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Leadership Style

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Leadership style has been shown to be a major factor in the effectiveness of the organization, and different leadership styles are sometimes more effective in different situations. DuBrin, Ireland, and Williams note that effective organizational leaders are generally consistent in the way they try to influence the behavior of group members, with this consistent pattern of behavior being the leadership style of a given manager. The behavior of most managers is too complex to be described by a single style, and a manager may modify his or her style to match a given situation. Different approaches have been used to try to categorize leadership style, using different terms and different criteria for analyzing the issue.

The classical method of classifying leadership styles is based on a continuum of authority exerted by the leader. The styles of leadership identified under this approach are autocratic, participative, and free-rein, as indicated by DuBrin, Ireland, and Williams. The autocratic leader maintains the most authority by issuing orders without consulting group members. The basis for leadership is formal authority. Such a leader may have a few favored subordinates, but in general the autocratic leader regards close interpersonal relationships with group members as superfluous. In some situations, the autocratic style is appropriate, but one argument against this style is that executives using it are not completely effective because they create so much turmoil f

. . .
decisions that will be successful. The authors find that there are four basic decision-making styles--authoritative, consultative, facilitative, and delegative. Each style has a high probability of getting results depending on the readiness of the followers of the given situation, and the leadership style determines the relationship between the leader and his or her followers. Authoritative decision making is applicable in situations where the manager possesses the necessary experience and information to reach a conclusion and where followers do not possess the ability, willingness, or confidence to help. The manager makes the decision without seeking assistance. This style requires direct leader behavior. Followers are not usually active in determining a course of action, and the followers do not usually know what the decision is until the manager announces it. Authoritative decisions are required in cases where the manager has knowledge not possessed by others or where the manager is the only source of information or expertise. Consultative decision making becomes a valuable strategy in cases where the manager recognizes that the followers also possess some experience or knowledge and are willing but not yet able to help
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Some common words found in the essay are:
Hersey Blanchard, Ireland Williams, Max Weber, Theory Theory, Managerial Grid, Kouzes Posner, Northcraft Neale, , leadership styles, leadership style, De Vries, ireland williams, assumptions people, leader authority, Dryden Press, dubrin ireland williams, dubrin ireland, classifying leadership styles, decision-making authority, leader maintains, assumptions people 1, theory leader, decision manager, leadership styles based, authority consultative leader,
Approximate Word count = 1484
Approximate Pages = 6 (250 words per page)

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