Editing Leadership (section)

==Leadership styles==
{{Main|Leadership styles}}
{{see also|Forms of government}}
A leadership style is a leader's way of providing direction, implementing plans, and motivating people. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership.<ref>{{multiref2
|1={{cite book|author-link=Robert Hariman|first=Robert|last=Hariman|title=Political Style|publisher=U. of Chicago Press|year=1995}}
|2={{cite book|author-link=Philippe-Joseph Salazar|first=Philippe-Joseph|last=Salazar|title=L'Hyperpolitique. Technologies politiques De La Domination|location=Paris|year=2009}} }}</ref>

Different situations call for different leadership styles. In an emergency when there is little time to converge on an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or [[laissez-faire]] style may be more effective. The best style is one that most effectively achieves the objectives of the group while balancing the interests of its individual members.<ref name=Lewin>{{cite journal| last1=Lewin | first1=K.| author-link=Kurt Lewin| last2=Lippitt | first2=R.| last3=White | first3=R. K.| year=1939| title=Patterns of aggressive behavior in experimentally created social climates| journal=Journal of Social Psychology| volume=10| issue=2| pages=271–301| doi=10.1080/00224545.1939.9713366}}</ref>

A field in which leadership style has gained attention is that of military science, which expresses a holistic and integrated view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence are military bearing, physical fitness, confidence, and resilience. The leader's intellectual capacity helps to conceptualize solutions and acquire knowledge to do the job. A leader's conceptual abilities apply agility, judgment, innovation, interpersonal tact, and [[domain knowledge]]. Domain knowledge for leaders encompasses tactical and technical knowledge as well as cultural and geopolitical awareness.<ref>{{citation|author=Headquarters, Department of the Army|year=2006|title=Army Leadership: Competent, Confident, and Agile (FM 6-22)|location=Washington, D.C.|page=18}} Publication available at [https://www.us.army.mil Army Knowledge Online] and [https://www.train.army.mil General Dennis J. Reimer Training and Doctrine Digital Library].</ref>

===Autocratic or authoritarian===

Under the [[autocratic]] leadership style, all decision-making powers are centralized in the leader, as with [[dictator]]s.

Autocratic leaders do not ask for or entertain any suggestions or initiatives from subordinates. Autocratic management can be successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to themselves until they feel it needs to be shared with the rest of the group.<ref name=Lewin/>

===Participative or democratic===
The democratic or participative leadership style involves the leader actively sharing decision-making responsibilities with group members. This approach emphasizes collaboration and values the input of all team members, fostering a sense of ownership and inclusivity within the group. By promoting the interests and well-being of the team, democratic leaders encourage open communication and social equality. This style, also known as [[shared leadership]], distributes authority and decision-making power among all members rather than centralizing it with the leader alone. This method enhances team morale and engagement and leverages diverse perspectives to drive more well-rounded and informed decisions.

=== Laissez-faire or free-rein leadership ===
In laissez-faire or free-rein leadership, decision-making is passed on to the subordinates. (The phrase {{lang|fr|laissez-faire}} is French and literally means "let them do"). Subordinates are given the right and power to make decisions to establish goals and work out the problems or hurdles, and are given a high degree of independence and freedom to formulate their own objectives and ways to achieve them.<ref>{{Cite journal|first=Natalia V.|last=Samosudova|url=https://www.matec-conferences.org/articles/matecconf/abs/2017/20/matecconf_spbw2017_08062/matecconf_spbw2017_08062.html|title=Modern leadership and management methods for development organizations|journal=MATEC Web of Conferences|volume=106|number=8062|year=2017|page=08062 |language=en|doi=10.1051/matecconf/201710608062|doi-access=free}}</ref>

===Task-oriented===
{{Main|Task-oriented and relationship-oriented leadership}}
{{unreferenced section|date=October 2024}}
Task-oriented leadership is a style characterized by a leader's concentration on the necessary tasks to achieve specific production objectives. Leaders following this approach emphasize the creation of systematic solutions for given problems or goals, ensuring strict adherence to deadlines, and achieving targeted outcomes.<ref>{{cite journal |last=Yukl |first=Gary |title=Effective Leadership Behavior: What We Know and What Questions Need More Attention |journal=Academy of Management Perspectives |volume=26 |issue=4 |pages=66–85 |year=2012 |doi=10.5465/amp.2012.0088 |url=https://www.jstor.org/stable/23412661}}</ref>

Unlike leaders who prioritize accommodating group members, those with a task-oriented approach concentrate on obtaining precise solutions to fulfill production aims. Consequently, they are skilled at ensuring timely goal attainment, although the well-being of their group members might be compromised. These leaders maintain an unwavering focus on both the overall goal and the assigned tasks for each team member.

