the field has pretty much given up on this approach, because it is nearly impossible to develop an inclusive list of leader traits, and no conclusion can be made regarding the connection between a particular trait and leadership effectiveness. Leadership under this approach depicts superior physical, mental and psychological characteristics. Research does not provide specific combination of traits that can differentiate a good leader from an ineffective leader. Six significant traits are:

Supervisory ability: planning, organising, influencing and controlling the work of others.

Need for occupational achievement: The seeking of responsibility and the desire for success.

Intelligence: Creative and verbal ability including judgment, reasoning and thinking capacity

Decisiveness: Ability to make decisions and solve problems competently.

Self- assurance: Extent to whic

There are two most common leadership styles- democratic and autocratic. Autocratic is also referred to as classical style. The manager in that case keeps decision-making authority and has all the power in his hands. Employees are not expected to provide any feedback or any input. Staff is obeying orders without any questions under the autocratic leadership.

However, autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include:

--New, untrained employees who do not know which tasks to perform or which procedures to follow

--Effective supervision can be provided only through detailed orders and instructions

--Employees do not respond to any other leadership style

--There are high-volume production needs on a daily basis

--There is limited time in which to make a decision

--An employee challenges a manager's power

--The area was poorly managed

The autocratic leadership style should not be used when:

--Employees become tense, fearful, or resentful

--Employees expect to have their opinions heard

--Employees begin depending on their manager to make all their decisions

--There is low employee morale, high turnover and absenteeism and work stoppage

The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader:

--Develops plans to help employees evaluate their own performance

--Allow employees to establish goals

--Encourages employees to grow on the job and be promoted

--Recognizes and encourages achievement.

Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems.

The democratic leadership style is most effective when:

--The leader wants to keep employees informed about matters that affect them.

--The leader wants employees to share in decision-making and problem-solving duties.

--The leader wants to provide opportunities for employees to develop a high sense of personal growth and job satisfaction.

--There is a large or complex problem that requires lots of input to solve.

--Changes must be made or problems solved that affect employees or groups of employees.

--You want to encourage team building and participation.

Democratic leadership should not be used when:

--There is not enough time to get everyone's input.

--It's easier and more cost-effective for the manager to make the decision.

--The business can't afford mistakes.

--The manager feels threatened by this type of leadership.

--Employee safety is a critical concern.

Early leadership researchers actually analysed numerous famous leaders in the history of America and worldwide, hoping to find certain special personality traits (e.g., intelligence and dominance) these leaders had in common. Nowadays, however, the field has pretty much given up on this approach, because it is nearly impossible to develop an inclusive list of leader traits, and no conclusion can be made regarding the connection between a particular trait and leadership effectiveness. Leadership under this approach depicts superior physical, mental and psychological characteristics. Research does not provide specific combination of traits that can differentiate a good leader from an ineffective leader. Six significant traits are:

Supervisory ability: planning, organising, influencing and controlling the work of others.

Need for occupational achievement: The seeking of responsibility and the desire for success.

Intelligence: Creative and verbal ability including judgment, reasoning and thinking capacity

Decisiveness: Ability to make decisions and solve problems competently.

Self- assurance: Extent to which

's power

--The area was poorly managed

The autocratic leadership style should not be used when:

--Employees become tense, fearful, or resentful

--Employees expect to have their opinions heard

--Employees begin depending on their manager to make all their decisions

--There is low employee morale, high turnover and absenteeism and work stoppage

The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader:

--Develops plans to help employees evaluate their own performance

--Allow employees to establish goals

--Encourages employees to grow on the job and be promoted

--Recognizes and encourages achievement.

Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems.

The democratic leadership style is most effective when:

--The leader wants to keep employees informed about matters that affect them.

--The leader wants employees to share in decision-making and problem-solving duties.

--The leader wants to provide opportunities for employees to develop a high sense of personal growth and job satisfaction.

--There is a large or complex problem that requires lots of input to solve.

--Changes must be made or problems solved that affect employees or groups of employees.

--You want to encourage team building and participation.

Democratic leadership should not be used when:

--There is not enough time to get everyone's input.

--It's easier and more cost-effective for the manager to make the decision.

--The business can't afford mistakes.

--The manager feels threatened by this type of leadership.

--Employee safety is a critical concern.

