PBL SAMPLE MODULE BOOK- 1

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CONTENTS MODULE APPLICATION PLAN AND DOCUMENTS ................. Hata! Yer işareti tanımlanmamış.

SAMPLE MINI LESSON: TYPES OF LEADERSHIP STYLES .... Hata! Yer işareti tanımlanmamış.

1. TYPES OF LEADERSHIP STYLES ............................................. Hata! Yer işareti tanımlanmamış. 1.1. LEWIN‘S LEADERSFIP STYLES ................................................................................................................ 7

1.1.1.AUTOCTRATIC LEADERSHIP ........................................................................................................ 8 1.1.2. DEMOCRATIC/PARTICIPATIVE LEADERSHIP ............................................................................. 10 1.1.3. LAISSEZ-FAIRE LEADERSHIP ..................................................................................................... 13 1.2. ADDITIONAL LEADERSHIP STYLES AND MODELS...................................................................... 14

1.2.1. BUREAUCRATIC LEADERSHIP .................................................................................................. 14 1.2.2. CHARISMATIC LEADERSHIP ………………………………………………….....…..……16

1.2.3. PEOPLE-ORIENTED/RELATIONS-ORIENTED LEADERSHIP………………………..…19

1.2.4. SERVANT LEADERSHIP…………………………..……………………………………… 20

1.2.5. TASK-ORIENTED LEADERSHIIP…………………………………………………….…...22

1.2.6. TRANSACTIONAL LEADERSHIP …...………………………………………………....…24

1.2.7. TRANSFORMATIONAL LEADERSHIP ……..……………………………………………..26

1.2.8.MANAGERIAL/LEADERSHIP GRID ...........................................................................28

1.2.9. SITUATIONAL LEADERSHIP MODEL ..............................................................…………..31

HOMERWORK ................................................................................................... Hata! Yer işareti tanımlanmamış.

OBSERVATION FORM ..................................................................................................................40

PBL SAMPLE MODULE BOOK - 2

PBL SAMPLE MODULE BOOK - 1

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Project Based Learning in VET

Intellectuel Output No: 3.1

PBL SAMPLE MODULE BOOK -1

Output Coordinator:

“Funded by the Erasmus+ Program of the European Union. However, European Commission and Turkish National Agency cannot be held responsible for any use which may be made of the information

contained therein”

This PBL Module Book is just a case study and is based on the " Leadership " vocational Lesson.

However, there are other approaches that use the PBL method that the reader can take into account.

The development of this module book has been possible due to Erasmus+ KA2 program funds, with 2017-1-TR01-KA202-045991 project number.

© All Rights Reserved. - 2019

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CONTENTS

MODULE APPLICATION PLAN AND DOCUMENTS .................................................................................. 4 SAMPLE MINI LESSON: Types of Leadership Styles ............................................................................... 5 1.1. Types of Leadership Styles ............................................................................................................. 6

1.1.1.Lewin's Leadership Styles ........................................................................................................... 9 Advantages of Autocratic Leadership ................................................................................................. 11 Disadvantages of Autocratic Leadership ............................................................................................ 11 When to use Autocratic Leadership ................................................................................................... 11 1.1.2.Democratic/Participative Leadership ........................................................................................ 12 Advantages of Democratic Leadership ............................................................................................... 13 1.1.3.Laissez-Faire Leadership ............................................................................................................ 15 Advantages of Laissez-Faire Leadership ............................................................................................. 16 Disadvantages of Laissez-Faire Leadership ......................................................................................... 16 When to use Laissez-Faire Leadership ................................................................................................ 16

1.2. Additional Leadership Styles and Models .....................................................................................16

1.2.1. Bureaucratic Leadership ........................................................................................................... 16 1.2.2. Charismatic Leadership ............................................................................................................ 18 1.2.3. People-Oriented/Relations-Oriented Leadership...................................................................... 21 1.2.4. Servant Leadership................................................................................................................... 22 1.2.5. Task-Oriented Leadership ........................................................................................................ 24 1.2.6. Transactional Leadership ......................................................................................................... 26 1.2.7. Transformational Leadership ................................................................................................... 28 1.2.8.Managerial/Leadership Grid ..................................................................................................... 30 1.2.9. Situational Leadership Model (SLM) ......................................................................................... 33 S1: Telling (Directing) ........................................................................................................................ 35 S2: Selling (Coaching) ........................................................................................................................ 36 S3: Participating (Supporting) ........................................................................................................... 36 S4: Delegating ................................................................................................................................... 37

SAMPLE STUDENT HANDBOOK: Leadership Styles Theory Worksheet ............................................... 38 Homework ........................................................................................................................................ 38 Driving Question: .............................................................................................................................. 38

OBSERVATION FORM: ......................................................................................................................... 42

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MODULE APPLICATION PLAN AND DOCUMENTS

1. Week

Module-1: The Best Leadership Styles - which of them to use?

DAY -1:

Mini Lesson: Types of Leadership styles

Student Handbook: Leadership Styles Theory Worksheet

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SAMPLE MINI LESSON: Types of Leadership Styles

Motivation:

Students will be asked about Leadership styles types. They will be asked to give examples of the use of

leadership styles in different situations. Generally, short answers should be requested. In addition, a video

about the subject can be watched.

Lesson Plan: Theoretical Information:

• Will be shown a video about leadership styles (15 min)

https://www.mindtools.com/pages/article/newLDR_84.htm

• Students will read the article“ The Impotance of the Leadership Styles” and make discusion (30 min.)

http://www.nwlink.com/~donclark/leader/leadstl.html

Practical Experience and Experimental Activity (Individual Working)

• Student Handbook (1 hour)

• Presentation of students prepared worksheets in the class (1 hour)

• Case study (30 min.)

• Test (30 min.)

Content and Skills Standarts (Curriculum Skills)

• Knows different kinds of leadership styles

• Will be able to distinguish the advantages and disadvantages of leadership style

• Will be able to identify leadership style

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1.1. Types of Leadership Styles

What is leadership? A simple definition is that leadership is the art of motivating a group of people to act

towards achieving a common goal. In a business setting, this can mean directing workers and colleagues

with a strategy to meet the company's needs.