=== Relationship-oriented ===
{{Main|Task-oriented and relationship-oriented leadership}}
Relationship-oriented leadership is a style in which the leader focuses on the relationships amongst the group and is generally more concerned with the overall well-being and satisfaction of group members.<ref>{{cite book|first1=Ronald J.|last1=Ebert|first2=Ricky W.|last2=Griffin|title=Business essentials|year=2010|publisher=Prentice Hall|location=Upper Saddle River, New Jersey|isbn=978-0-13-705349-0|pages=135–136|edition=8th}}</ref> Relationship-oriented leaders emphasize communication within the group, show trust and confidence in group members, and show appreciation for work done.

Relationship-oriented leaders are focused on developing the team and the relationships in it. The positives to having this kind of environment are that team members are more motivated and have support. However, the emphasis on relations as opposed to getting a job done might make productivity suffer.

===Paternalism===
{{Main|Paternalism}}
Paternalism leadership styles often reflect a father-figure mindset. The structure of team is organized hierarchically where the leader is viewed above the followers. The leader also provides both professional and personal direction in the lives of the members.<ref name="Aycan">{{cite book |last1=Aycan |first1=Z. |chapter=Paternalism: Towards conceptual refinement and operationalization |year=2006|editor-last1=Kim|editor-first1=U.|editor-last2=Yang|editor-first2=S.|editor-last3=Hwang|editor-first3=K.-K.|title=Indigenous and cultural psychology: Understanding people in context|publisher=Cambridge University Press |location=London |pages=445–446}}</ref> Members' choices are limited due to the rigid direction given by the leader.

The term paternalism is from the Latin {{lang|la|pater}} meaning "father". The leader is most often a male. This leadership style is often found in Russia, Africa, and Pacific Asian Societies.<ref name="Aycan"/>

===Servant leadership===
{{unreferenced section|date=October 2024}}
{{Main|Servant leadership}}
With the transformation into a knowledge society, the concept of [[servant leadership]] has become more popular, notably through modern technology management styles such as [[Agile software development|Agile]]. In this style, the leadership is externalized from the leader who serves as a guardian of the methodology and a "servant" or service provider to the team they lead. The cohesion and common direction of the team is dictated by a common culture, common goals and sometimes a specific methodology. This style is different from the laissez-faire in that the leader constantly works towards reaching the common goals as a team, but without giving explicit directions on tasks.

=== Transactional and Transformational Leadership ===
{{Main|Transactional leadership|Transformational leadership}}
[[Transactional leadership]] refers to an exchange relationship between a leader and followers in which they both strive to meet their own self-interests. The term transactional leadership was introduced by Weber in 1947.<ref>{{Cite journal |last1=Joana |first1=Costa |last2=Mariana |first2=Pádua |last3=Moreira |first3=António Carrizo |title=Leadership Styles and Innovation Management: What Is the Role of Human Capital? |journal=Administrative Sciences}}</ref> There are several forms of transactional leadership, the first being contingent reward, in which the leader outlines what the follower must do to be rewarded for the effort. The second form of transactional leadership is [[Management by exception|management-by-exception]], in which the leader monitors performance of the follower and takes corrective action if standards are not met. Finally transactional leaders may be laissez-faire, avoiding taking any action at all.<ref name=":3">{{Cite journal |last=Bass |first=Bernard M. |date=1999 |title=Two Decades of Research and Development in Transformational Leadership |url=https://www.tandfonline.com/doi/abs/10.1080/135943299398410 |journal=European Journal of Work and Organizational Psychology |volume=8 |pages=10–11 |doi=10.1080/135943299398410 |s2cid=46265440 |via=Taylor & Francis Online}}</ref>

[[Transformational leadership]] refers to a leader who moves beyond immediate self interests using idealized influence ([[charisma]]), inspirational motivation, intellectual stimulation ([[creativity]]), or individualized consideration. Idealized influence and inspirational motivation are when a leader is able to envision and communicate a mutually desirable future state. Intellectual stimulation is when a leader helps their followers to become more creative and innovative. Individualized consideration is when a leader pays attention to the developmental needs of their followers, supporting and coaching them.<ref name=":3" /> A transformational leader is one who lead others to lead themselves.