Most Common Score Interpretation Comments

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Score Interpretation Score Comment 12-20 You most commonly adopt an authoritarian or autocratic leadership style. You rarely consult your team members and, instead, tend to tell them what you want, when you want it, and how you want it done. This style works well in a crisis, when a task must be completed quickly. However, you'll likely demoralize, demotivate and aggravate people if you use it all the time. This can translate into high absenteeism and turnover rates.

You'll also miss out on a wealth of ideas, thereby stifling innovation and creativity. Read more below. 21-27 You lean toward a democratic or participative style of leadership. You tend to set the parameters for the work and have the final say on decisions, but you actively involve your team members in the process. This style can build trust between you and your people, as they'll likely feel engaged and valued.

But it's not great in a high-pressure situation that requires a fast turnaround, as it will slow you down. And, if you dislike disagreement or conflict, you might struggle with how people respond to consultation. Read more below. 28-36 Your default leadership style is probably delegating or "laissez faire." You give your team members free rein in how they work toward their goals. This is an ideal approach when your people are highly skilled and motivated, and when you're working with contractors and freelancers who you trust. But if a team member is inexperienced or untrustworthy, or if you lose sight of what's going on, this approach can backfire catastrophically. Read more below.

Do you believe that you can adapt your style? Harvard University professor Ron Heifetz and leadership experts David Rooke and William Torbert say that you can. So let's look in more depth at Lewin's leadership styles, their strengths and risks, and how you might become more skillful in using them.

Paper For Above instruction

Leadership is a critical factor in organizational success, influencing team dynamics, motivation, innovation, and overall performance. Different leadership styles—autocratic, democratic, and laissez-faire—offer distinct approaches, each with its own advantages and challenges, and the choice of style can significantly impact organizational outcomes.

Autocratic leadership, also known as authoritarian leadership, is characterized by a top-down approach where decisions are made centrally by the leader with little to no input from team members. This style can be effective during crises, urgent situations, or when tasks require strict compliance and quick decision-making. For example, in manufacturing environments where safety regulations are critical, autocratic leadership ensures adherence to safety protocols. However, reliance on control and a lack of participative decision-making can lead to employee dissatisfaction, reduced motivation, and high turnover rates. It stifles creativity and demotivates employees who seek recognition and involvement in decision processes (Lewin, Lippitt, & White, 1939; Bass & Bass, 2008).

Conversely, democratic or participative leadership emphasizes collaboration. Here, the leader sets goals and parameters but actively involves team members in decision-making processes. This approach fosters trust, engagement, and a sense of ownership among employees. The participative style is particularly effective in innovative industries such as technology and research, where diverse input accelerates problem-solving and creativity (Vroom & Jago, 1988). Nonetheless, it may be less suitable in high-pressure scenarios requiring rapid decisions since the consultation process can delay action, potentially diminishing effectiveness (Gastil, 1994; Schriesheim & Neider, 2014).

The laissez-faire, or delegating style, grants team members autonomy in managing their tasks, often suitable when working with experienced, motivated, and skilled personnel. This leadership embodies trust and flexibility, encouraging innovation and independence. For instance, in creative industries like advertising or design, this approach can lead to high productivity and innovative outcomes. However, without proper oversight, it risks chaos and confusion, especially if team members are inexperienced or lack motivation (Bass & Avolio, 1994). Here, the leader’s role shifts from a direct manager to a facilitator and supporter, emphasizing resource provision and trust but requiring careful task delegation and ongoing communication.

Leadership flexibility advocates argue that managers can adapt their style to emerging circumstances, combining elements of each approach as needed. For example, a leader may prefer a democratic style during routine operations but shift to an autocratic style in crises to ensure swift decisions. The ability to adapt is supported by theories such as Lewin’s leadership styles model, which suggests that situational factors must inform leadership behavior (Lewin, Lippitt, & White, 1939).

Research indicates that transformational leadership, which emphasizes inspiring and motivating employees toward a shared vision, often leads to higher performance and innovation. Transformational leaders set high expectations and serve as role models, fostering an environment of continuous improvement (Bass, 1985). Combining transformational qualities with adaptive leadership styles enhances organizational resilience, especially in complex, dynamic environments (Avolio & Bass, 2004).

In practice, assessing and understanding one’s leadership style is fundamental for development. Self-evaluation tools, including quizzes and assessments, help leaders identify their dominant styles, strengths, and areas for improvement. For instance, a recent leadership self-assessment yielded a score of 25, indicating a predominantly democratic leadership style, which promotes participation and inclusiveness. While advantageous in many contexts, this leader recognizes the need to develop assertiveness and decision-making skills in high-pressure scenarios (Northouse, 2019).

Ultimately, effective leadership requires flexibility, emotional intelligence, and contextual awareness. Leaders should cultivate a range of styles and competencies, learning to shift gears based on team needs and situational demands. The goal is to foster an environment where trust, innovation, and motivation thrive, leading to sustained organizational success.

References

• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire manual. Mind Garden.
• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Gastil, J. (1994). A definition and illustration of democratic leadership. human communication research, 20(4), 524-559.
• Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of leadership behavior associated with various shades of authoritarianism and democracy. Journal of social psychology, 10(2), 207-222.
• Northouse, P. G. (2019). Leadership: Theory and practice. Sage publications.
• Schriesheim, C. A., & Neider, L. L. (2014). A leadership theory for the contemporary organization. Routledge.
• Vroom, V. H., & Jago, A. G. (1988). The new leadership: Managing participation in organizations. Journal of Management Studies, 25(3), 305-317.