The behavior pattern which a leader reflect in his/her role while influencing the followers is known as

Leadership style.

https://www.skillsyouneed.com/images/lead/skills-good-leaders-need.png

A leadership style is a leader's method of providing direction, implementing plans, and motivating people.

Various authors have proposed identifying many different leadership styles as exhibited by leaders in the

political, business or other fields. Studies on leadership style are conducted in the military field, expressing

an approach that stresses a holistic view of leadership, including how a leader's physical presence determines

how others perceive that leader.

Effective Leadership, employee job satisfaction, and organizational commitment arethe three important

facets for organizational success. An effective leader providesguidance to employees, gives them direction

towards achievement of desired goals, asa result employees with high job satisfaction exert more effort in

completion of workfor achieving success and thus are more committed towards organization (Voon,

Lo,Ngui, & Ayob, 2010).

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This leadership definition captures the essentials of being able to inspire others and being prepared to do

so. Effective leadership is based upon ideas (whether original or borrowed), but won't happen unless those

ideas can be communicated to others in a way that engages them enough to act as the leader wants them to

act.

The terms "leadership" and "management" tend to be used interchangeably. Management refers to a

company's management structure as its leadership, or to individuals who are actually managers as the

"leaders" of various management teams.

Leadership requires traits that extend beyond management duties. To be effective, a leader certainly has to

manage the resources at her disposal. But leadership also involves communicating, inspiring and supervising

- just to name three more of the primary skills a leader has to have to be successful.

https://www.thebalancecareers.com/top-leadership-skills-2063782

Leadership styles have an essential, direct cause and effect relationship on business success and their

development. Leaders’ roles are revolved in forming values, visions, and employee’s motivation.

Armstrong (2004) defines leadership as influence, power and the legitimate authority acquired by a

leader to be able to effectively transform the organization through the direction of the human resources that

are the most important organizational asset, leading to the achievement of desired purpose.

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Moreover, Cole (2002) defines leadership as inspiring people to perform. Even if an institution has all the

financial resources to excel, it may fail dismally if the leadership does not motivate others to accomplish

their tasks effectively.Different experts have identified different leadership styles with distinctive

characteristics.

The definition of leadership like many social and business terms still has not a consensus to define and agree

on its components and characters. Leaders and business professionals discussed the views of what dynamic

leaders should have and the main constitutes for leaders. Charisma, power, prestige, achievements and others

are attributes described the leaders and most definitions of leadership several scopes and streams like

military, business and socio-culture fields.

https://www.ionos.com/startupguide/fileadmin/StartupGuide/Screenshots_2018/EN-3-leadership-styles.png

According to Bass’s (1990) definition of leadership "leadership consists of influencing the attitudes and

behaviors of individuals and the interaction within and between groups for the purpose of achieving goals."

Chemers (1997) also defined leadership as "a process of social influence in which one person is able to enlist

the aid and support of others in the accomplishment of a common task."

Their definitions are general accepted amongst many scholars, and they included constant dimensions in

leadership which were people, means, effects and goals. The leaders need people to motivate and inspire

them, by using proper means to influence people and attract them, the most element in the leadership

definitions belonging Bass and Chemers was the effect and charismatic dimension in the personality of

leaders. As well there were goals need to be achieved and the leaders aim to obtain people’s focus on these

goals.

A leadership style refers to a leader's characteristic behaviors when directing, motivating, guiding, and

managing groups of people. Great leaders can inspire political movements and social change. They can also

motivate others to perform, create, and innovate.

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Many leadership styles have been used by leadership theories in order to analyze various different views

connected with leadership concept. Present leadership theories classify leaders based on their characteristics

or how they can influence and motivate the employee to achieve objectives of the organizations. Common

categories in the todays’ business can be divided into bureaucratic, democratic or charismatic.

If analyzing the leadership styles from the view of the power and its applications to assure results, leaders

are classified as situational, transactional or transformational. Using, applying and understanding these

different trends can provide a framework for discussion which may lead to fruitful and desired outcomes. As

well, stating an individual leader’s traits is critical to assessing leadership effectiveness especially it closely

connected to organizational objectives.

1.1. Lewin's Leadership Styles

In 1939, a group of researchers led by psychologist Kurt Lewin set out to identify different styles of

leadership. While further research has identified more distinct types of leadership, this early study was very

influential and established three major leadership styles that have provided a springboard for more defined

leadership theories.

On the basis of how leaders use their power and influence, lydership style divined in to three broad

categories:

1. Autocratic Leadership

2. Democratical Leadership

3. Laiseez-faire Lydership

https://www.verywellmind.com/leadership-styles-2795312

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1.1.1. Autocratic Leadership

This leader is one who takes command and doesn't care to pass on any of the decision making

responsibility to members of his or her team. An authoritarian leader is makes decisions independently and

is convinced that they are the correct decision for the circumstances regardless of the feelings of any

members of the team. Typically, there would be very little interaction between the leader and team

members under this type of leadership style.

The leader will pass down assignments and objectives to the team, with specific instructions on how to get

the job done.

There are both positives and negatives associated with this style of leadership. On the positive side, it can

be an effective strategy when dealing with an inexperienced team who lacks the knowledge to take a more

autonomous role in the project. When a team is made up of individuals who need specific instructions to

succeed, the authoritarian leader could be the perfect choice for the job. At the same time, an experienced

team might push back against this type of leadership because it doesn't offer them the freedom and

creativity that they feel they have earned. It is important that the leader evaluate carefully the members of

the team before deciding how to best lead them through any task.

Autocratic leadership is an extreme form of transactional leadership, where leaders have a lot of power

over their people. Staff and team members have little opportunity to make suggestions, even if these would

be in the team's or the organization's best interest.

Researchers found that decision-making was less creative under authoritarian leadership. Lewin also found

that it is more difficult to move from an authoritarian style to a democratic style than vice versa. Abuse of

this style is usually viewed as controlling, bossy, and dictatorial.

Authoritarian leadership is best applied to situations where there is little time for group decision-making or

where the leader is the most knowledgeable member of the group.

