LEADERSHIP

Leadership Styles and Effective Leadership

Leadership Styles and Effective Leadership

INRODUCTION

Effective leadership practices can greatly contribute in increasing organizational outcomes. There is a growing concern among the corporate and business leaders to understand the nature and practice of effective leadership styles. This paper explores the diverse leadership styles in a holistic context. Specifically, the paper addresses the Laissez-faire leadership model developed by Kurt Lewin in 1930s. There are many theories available to help us understand the complex topic of leadership. This paper compares and contrasts two theories of leadership that are currently discussed in the academic literature. Next, the paper provides a discussion on how these theories can help us become an effective leader.

LEADERSHIP THEORIES

There are a huge amount of theories to be considered. For instance, the upper echelons theory is presented as an alternative paradigm to the ecology of organizations. This work comprises a collection of variables, variables, but the purpose of this investigation refers to the study of leadership style. In this sense, we propose that it is appropriate for the style Leadership is considered in the theory of variable upper levels since this variable has direct effects on decision-making processes and on the results of organizations. In this same line of reasoning, research reinforce the idea that the style leadership affects group work processes, the social climate, and outcomes. It argues that participatory leadership is more related to the managerial leadership in fact make observations support the group members. On the other hand, leadership style influences climate and weather influences creativity and productivity. In addition, leadership directly affects the productivity. Previous studies are consistent, we propose that different leadership styles have different effects on variables such as flexibility, accountability, standards, rewards, clarity and commitment, and in some cases, the organisational climate. The following are just a few:

Autocratic Leadership Style

In the autocratic leadership style, the leader essentially has absolute power. This style of leadership is often used in operational settings like emergency and military services (Martineau 2004). This style provides little opportunity for suggestions or input from subordinates. Outside the emergency scene, and even on occasion at the emergency scene, people will balk at this approach. In EMS, overuse or inappropriate use of the autocratic approach could lead to poor morale, absenteeism, and high turnover. It is important to remember that EMS personnel are professionals (McCauley & Velsor 2003). They are taught to think and act independently, and, although they understand chain-of-command, they expect and deserve to be treated with respect. However, providing specific direction and careful monitoring may be required in some cases, such as those involving a new or amateur provider, or even an experienced provider who is new to your agency and needs guidance on policies and procedures (Foschi 2006).

When used correctly, autocratic leadership can be very effective. However, when overused or used incorrectly, it can lead to misunderstandings, morale issues, and even fear. Even in the military, the autocratic approach is not always as simple as it is portrayed in the movies and on television ...