Early leadership researchers actually analysed numerous famous leaders in the history of America and worldwide, hoping to find certain special personality traits (e.g., intelligence and dominance) these leaders had in common. Nowadays, however, the field has pretty much given up on this approach, because it is nearly impossible to develop an inclusive list of leader traits, and no conclusion can be made regarding the connection between a particular trait and leadership effectiveness. Leadership under this approach depicts superior physical, mental and psychological characteristics. Research does not provide specific combination of traits that can differentiate a good leader from an ineffective leader. Six significant traits are:

Supervisory ability: planning, organising, influencing and controlling the work of others.

Need for occupational achievement: The seeking of responsibility and the desire for success.

Intelligence: Creative and verbal ability including judgment, reasoning and thinking capacity

Decisiveness: Ability to make decisions and solve problems competently.

Self- assurance: Extent to whic

ods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader:

--Develops plans to help employees evaluate their own performance

--Allow employees to establish goals

--Encourages employees to grow on the job and be promoted

--Recognizes and encourages achievement.

Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems.

The democratic leadership style is most effective when:

--The leader wants to keep employees informed about matters that affect them.

--The leader wants employees to share in decision-making and problem-solving duties.

--The leader wants to provide opportunities for employees to develop a high sense of personal growth and job satisfaction.

--There is a large or complex problem that requires lots of input to solve.

--Changes must be made or problems solved that affect employees or groups of employees.

--You want to encourage team building and participation.

Democratic leadership should not be used when:

--There is not enough time to get everyone's input.

--It's easier and more cost-effective for the manager to make the decision.

--The business can't afford mistakes.

--The manager feels threatened by this type of leadership.

--Employee safety is a critical concern.

Early leadership researchers actually analysed numerous famous leaders in the history of America and worldwide, hoping to find certain special personality traits (e.g., intelligence and dominance) these leaders had in common. Nowadays, however, the field has pretty much given up on this approach, because it is nearly impossible to develop an inclusive list of leader traits, and no conclusion can be made regarding the connection between a particular trait and leadership effectiveness. Leadership under this approach depicts superior physical, mental and psychological characteristics. Research does not provide specific combination of traits that can differentiate a good leader from an ineffective leader. Six significant traits are:

Supervisory ability: planning, organising, influencing and controlling the work of others.

Need for occupational achievement: The seeking of responsibility and the desire for success.

Intelligence: Creative and verbal ability including judgment, reasoning and thinking capacity

Decisiveness: Ability to make decisions and solve problems competently.

Self- assurance: Extent to whic

yees to develop a high sense of personal growth and job satisfaction.

--There is a large or complex problem that requires lots of input to solve.

--Changes must be made or problems solved that affect employees or groups of employees.

--You want to encourage team building and participation.

Democratic leadership should not be used when:

--There is not enough time to get everyone's input.

--It's easier and more cost-effective for the manager to make the decision.

--The business can't afford mistakes.

--The manager feels threatened by this type of leadership.

--Employee safety is a critical concern.

Early leadership researchers actually analysed numerous famous leaders in the history of America and worldwide, hoping to find certain special personality traits (e.g., intelligence and dominance) these leaders had in common. Nowadays, however, the field has pretty much given up on this approach, because it is nearly impossible to develop an inclusive list of leader traits, and no conclusion can be made regarding the connection between a particular trait and leadership effectiveness. Leadership under this approach depicts superior physical, mental and psychological characteristics. Research does not provide specific combination of traits that can differentiate a good leader from an ineffective leader. Six significant traits are:

Supervisory ability: planning, organising, influencing and controlling the work of others.

Need for occupational achievement: The seeking of responsibility and the desire for success.

Intelligence: Creative and verbal ability including judgment, reasoning and thinking capacity

Decisiveness: Ability to make decisions and solve problems competently.

Self- assurance: Extent to whic

the field has pretty much given up on this approach, because it is nearly impossible to develop an inclusive list of leader traits, and no conclusion can be made regarding the connection between a particular trait and leadership effectiveness. Leadership under this approach depicts superior physical, mental and psychological characteristics. Research does not provide specific combination of traits that can differentiate a good leader from an ineffective leader. Six significant traits are:

Supervisory ability: planning, organising, influencing and controlling the work of others.

Need for occupational achievement: The seeking of responsibility and the desire for success.

Intelligence: Creative and verbal ability including judgment, reasoning and thinking capacity

Decisiveness: Ability to make decisions and solve problems competently.

Self- assurance: Extent to which the individual views himself or herself as capable of coping with problems.

Initiative: Ability to find new and innovative ways of doing things.