The benefit of autocratic leadership is that it's incredibly efficient. Decisions are made quickly, and work

gets done efficiently. The downside is that most people resent being treated this way. Therefore, autocratic

leadership can often lead to high levels of absenteeism and high staff turnover. However, the style can be

effective for some routine and unskilled jobs: in these situations, the advantages of control

may outweigh the disadvantages.

Autocratic leadership is often best used in crises, when decisions must be made quickly and without

dissent. For instance, the military often uses an autocratic leadership style; top commanders are responsible

for quickly making complex decisions, which allows troops to focus their attention and energy on

performing their allotted tasks and missions.

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Advantages of Autocratic Leadership

• Decision making is fast: with one person making the decisions, consultation is removed, and thus

decisions can be made very quickly.

• Motivated managers: the “leader is watching” style motivates managers to work hard with no slack

in their schedules. Managers will want to be seen to do well in the eyes of the leader.

• Less stress for managers: with the leader shouldering the responsibility managers will feel

comforted that they are being “looked after” by their ever present leader.

Disadvantages of Autocratic Leadership

• Communication is often only one way: this can frustrate workers as they might only receive

feedback on their work when being told of a mistake they’ve made.

• Fear and resentment: people don’t like being bossed around, and criticised far more often than

praised, resulting in an atmosphere of fear and resentment.

• Dependency Culture: employees become dependent on their leader having all the ideas and making

all the decisions, which can lead to a loss of initiative amongst employees.

When to use Autocratic Leadership

Autocratic leadership might seem antiquated but it still has its uses. It can be very effective, for example,

on short duration projects which are highly complex, or on projects which have a hard deadline by which

they must be completed, or on projects where employees need a low level of skill and simply need to be

driven by the leader to produce.

Autocratic leadership is an asset when a company employs a large, inexperienced staff, or many who are

untrained in their jobs. Autocratic leadership is best employed when managing larger groups, when

involved with high-volume production operations, or when detailed instructions are necessary. Autocratic

leadership is also an asset when facing serious time constraints or a crisis situation, or when work must be

coordinated across disparate groups.

There are drawbacks to the autocratic leadership style. Autocratic leadership is commonly associated with

high employee turnover. This leadership style tends to lower employee performance when complex tasks

are involved, and it limits creativity. Employee morale is also negatively affected when autocratic

leadership is used.

The least appropriate conditions for applying autocratic leadership occur when high levels of employee

creativity are needed or when a democratic leadership model has been established previously.

Famous autocratic leaders in business include Martha Stewart, Howell Raines and Leona Helmsley.

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1.1.2.Democratic/Participative Leadership

Lewin’s study found that participative leadership, also known as democratic leadership, is generally the

most effective leadership style. Democratic leaders offer guidance to group members, but they also

participate in the group and allow input from other group members. In Lewin’s study, children in this

group were less productive than the members of the authoritarian group, but their contributions were of a

much higher quality.

Democratic leadership is based on the principles of self-determination, inclusiveness, and equal participation

in the decision-making process. This leadership style is characterized by the distribution of responsibility

and the empowerment of others. Democratic leaders tend to be empathetic listeners who encourage open

communication through all levels of the organization.

https://www.verywellmind.com/thmb/7PK4XB1TeyupbizurOG5NYe6L9w=/768x0/filters:no_upscale():max_bytes(150000):strip_icc()/2795315-what-is-

democratic-leadership-5b21772efa6bcc003624c8a5.png

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Companies with democratic leaders tend to foster a positive and motivating corporate culture, empowering

employees to perform at their highest levels of capability. These companies emphasize reward over

punishment, they value teamwork, and they encourage participative decision-making. Democratic leadership

is most appropriate when managing an experienced and professional team of employees.

Democratic leadership breaks down, however, when a group faces a set of complex decisions, and when

organizational agility is required to adapt to rapidly changing market conditions.

Participative leaders encourage group members to participate, but retain the final say over the decision-

making process. Group members feel engaged in the process and are more motivated and creative.

Democratic leaders make the final decisions, but they include team members in the decision-making

process. They encourage creativity, and team members are often highly engaged in projects and decisions.

There are many benefits of democratic leadership. Team members tend to have high job satisfaction and

are productive because they're more involved in decisions.

This style also helps develop people's skills. Team members feel in control of their destiny, so they're

motivated to work hard by more than just a financial reward. Because participation takes time, this approach

can slow decision-making, but the result is often good. The approach can be most suitable when working as

a team is essential, and when quality is more important than efficiency or productivity.

The downside of democratic leadership is that it can often hinder situations where speed or efficiency is

essential. For instance, during a crisis, a team can waste valuable time gathering people's input. Another

downside is that some team members might not have the knowledge or expertise to provide high quality

input.

Advantages of Democratic Leadership

• Good working environment: employees at all levels can be given and feel a level of responsibility to

challenge themselves. Because of the good working environment created by the democratic style

employees are more likely to enjoy their work.

• Less severe failure: because consultation happens before decisions are made there is less chance of

a disastrous decision being made by the leader.

• Creative culture: unlike an autocratic culture employees are encouraged to have ideas and solve

problems on their own initiative. This can obviously lead to more opportunities being identified in

the marketplace.

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Disadvantages of Democratic Leadership

• Slow decision making: The real disadvantage with democratic leadership is that decisions can often

take a long time to happen. This can be a particular problem when gaining first mover advantage is

important.

• Leader hidden in group: if the leader is unsure or weak they can often hide this by allowing the

group to make all the decisions.

When to use Democratic Leadership

Democratic Leadership is particularly useful in companies which practice continuous process improvement

as everyone is encouraged to feed into the process of continuous improvement. It is also useful in highly

competitive and complex industries where it allows the best ideas to rise to the top, and facilitates the rising

and establishment of future leaders within the organization.

Differences Between Autocratic and Democratic Leadership

Basis of Comparison Auotocratic Leadership Democratic Leadership

Meaning

Autocratic leadership is one

wherein a line of demarcation

exist between the leader and his

followers and all the decisions

are taken by leader solely.

Democratic leadership alludes to

a type of leadership in which the

leader shares decision making

power and other responsibilities

with the group members.

