness with a lack of regard
The “information age” has led us into
for others. Hostile behavior is not
a faster-paced society with radical
? Long-term goal orientation.
sensitive to other’s needs, feelings,
change occurring around us. The key
? Use of analysis and questioning.
or ideas.
component of successful leadership
now and in the next century is
? Learn by reasoning through
? Warmth: De?ned as concern
proactive and effective responsiveness
things.
for others with an open-minded
to change. Leaders who can do these
approach.
things are referred to as “strategic
? Effective when the goal is
leaders” (Reardon 1998).
strategy development.
These characteristics are utilized
to assist people in identifying their
A new set of leadership styles was
3. Inspirational leadership style:
leadership styles, and because the four
derived from work on the Leadership
behaviors fall into four quadrants
Style Inventory (LSI) developed by
? Development of meaningful
in the model, there are four types of
Rowe, Reardon, and Bennis (1995).
visions for the future from
leaders:
The inventory identi?es differences
focusing on radically new ideas.
in style used by leaders that are based
Q1 = dominant–hostile (Autocratic)
? Learn by experimentation.
on the following questions: How
Q2 = submissive–hostile (Unassertive)
adaptive are leaders when dealing with
? High level of concern for
the issues they face? How do leaders
assuring cohesiveness of
Q3 = submissive–warm (Easygoing)
communicate with, persuade, and
members of the organization.
energize constituents in the process of
Q4 = dominant–warm (Collaborative)
change (Reardon 1998)?
? Encouragement of others to
follow the vision.
The Q1 leader uses power and control
The LSI identi?es four basic styles:
as a basic managing tool and is more
commanding, logical, inspirational,
? Satisfaction of curiosity by
concerned with ends than means.
and supportive. It also describes
?nding radically new solutions.
Results matter. The Q2 leader is
combinations of basic styles called
pessimistic about people and seeks
4. Supportive leadership style:
patterns. These patterns help to
to maintain rather than change.
describe the complexity behind leader
? Concern with consensus.
This type of leader acts as a conduit
behavior and competence for radical
within the hierarchy. The Q3 leader
change.
? Emphasis on openness.
is generally undemanding and dislikes
thinking of himself or herself as
1. Commanding leadership style:
? Operate more as facilitators
“the boss.” This type of leader often
than directors.
rewards too easily and has dif?culty
? Focus on performance.
readily giving negative feedback. The
? Learn by observing outcomes
and how others react to
Q4 leader’s goal is to obtain optimal
? Short-term goal orientation.
decisions.
productivity from everyone. This
? Highly productive and results
type of leader acknowledges people’s
oriented.
strengths and weaknesses and builds
on the potential of the team.
? Learn through own successes
and failures.
4

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Summary
References
Reardon, Reardon, and Rowe (1998)
have broken new ground by linking
Leadership styles have been
Goodworth, C. 1988. The Secrets
these leadership styles with the ?ve
extensively researched, but few solid
of Successful Leadership and People
phases of radical change, which
conclusions have been reached. What
Management. Burlington, Mass.:
are planning, enabling, launching,
is clear is that the style a leader adopts
Butterworth-Heinemann.
catalyzing, and maintaining. In
depends on their perception of their
dealing with change, this model of
group. Effective leadership involves
Klein, Glen, and J. Weber. 1986.
leadership styles relies heavily on
assessing the group’s style and stage
“Family Community Leadership.”
the inspirational leader style for
of development and then using a
Training session. Omaha, Nebr.
four out of the ?ve change phases.
matching leadership style. If the style
Even though inspirational leaders
Leadership from A to Z. 1983.
of the leader and the needs of the
are needed to encourage change,
Extension Service Bulletin.
group are mismatched, the group will
radical change also requires the
Columbus: Ohio State University.
be unproductive. Leaders also need to
logical, supportive, and commanding
adapt their style to the urgency of the
Lefton, R. E., and V. R. Buzzotta.
leadership styles at certain times
task to be accomplished.
2003. Leadership through People
throughout the process in order to
Skills: Using the Dimensional Model of
supply a support system.
Leadership styles usually combine
Behavior to Help Managers. New York:
some of each behavior in varying
This new way of looking at leadership
Quebecor World Publishing.
amounts, which is needed for
styles can explain how leaders are
http://www.q4Solutions.com/main/
leadership to be effective. This means
able see where their own and others’
dimen.html.
that a leader needs to cultivate a range
strengths and challenges lie. Knowing
of supporting styles and become
Reardon, K. K., K. J. Reardon, and A.
what a leader is best suited for and
?exible in using them. Not only is
J. Rowe. 1998. “Leadership Styles for
what might be more effective in
this true when working with groups at
the Five Stages of Radical Change.”
leading others is critical to achieving
various stages of group development,
Defense Acquisition University—
success in today’s environment of
but also when moving from one
Defense AR Journal. http://www.au.af.
radical change.
culture to another.
mil/au/awc/awcgate/dau/reardon.pdf/.
As time changes and issues become
Robinson, Jerry W. Jr., and Roy A.
more complex, you will need to know
Clifford. 1975. “Leadership Roles
how to adapt and become ?exible in
in Community Groups.” Urbana-
your leadership style to make things
Champaign: University of Illinois.
happen in your group or organization.
This is critical to being an effective
Rowe, A. J., K. K. Reardon, and W.
leader in a world that is changing fast.
Bennis. 1995. The Leadership Style
Inventory. University of Southern
California Marshall School of
Business. http://mcq.sagepub.com/
cgi/reprint/12/4/618.pdf/.
Sharpe, D. 2000. “Choosing
Leadership Styles, Community
Development Specialist.” Montguide:
8404. Bozeman: Montana State
University. http://www.montana.
edu/~wwwcommd/leadstyle.htm.
Walker, K. 2002. KSU LEADS
Curriculum: Strengths and Styles. Unit
I, Module 3, pp. 2–9. Manhattan,
Kans.: Kansas State University.
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Tomorrow curriculum includes:
William C. Kleiner
of Agricultural Sciences
Unit I: Personal Leadership Skills
G. Michael McDavid
© The Pennsylvania State University 2005
Winifred W. McGee
1: The Leader within You
Beth A. McLaughlin
CAT UA416 3M10/05ps4719
2: Values and Ethics
Donald E. Tanner
3: Understanding Your Leadership
Ann J. Ward
Style
Unit II: Interpersonal Leadership
Skills
1: Communications Basics
2: Facilitation
3: Managing Con?ict

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