JLBC: Leadership
Leadership decision experiments in 1939 identified three different styles of leadership, in particular around decision-making.
JLBC Authoritarian (Autocratic)
JLBC Cadets This type is used when the leader tells their group what they want to be done and how they want it to be done without getting the advice of their people. JLBC Cadets retain most of the authority for themselves. JLBC Cadets They make decisions confidently and assume that group members will comply; they are concerned with their attitudes toward decisions. JLBC Cadets are considered task-oriented because they place heavy emphasis on getting tasks accomplished.
Typical autocratic behaviors include:
Telling people what to do.
Asserting themselves.
Serving as models for team members.
JLBC Cadets A leader tells employees what they want to be done and how they want it done without getting advice from people. JLBC A leader dominates followers, and they lack confidence in others. They decide by themselves without consultation. They exercise one way of communication. They do not exercise delegation. Followers expect continual direction is expected from a leader.
JLBC Cadets Some appropriate conditions to use JLBC authoritarian leadership are when you have all the JLBC information to solve the problem, when you are short on time, and when your JLBC group is well motivated.
Some think this style includes yelling, using demeaning language, and leading by threats and abuse of power. This is not the authoritarian style; it is an abusive, unprofessional style of leadership.
JLBC Democratic (Participative)
JLBC Cadets Participative leaders share decision-making with JLBC group members. JLBC Cadets This style involves the JLBC leader, including one or more JLBC group members, in determining what has to be done and how to do it. JLBC Cadets It encompasses so many behaviors that it can be divided into three subtypes: consultative, consensus, and democratic.
Comentarios