Authority Centralized Decentralized

Behavior orientation Task Oriented Relation Oriented

Conceived from Theory X Theory Y

Control High level of control Low level of control

Autonomy Less High

Suitability

Appropriate when the

subordinates unskilled,

uneducated and obedient.

Appropriate when team members

are experienced, qualified and

professional.

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1.1.3.Laissez-Faire Leadership

This French phrase means "leave it be," and it describes leaders who allow their people to work on their

own. This type of leadership can also occur naturally, when managers don't have sufficient control over

their work and their people.

Laissez-faire leaders may give their teams complete freedom to do their work and set their own deadlines.

They provide team support with resources and advice, if needed, but otherwise don't get involved.

This leadership style can be effective if the leader monitors performance and gives feedback to team

members regularly. It is most likely to be effective when individual team members are experienced, skilled,

self-starters.

https://www.verywellmind.com/thmb/ua0EUYx82btw9rcKo9QTQz4htig=/768x0/filters:no_upscale():max_bytes(150000):strip_icc()/2795316-what-is-laissez-

faire-leadership-5b2176d343a10300369294a1.png

The main benefit of laissez-faire leadership is that giving team members so much autonomy can lead to

high job satisfaction and increased productivity.

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The downside is that it can be damaging if team members don't manage their time well or if they don't have

the knowledge, skills, or motivation to do their work effectively.

Advantages of Laissez-Faire Leadership

• Freedom of direction: when employees are motivated to drive towards success, a laissez-faire

leadership style can provide them with the flexibility they need to succeed (there is no interference

from the leader).

• Less work for leader: with all responsibility deferred to the group there is less work for the leader to

perform interacting with the group, and they can thus spend their time adding value to the

organization.

Disadvantages of Laissez-Faire Leadership

• Higher stress levels: employees can feel stressed if they are not secure enough in their own ability

due to the lack of availability of their leader for positive reinforcement.

• Lack of ownership: there is nobody responsible to take the credit or blame in cases of success or

failure.

When to use Laissez-Faire Leadership

Use of a Laissez-faire leadership style is usually only appropriate for a team of highly effective

professionals with a reputation and history of delivering excellent work.

1.2. Additional Leadership Styles and Models

In addition to the three styles identified by Lewin and his colleagues, researchers have described numerous

other characteristic patterns of leadership. Here are just a few of the best-known:

1.2.1. Bureaucratic Leadership

The Bureaucratic Leadership is the management system a couple of large corporations are using till today.

If you are dealing with a highly regulated business environment, this leadership style may have a massive

impact. This style of management is also very efficient when used in companies that do not require much

innovations or creativity from the employees.

Bureaucratic leaders work "by the book." They follow rules rigorously, and ensure that their people follow

procedures precisely. This is an appropriate leadership style for work involving serious safety risks (such as

working with machinery, with toxic substances, or at dangerous heights) or where large sums of money are

involved. Bureaucratic leadership is also useful in organizations where employees do routine tasks (as in

manufacturing).

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https://kdtteambuilding.weebly.com/

It is a system of management whereby employees are made to follow specific rules and lines of authority

created by the superiors. In other words, these set of leaders function based on official regulations fixed by

higher authorities within the organization.

The bureaucratic leadership pattern focuses on the administrative needs an organization has. Teams and

departments of various private and public sector employ this system of management. But it is used mostly

in the public sector, which relies heavily on consistency and adherence to rules and regulations to get

whatever results they seek.

However, there are unique features that differentiate the Bureaucratic style of Leadership from others

practiced by organizations across the globe. Leaders in this leadership setting create a form of separation

for the labor requirements which teams need to complete. In this case, there is a line of command with each

leader having separate powers in their jurisdiction. They also do not like laws that are more flexible.

Instead, they prefer to have rigid rules and regulations to govern people.

The downside of this leadership style is that it's ineffective in teams and organizations that rely on

flexibility, creativity, or innovation.

Much of the time, bureaucratic leaders achieve their position because of their ability to conform to and

uphold rules, not because of their qualifications or expertise. This can cause resentment when team

members don't value their expertise or advice.

Disadvantages of Bureaucratic Leadership

Although the bureaucratic style of leadership does seem like a perfect model, it does have several

drawbacks, so one should consider before using it in any setting. A better understanding of these cons will

help managers, politicians and those in a leadership position to have a certain level of knowledge regarding

the results to expect.

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• Increasing Productivity can be a significant challenge: The leadership model of bureaucrats can limit

productivity or creativity of employees. The leaders use regulations and laws to create consistency in

the workplace. They believe in remaining consistent, and that following the laid down rules, the status

quo will produce the required result. And when more regulations are added, employees would have

no other choice but to slow down to make sure they are following the right procedures. Bureaucratic

Leaders are satisfied with getting the same results, so long there are no much difference.

• Not an Efficient System: The Bureaucratic Leadership Style is fundamentally about creating

consistency. But that doesn’t mean the system is active, far from it. The point is giving workers the

chance to complete the same task repeatedly may cause them to be expert in that particular area.

While this is great for the employee in question, the same cannot be said about the company. If the

employee decides to leave, the manner in which the Bureaucratic System is set up will make it more

difficult for the company to adapt to shortages of human resources.

• Bureaucratic Leaders Find it Difficult to Adjust to Change: the Bureaucratic Leadership Style is not

a flexible one. The leaders in this setting also believe in the status quo. In other words, what worked

yesterday will also work today. And when things change, bureaucratic leaders would find it very

difficult to change their rules and principles. Great opportunities can be lost during the process. And

considering how highly competitive the business environment is becoming having a leadership style

that is not flexible isn’t a great idea for business growth.

1.2.2. Charismatic Leadership

The word 'charisma' comes originally from the Greek language. It meant basically 'gift', from the Greek kharisma and kharis,

meaning 'grace' or 'favour' - a favour or grace or gift given by God. The modern meaning of charisma has altered greatly, but the

original meaning resonates appealingly today, because charismatic leaders rely on their personality 'gifts' to influence people and

shape their future.

