The Democratic Model
This style of
management is also known as the shared governance model. Leaders working in
this model believe in shared governance when it comes to decision making,
creativity, innovation, and feedback.
Several benefits are associated with this
style. For instance, people working under this kind of management style are
regularly passionate and enthusiastically take on new tasks and
This is because they have faith in a
shared vision that they developed together. Therefore, a sense of pride and
ownership is built. Working under a
democratic model of leadership also fosters both individual and professional
growth. As a consequence, people’s confidence is
boosted. The exceptional leaders always help in increasing the
self-assurance of their personnel.
The Laissez Faire Model
This model was
identified in 1938 when scholars White, Lewin and Lippitt conducted a
significant study. Leaders who make use of this style allow the subordinate
personnel to handle all the daily operations of an organization. This leaves the management with the task of
only focusing on the big picture. Several advantages are associated with this model of leadership. On the optimistic
side, this style allows supervisors to take on their responsibilities with
little interference (Simplicio)
In contrast, a downside is linked to this management style. When leaders deal only with
high-level priority matters, they tend to lose touch with the lower level
employees. They sacrifice daily interactions, and consequently, they cannot
offer useful feedback to staff members to improve their job routines.
The Autocratic Model
Micro-managers are the administrators who prefer this model. They believe that it is essential to be engaged with all aspects of the organization. For them, no task is too small to oversee. Delegating work to other staff members still exists. However, they regularly check to ascertain that orders are being followed and carried out accordingly (Simplicio). Micro-managers are usually self-declared experts in all aspects involved in running the organization. Therefore, their ideas are the only practical ones. As a result, the autocratic management style discourages innovation and creativity. Reasons why micro-managers endorse this style is because some have trust apprehensions and others dread personal failure.
The Bureaucratic Model
This model is also known as the rule follower management style. Individuals who have spent time within any organization have probably worked under people who choose to guide by following the regimes and rules (Simplicio). These types of people are known as the “by the book” persons. They are conversant on both policies and actions formally ascertained by the higher authority. They seldom diverge from the set notions and are unwilling to make any exemption that would lead to their department operating outside standard requirements and procedures. Thus, these leaders do not rely on any kind of risk taking.
The Fear Model
on many campuses across the nation. Leaders who possess power may be tempted to
use it for their personal gain.
Therefore, individuals who use this leadership style generally rule through
Administrators believe that if the population is afraid, they can be controlled easily. Typically, people receive
positions of power based on loyalty, rather than on abilities and expertise. An
interesting fact about this style is that it is very ineffective.
The Inspirational Model
endorse this type of management style are somewhat
rare. They comprehend how to use this model for the needs of that particular
institution they lead. Leaders using this style understand people, and how to
inspire them (Simplicio).
Hence, people enjoy working under such administrators. Some charismatic leaders
possess the skill of being expert educators. Consequently, they understand the
concerns that can affect an institution
and its population.
Simplicio, Joseph. “It All Starts At
The Top: Divergent Leadership Styles And Their Impact Upon A University.” Education 132.1
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