Entrepreneurial

• Different Leadership or Management Styles of the Entrepreneur

  • Lewin's Leadership Styles
  • The Likert Management System
  • The Blake-Mouton Managerial Grid
  • Hersey-Blanchard Situational Leadership
  • The Path-Goal Theory
  • The Six Emotional Leadership Styles
  • Randle's Leadership Matrix
  • Transformational Leadership
  • Transactional Leadership
  • Other Leadership Styles
• Leadership styles

  The pattern of attitudes that leader's support and the behaviors they exhibit and the form of leadership that a leader adopts towards their followers
• Leaders

  By definition, are at the top of organizations and their actions often change the course of their organizations and, in some cases, that of entire societies
• Autocratic leaders

  • Make decisions without consulting team members, although their opinion might be useful. It is a style that could be appropriate when it comes to making decisions quickly and there is no need for input from the team
• Democratic leaders

  • Make decisions in the end but include team members in the decision-making process. This leadership style encourages creativity, and team members are often very committed to projects and decisions. As a result, team members tend to have high job satisfaction and high productivity
• Laissez-faire leaders

  • Provide to their team members much autonomy in how to do their tasks, make their own decisions and set their own goals. These leaders help with means and guidance if needed, but they tend not to get involved. This freedom could mean high job satisfaction, but also could be detrimental if followers do not administer their time properly or do not have the knowledge, skills or self-motivation to do their job effectively
• Likert Management System leadership styles

  • Exploitative-authoritative
  • Benevolent-authoritative
  • Consultative-advisory leader
  • Participatory leader
• Exploitative-authoritative leadership


  • The leader has little confidence in their subordinates, and therefore makes all the decisions for the group. In this case, the team is driven by fears and pressure
• Benevolent-authoritative leadership


  • The confidence in subordinates is low. Leaders make decisions without the team and use some kind of reward to stimulate their followers
• Consultative-advisory leadership


  • The leader has a higher level of confidence in their followers and, therefore, asks for their help when deciding
• Participatory leadership


  • The leader shows a high grade of confidence in their followers and motivation is based on achievement. The whole organization is responsible for success or failure
• F

  The extent to which a leader considers the needs, interests, and personal development areas of team members when deciding the best way to accomplish a taskhe extent to which a leader considers the needs, interests, and personal development areas of team members when deciding the best way to accomplish a task
• Impoverished Management Style


  • Low level of concern for results/low level of concern for the team. This leadership style (also called "indifferent" leadership) is fundamentally unsuccessful because it brings disorganization and disagreement. It shows no interest for creating systems that should facilitate finishing the job, neither does it create a satisfactory team environment
• "Produce or perish" Style


  • High concern for results/low concern for team. Leaders consider that their followers are just an instrument to an end. The needs of the followers are subordinated to its productivity. This kind of leader is autocratic, has severe working rules, policies and procedures and may even consider sanction as a means to motivate followers
• "Middle-of-the-Road" Style

  • Average concern for results/Average concern for the team. A "middle-of-the-road" or "status quo" manager tries to balance results and people, but this strategy is not as effective as it may sound. Through continuous commitment, the leader does not inspire high performance and does not fully meet people's needs either
• "Country-Club" Style

  • High concern for the team/Low concern for results. In this style the leader is fundamentally worried about his/her people requirements and feelings. The manager believes that if the people are pleased and confident, they will perform successfully, which lean towards a very relaxed and fun work environment, but where productivity suffers due to lack of direction and control
• Team-Management Style


  • High concern for production/High concern for the team. It shows a leader who is passionate about his/her work and who does the best he/she can for the people he/she works with. It is a leader who is committed to the goals and mission of the organization, who inspires productive people and works hard to make people strive for great results. This leader is a stimulating figure who takes care of their teams, which creates an environment based on trust and respect, and leads to high satisfaction, motivation and excellent results
• Supportive behavior


  Showing socio-emotional concern for subordinates
• Managerial behavior


  Leaders need to delegate everyday jobs and watch over followers
• Supportive Leadership


  • The leader focuses on relationships, shows sensitivity to the individual needs of team members and considers their interests. This style of leadership is best when tasks are repetitive or stressful
• Directive Leadership


  • The leader communicates objectives and assigns well-defined tasks. This leadership style suites best when jobs are unstructured, or when tasks are complicated and followers are inexpert
• Achievement-Oriented Leadership


  • The leader sets stimulating and inspiring goals and objectives for the followers and trusts their skills, which is why he/she expects them all to work well and maintain high standards. This style works best when team members are unmotivated or unchallenged in their work
• Six Emotional Leadership Styles

  • Commanding
  • Visionary
  • Affiliative
  • Democratic
  • Pacesetting
  • Coaching
• Commanding leadership


  • The leader tries to make the team fulfill orders immediately with concrete and precise instructions
• Visionary leadership


  • The leader seeks to mobilize people through the leader's vision, making them see what their role will be within it. The Visionary leader has a clear picture of where to go and tries to get the team to share this same way of looking at the future
• Affiliative leadership


  • It is based on building emotional bonds in the group, thus enhancing harmony among its members to create a pleasant work environment. This style gives great relevance to the people, to the detriment of the tasks and organizational objectives
• Democratic leadership


  • It is based on the idea that decisions must be taken jointly among all members of the team. Therefore, people who follow this leadership style tend to frequently meet with all team members
• Pacesetting leadership


  • It is based on the idea of using oneself as an example to direct people. The leader sets high standards of performance and challenges, but he or she wants things done in his or her own way
• Coaching leadership


  • The leader seeks the professional development of the team members. He or she helps them identify their strengths and weaknesses and sets long-term goals in their careers and also provides feedback and guidance on their professional performance
• Programmability


  The degree to which a task or job is structured, routine, and repetitive
• Job Autonomy


  The degree to which a job or task allows the individual freedom, independence, and discretion in scheduling the work and determining the procedures to be used in carrying it out
• Consultative leadership


  • You use a consultative leadership style when you ask your team members for their input and opinion, but you still have the final say. You consult with the group, yet you're responsible for choosing the best course of action
• Participative leadership


  • The participative leadership style is similar to the consultative style, where you still have the final say in a decision. However, the participative style goes a step further – you depend on your group to develop ideas, not just offer opinions on an idea
• Autocratic leadership


  • The autocratic style is sometimes criticized because it seems outdated. This leadership style is authoritative: you issue instructions without explanation, and you expect team members to follow them without question
• Benevolent Autocratic leadership


  • The benevolent autocratic style is similar to the autocratic style. However, this approach is more participative
• Consensus leadership


  • One option is to use a consensual leadership style. Essentially, this means that you're going to give your team member a great deal of authority in the decision-making process
• Laissez-faire leadership


  • Laissez-faire is a hands-off leadership style that you should use carefully
• Transformational leadership


  • Leaders and their followers raise one another to higher levels of morality and motivation
• Transformational leadership characteristics


  • Being a strong role model
  • High standards of moral ethical conduct (Idealized influence or charisma)
  • High expectations
  • Inspiring followers to commit to a shared vision (Inspirational Motivation)
  • Stimulating followers to be creative and innovative (Intellectual stimulation)
  • Listening carefully to the needs of followers (Individualized Consideration)
• Transactional leadership


  A style of leadership that focuses on promoting the individual interests of leaders and their followers by setting goals, following up and controlling outcomes