Charismatic leadership demands more than just a remarkable personality. The followers must also project an image of

specialness and authority onto the leader and give the leader power over them. Charismatic leadership therefore relies on the

twin effect of a leader's personality and a strong belief by followers that this special person is the one to lead them in their hour of need.

German sociologist and political economist Max Weber (1864-1920) too saw charismatic leadership distinctly as a relationship

between leader and followers. In Weber's view, charismatic leadership has no moral dimension; it can be a force for good or evil.

Using Weber's definition, there is a single indicator of charismatic leadership, which is: do the followers grant authority to the

leader based on their view of his or her special gifts? If the answer is yes, this is charismatic leadership. In Weber's eyes

therefore, Adolf Hitler was as much a charismatic leader as Jesus Christ.

Without separate support (such as a loyal army or secret police) charismatic leaders can only hold power while followers

continue to believe in the leader's specialness. If the leader disappoints the followers in some way, perhaps because previously

hidden flaws are exposed, or the leader fails to deliver promises, the followers' belief tends to fade, draining charismatic leaders

of their authority. For this reason, charismatic leadership runs the risk of being unstable and short-lived.

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http://slideplayer.com/slide/3924214/13/images/14/Charismatic%20Leadership:%20A%20Relationship%20Between%20Leaders%20&%20Followers.jpg

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Charismatic leadership is greatly dependent on credibility. The leader's power remains unless credibility is

lost. When a charismatic leader loses credibility, the followers seek new leadership or ways to oust the

damaged leader.

A charismatic leadership style can resemble transformational leadership because these leaders inspire

enthusiasm in their teams and are energetic in motivating others to move forward. This ability to create

excitement and commitment is an enormous benefit.

The difference between charismatic leaders and transformational leaders lies in their intention.

Transformational leaders want to transform their teams and organizations. Charismatic leaders are often

focused on themselves, and may not want to change anything.

The downside to charismatic leaders is that they can believe more in themselves than in their teams. This

can create the risk that a project or even an entire organization might collapse if the leader leaves. A

charismatic leader might believe that she can do no wrong, even when others are warning her about the

path she's on; and this feeling of invincibility can ruin a team or an organization.

Also, in the followers' eyes, success is directly connected to the presence of the charismatic leader. As

such, charismatic leadership carries great responsibility, and it needs a long-term commitment from the

leader. Differences between charismatic leadership and other styles

“Charismatic leadership is a leadership style that is recognizable but may be perceived with less tangibility

than other leadership styles,” writes Mar Bell in “Charismatic Leadership Case Study with Ronald Reagan

as Exemplar.”

Charismatic leadership is similar to other styles. Both it and transformational leadership rely on the ability

of the leader to influence and inspire followers. Transformational and charismatic leaders motivate the

individual or those around them to be better and to work for the greater good of an organization or society.

Other similarities include:

• Leaders rally those around them in service of a common goal

• Initiative and boldness are encouraged

The differences between charismatic and transformational leadership styles lie primarily in how the

individual is viewed.

• The personal vision of a charismatic leader has a great deal of influence over his or her audience

• Charismatic leaders speak about their moral compass or passion rather than an existing method of

doing business

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http://www.fitzgeraldhr.co.uk/charismatic-leadership-achieved/

1.2.3. People-Oriented/Relations-Oriented Leadership

With people-oriented leadership, leaders are totally focused on organizing, supporting, and developing the

people on their teams. This is a participatory style and tends to encourage good teamwork and creative

collaboration. This is the opposite of task-oriented leadership.

People-oriented leaders treat everyone on the team equally. They're friendly and approachable, they pay

attention to the welfare of everyone in the group, and they make themselves available whenever team

members need help or advice.

People-oriented leaders are approachable and friendly, pay attention to the wellbeing of everyone in their

group, and make themselves available when team members need help or advice. The advantage of this

leadership style is that people-oriented leaders build teams that everyone wishes to be part of.

Even more, members of these team are, typically, more productive and willing to take risks because they

know intrinsically that their leader will give them support if they need it. According to author and

researcher Catherine Bush, people-oriented style is one by which the leader provides a more supportive

role in order to create a positive work environment where workers can truly maximise their productivity.

Also known as participative leadership, this leadership style is closely associated to transformational

leadership theories — but that’s a subject for another day.

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https://keithmba.files.wordpress.com/2013/06/leadership-blog3.jpg

The benefit of this leadership style is that people-oriented leaders create teams that everyone wants to be

part of. Team members are often more productive and willing to take risks, because they know that the

leader will provide support if they need it.

The downside is that some leaders can take this approach too far; they may put the development of their

team above tasks or project directives.

1.2.4. Servant Leadership

This term, created by Robert Greenleaf in the 1970s, describes a leader often not formally recognized as

such. When someone at any level within an organization leads simply by meeting the needs of the team, he

or she can be described as a "servant leader."

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https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiHsbjinqTgAhXG1qQKHZzdBbUQjRx6BAgBE

AU&url=http%3A%2F%2Fnovolaniste.info%2F32650-servant-leadership-theory-

essay%2F&psig=AOvVaw17fENxXQkIySWHAI9OB_AB&ust=1549443928558929

Servant leaders often lead by example. They have high integrity and lead with generosity. In many ways,

servant leadership is a form of democratic leadership because the whole team tends to be involved in

decision making. However, servant leaders often "lead from behind," preferring to stay out of the limelight

and letting their team accept recognition for their hard work.

Supporters of the servant leadership model suggest that it's a good way to move ahead in a world where

values are increasingly important, and where servant leaders can achieve power because of their values,

ideals, and ethics. This is an approach that can help to create a positive corporate culture and can lead to

high morale among team members.

However, other people believe that in competitive leadership situations, people who practice servant

leadership can find themselves left behind by leaders using other leadership styles. This leadership style

also takes time to apply correctly: it's ill-suited in situations where you have to make quick decisions or

meet tight deadlines.

Although you can use servant leadership in many situations, it's often most practical in politics, or in

positions where leaders are elected to serve a team, committee, organization, or community.

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1.2.5. Task-Oriented Leadership

Task-oriented leaders focus only on getting the job done and can be autocratic. They actively define the

work and the roles required, put structures in place, and plan, organize, and monitor work. These leaders

also perform other key tasks, such as creating and maintaining standards for performance.

Task-oriented leader places a heavy emphasis on structure, plans, and schedules for getting things done.

The task-oriented leadership style might include:

• Step-by-step planning and reward/punishment systems

• Constantly defining structure and goals

• Prioritizing achievement of specific outcomes

• Sticking to rigid schedules

• Requiring employees to set process-oriented goals and formulate plans to achieve them

When should this type of leadership be used? Why does task-oriented leadership work? One prudent

principle of modern leadership theory is that leaders should base their approach on each unique situation

they face. If certain team members have poor time management skills, task-oriented leadership is a possible

solution. Also, a workplace with tight deadlines can benefit from task-oriented leadership.

Apparently William Shakespeare advocated this leadership approach centuries ago with his observation,

“Better three hours too soon than one minute too late.”

The benefit of task-oriented leadership is that it ensures that deadlines are met, and it's especially useful for

team members who don't manage their time well.

The most obvious strength for this style of leadership is that it ensures deadlines are met and tasks are

completed. It can be highly effective for industries which need to meet strict deadlines while simultaneously

maintaining a high standard of quality. Media publications and newspapers may be a good example of this

along with multiple assembly-line manufacturing. Work has to be completed by a specific time, at a specific

standard and there is often little room for error or delay. A task-oriented leader will be well suited to this

particular type of job role.

Another key strength of task-oriented leadership is that these leaders are excellent delegators and know

exactly how to divide up work and prioritise to get things done. Often they will have a sound

understanding of the resources required to complete a task and can be highly efficient in their planning and

delivery. This can result in improved productivity as well as efficiency savings within the organisation.

A major criticism of task-oriented leadership is that it runs the risk of overlooking the welfare and happiness

of the staff. Being totally focused on the task can result in the leader ignoring key issues which may arise

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within the team. Pushing the staff to complete the task without paying attention to their personal needs can

result in a team which feels undervalued and unappreciated.

Task-oriented leadership does not allow staff to be innovative, creative or spontaneous in their work. Instead

they typically follow orders, have their own mini-tasks to complete and there is little scope for flexibility.

Staff working under this style of leadership can often lack enthusiasm, inspiration and willingness to go

above and beyond.

With few opportunities to explore new ideas staff will often find themselves limited in their ability to develop

into more complex job roles. Progression and training is more formal in this environment which limits staff

development opportunities.

However, because task-oriented leaders don't tend to think much about their team's well-being, this approach

can suffer many of the flaws of autocratic leadership, including causing motivation and retention problems.

Differences Between Realtionship-Oriented and Task Oriented

Relationship-Oriented Task Oriented

Emphasis on interaction facilitation

Emphasis on work facilitations

Focus on relationships, well-being and motivation

Focus on structure, roles, and tasks

Fostering positive relationships is a priority

Producing desired results is apriority

Emphasis on team members and communications

within

Emphasis on goal setting and clear plan to achieve

goals

Communication facilitations, casual interactions,

and frequent team meetings

Strict use of schedules and step-by-step plans, and

a punishment/incentive system

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https://mk0eswnonlinej4doghg.kinstacdn.com/wp-content/uploads/2013/03/DISC-Pie.jpg

1.2.6. Transactional Leadership

This style focuses on the basic management process of controlling, organizing, and short-term planning.

The famous examples of leaders who have used transactional technique include McCarthy and de Gaulle.

Transactional leadership involves motivating and directing followers primarily through appealing to their

own self-interest. The power of transactional leaders comes from their formal authority and responsibility

in the organization. The main goal of the follower is to obey the instructions of the leader. The style can

also be mentioned as a ‘telling style’.

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The leader believes in motivating through a system of rewards and punishment. If a subordinate does what

is desired, a reward will follow, and if he does not go as per the wishes of the leader, a punishment will

follow. Here, the exchange between leader and follower takes place to achieve routine performance goals.

This leadership style starts with the idea that team members agree to obey their leader when they accept a

job. The "transaction" usually involves the organization paying team members in return for their effort and

compliance. The leader has a right to "punish" team members if their work doesn't meet an appropriate

standard.

https://www.mbaskool.com/2019_images/stories/feb_images/transactional-leadership.jpg

The transactional leaders overemphasize detailed and short-term goals, and standard rules and procedures.

They do not make an effort to enhance followers’ creativity and generation of new ideas. This kind of a

leadership style may work well where the organizational problems are simple and clearly defined. Such

leaders tend to not reward or ignore ideas that do not fit with existing plans and goals.

The transactional leaders are found to be quite effective in guiding efficiency decisions which are aimed at

cutting costs and improving productivity. The transactional leaders tend to be highly directive and action

oriented and their relationship with the followers tends to be transitory and not based on emotional bonds.

The theory assumes that subordinates can be motivated by simple rewards. The only ‘transaction’ between

the leader and the followers is the money which the followers receive for their compliance and effort.

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Although this might sound controlling and paternalistic, transactional leadership offers some benefits. For

one, this leadership style clarifies everyone's roles and responsibilities. Another benefit is that, because

transactional leadership judges team members on performance, people who are ambitious or who are

motivated by external rewards – including compensation – often thrive.

The downside of this leadership style is that team members can do little to improve their job satisfaction. It

can feel stifling, and it can lead to high staff turnover.

Transactional leadership is really a type of management, not a true leadership style, because the focus is on

short-term tasks. It has serious limitations for knowledge-based or creative work. However, it can be

effective in other situations.

1.2.7. Transformational Leadership

Transformation leadership is often the best leadership style to use in business situations.

Transformational leaders are inspiring because they expect the best from everyone on their team as well as

themselves. This leads to high productivity and engagement from everyone in their team.

The downside of transformational leadership is that while the leader's enthusiasm is passed onto the team,

he or she can need to be supported by "detail people."

https://www.verywellmind.com/what-is-transformational-leadership-2795313

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That's why, in many organizations, both transactional and transformational leadership styles are useful.

Transactional leaders (or managers) ensure that routine work is done reliably, while transformational

leaders look after initiatives that add new value.

It's also important to use other leadership styles when necessary – this will depend on the people you're

leading and the situation that you're in.

Differences Between Transactional and Transformational Leadership

Basis of

Comparison Transactional Leadership Transformational Leadership

Meaning

A leadership style that employs

rewards and punishments for

motivating followers is

Transactional Leadership.

A leadership style in which the leader

employs charisma and enthusiasm to

inspire his followers is

Transformational Leadership.

Concept Leader lays emphasis on his relation

with followers.

Leader lays emphasis on the values,

ideals, morals and needs of the

followers.

Nature Reactive

Proactive

Best suited for Settled Environment

Turbulent Environment

Works for Developing the existing

organizational culture

Changing the existing organizational

culture.

Style Bureaucratic

Charismatic

How many leaders are

there in a group? Only one More than One

Focused on Planning and Execution

Innovation

Motivational tool Attracting followers by putting their

own self interest in the first place

Stimulating followers by setting group

interest as a priority.

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http://work-effects.com/wp-content/uploads/2018/11/4R-Model-of-Transformational-Leadership2.png

1.2.8. Managerial/Leadership Grid

The Blake-Mouton Managerial Grid was published in 1964, and it highlights the most appropriate style to

use, based on your concern for your people and your concern for production/tasks. The Managerial Grid is

based on two different behavioral thoughts, concern for people, and the concern for results. Concern for

people is where a leader considers the teams’ needs, interests, and areas of improvement when deciding how

to best accomplish task at hand.

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The concern for results is where a leader points out specific objectives, readiness, and where to strengthen

production when deciding how best to accomplish the task. The final theory in Style Leadership Theory is

known as the Blake and Mouton Managerial grid or also known as the Leadership Grid. It was developed in

the early 1960s by Robert Blake and Jane Mouton.

The grid was made to show a leader’s concern for people or their concern for results. It also identifies five

different combinations of leadership styles that are produced from people, results, or both. The x-axis shows

the concern for results and the y-axis shows the concern for people. This plots the five different points

showing what Blake and Mouton believe to be the most effective method of Style Leadership. Below there

will be briefly described each plotted managerial concept found on the grid.

1. Authority-Compliance 9,1: a heavy emphasis on task and job requirements, less emphasis on the people

in the company, controlling, demanding, overpowering

2. Country-Club Management 1,9: low concern for company tasks and production, main concern for

emotional needs of employees and interpersonal relationships, personal and social needs are met above all,

agreeable, eager to help, comforting

3. Impoverished Management 1, 1: not concerned with either tasks, or employees needs, goes through the

motions only, uninvolved, withdrawn, noncommittal, apathetic

4. Middle of the Road Management 5,5: a compromiser, concern for task and people, finds balance between

the needs of the people and emphasizes work requirements, avoids conflict, moderate levels of both

productions and relationships, middle ground

5. Team Management 9,9: places strong emphasis on both tasks and interpersonal relationships, promotes

high degree of participation and teamwork and satisfies needs of employees, stimulates participation, acts

determined, gets issues out into the open, makes priorities clear, follows through, enjoys working, open

minded

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https://oer.missouriwestern.edu/rsm424/chapter/style-theory-of-leadership/

In addition to the 5 leadership styles there are two other styles that may flow throughout the Grid.

Paternalism/Maternalism- The leader who uses both the Country Club Management (1,9) and the

Authority-Compliance (9,1) styles depending on what meets their needs. They do not integrate the two styles

and can be viewed as fatherly/motherly. They make the majority of the decisions and offer rewards and

punishment.

Opportunism- The leader who uses any combination of the 5 styles for personal gain. They use employees

only as a means to an end. They put their own self-interest ahead of others. They can be viewed as ruthless,

cunning, and self-motivated

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https://www.smore.com/fvxpd-behavioral-leadership-approach

1.2.9. Situational Leadership Model (SLM)

Founders Paul Hershey and Kenneth Blanchard have developed a model that links leadership styles and

situations. This article explains the styles, effectiveness and interaction in a practical and recognizable

manner.

Being a leader is not always easy and leadership can be executed in different ways. Paul Hersey and Ken

Blanchard indicate that a number of factors are decisive for the style of leadership. It is not just the personal

characteristics of the leader that are decisive; those of his employees are too. In addition, the situation is

determinative and the leadership style depends on this. In the 1970s Paul Hersey and Ken Blanchard

specified and further developed the concept of their Situational Leadership Model.

The level of independence of the employee depends on a number of factors. First or all, experience is an

important indicator to find out whether an employee is able to independently do their job and take (full)

responsibility for it. In addition, they have to have sufficient knowledge and skills to complete their tasks

independently, and have enough motivation to lead themselves.

Someone who has been in the same position for years, might be skilled and experienced, but could be

struggling with motivation because of a lack of career opportunities. In that case, the employee will not score

as high on Maturity as a colleague who is highly motivated. If an employee starts in a new position within

the organisation, it will take some time for him to become Mature in there as well. Newly hired staff, recent

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graduates and interns will be at the low side of Maturity for longer. After all, it takes people a few months to

as long as a year to be able to work fully.

Paul Hersey and Ken Blanchard designed these four styles of situational leadership on the basis of a parabola.

The horizontal axis the level of maturity (independence of the employee) is indicated in the gradation high

to low. In the opposite direction on the horizontal axis the directive behavior from low to high is indicated.

By this is meant the level of direction provided to the employee. On the vertical axis, they indicate low to

high supportive behavior; the degree of support to the employees.

In the 1970s Hershey and Blanchard specified and further developed the concept of situational leadership. In

their situational leadership theory they indicated that the effectiveness of the leadership style is dependent

on the situation. But what is determinative for the situation? Both the maturity of the employees and their

attitudes are determinative.

Therefore Paul Hersey and Ken Blanchard distinguish four levels of maturity that can be placed in their

situational leadership model:

• S1. Directing: a lot of direction by the leader and little support; low competence and low

motivation.

• S2. Coaching: a lot of direction by the leader and a lot of support; low competence and high

motivation.

• S3. Supporting: little direction by the leader and a lot of support; high competence and low

motivation.

• S4. Delegating: little direction by the leader and little support; high competence and high

motivation.

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http://4.bp.blogspot.com/-SQZ34lAcdr0/UwwMqFPH10I/AAAAAAAADAs/muvNsL_yx7s/s1600/Situational-Leadership.jpg

According to Paul Hersey and Ken Blanchard a leader will have to adapt his style to level of maturity of

the employee. As the maturity increases, the independence of the employee also increases accordingly.

Consequently, four leadership styles are created within situational leadership.

S1: Telling (Directing)

At this level, the leader has to deal with employees that are not competent and (still) unmotivated. This may

have different causes. New and/or inexperienced employees are not capable enough to carry out tasks

independently. It may be experienced as threatening when an employee is not competent enough to perform

a task. This might cause him to postpone the task or do this unwillingly. Good instruction and monitoring of

the entire work process would be the best style of leadership in this situation. This is also sometimes referred

to as task-oriented leadership with little or no concern for human relationships and support.

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The employee will receive a lot of direction from the leader when it comes to the tasks they have to fulfil.

Not just the final objective is made clear, but also the steps that have to be taken along the way. That is why

he needs specific instructions in the form of composed tasks. The leader makes the final decisions. It helps

to compliment the employee about progress he is making and not overburdening him with too much

information at once. It is a good idea for a leader to have the employee repeat in his own words what he is

supposed to do. That way, it becomes clear if the instructions have been correctly understood.

S2: Selling (Coaching)

At this level the employees have a desire to work independently but they are not capable of doing this yet.

They are employees who have not reached full maturity and are hindered by circumstances for example a

change or a reform of the organization. This employee wants to set to work enthusiastically but he cannot

work independently because of his lack of skills and knowledge. A situation like this might make an

employee insecure. By explaining his decision-making and by listening to the employee and giving him

undivided attention, the leader is guiding him. This style can be compared to the consultative leadership

style.

This leadership style is also called selling for a reason; the leader has to ‘sell’ the tasks to the employee and

convince him that he is able to do them. Specific instructions are important here, as are communication at a

level of equals. The leader makes the decisions, but it is good if the employee asks questions and wants to

know the purpose of the task. When the employee shows progress, he should be complimented to make him

feel confident about his skills.

S3: Participating (Supporting)

At this level, the employees are capable but (temporarily) unwilling. They are qualified workers but because

of the number of tasks, they might get the idea that they are being inundated with work. This can make them

insecure and reluctant. To take away this insecurity, it is important that the leader confers with the employees

and supports them in their work. By having employees participate in the decision-making process, acceptance

will increase and the employees will be able to work independently again. It is also possible that a mistake

has been made for which the employee blames himself. This can make him stagnate and lose confidence.

That is why support from the leader is important.

The employee needs to be stimulated and has to get back the confidence to make decisions independently

again. It is a good idea for the leader to give that confidence to the employee and remind him of other tasks

and projects that he did do well in the past. This type of employee can benefit from some calm, face-to-face

brainstorming or sparring about a question or an issue. That increases his confidence and makes his superior

someone he can talk to. The employee is allowed to take some risks and trust in his own abilities.

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S4: Delegating

At this level the employees can and want to carry out their tasks independently, they have a high level of task

maturity as a result of which they need less support. Employees inform the leader about their progress of

their own accord and at the same time they indicate when problems present themselves or when the work is

stagnating. They become motivated because of their independence and as a result a leader does not have to

consult with them continuously.

Delegating may seem easy, but it rarely is in practice. It is a good idea for a leader to discuss the final goal

with the employee, when the task has to be (deadline) and how he plans to carry it out. It is possible to plan

evaluation moments in order to monitor progress and check if everything is going according to plan. The

leader has to realise that delegating involves keeping distance; the employee is responsible for the decisions.

If things go well, compliments are in order. Boosting confidence and letting go are the foundational

techniques of delegating.

Adjustment of leadership behavior

Through situational leadership, leadership behavior is immediately adjusted to the employee’s behavior.

According to Hershey and Blanchard the main factors are independence and suitability. Based on these two

factors, they directly link four situational leadership styles. It should be noted that a leader must be willing

to be very flexible with respect to his employees. In addition, employees will always develop themselves in

the (positive) direction of delegating (S4).

However, no one style of leadership fits all situations, so it's useful to understand different leadership

frameworks and styles. You can then adapt your approach to fit your situation.

Please refer to your class for leadership styles. Get help from your teacher

if you don't understand them.

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SAMPLE STUDENT HANDBOOK: Leadership Styles Theory Worksheet

Perform the following applications in sequence. Ask your teacher for help. Don't

forget to prepare to present your worksheet in the class.

Homework

Leadership Styles Theory Worksheet

Driving Question:

Describe the classification of leadership styles, distinguish the advantages and

disadvantages of each of them.

What do you need for this worksheet?

• Paper

• Markers

• Internet

• Virtual Learning Environment “Moodle“

• https://www.lfhe.ac.uk/en/general/lf10/ten-times-tables/10-leadership-styles.cfm

• https://www.slideshare.net/guest3c8728b/leadership-candy-

gamehttps://studylib.net/doc/7448362/leadership-styles-worksheet

• http://www.iosrjournals.org/iosr-jrme/papers/Vol-7%20Issue-2/Version-1/D0702011826.pdf

• Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage

Publications

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Activity: Leadership Styles Theory Worksheet

For this activity, students have in teams complete the Leadership Styles worksheet.

1 step Read the article “ The Importance of the Leadership Styles“ and prepare for the

discussion Article to read: http://www.nwlink.com/~donclark/leader/leadstl.html

2 step With markers and paper, create a table. Please indicate in the table: • Lydership style (by Lewin)

• Authority level

• Behavior

• Aplication

• Employee Outcome

• Describe the advantages and disadvantages of the leadership styles identify at least three strengths

and weaknesses in each style of leadership.

3 step Case study. Read the case and prepare for the discussion.

Laura is the Associate Director of a non-profit agency that provides assistance to children and families. She

is the head of a department that focuses on evaluating the skill-building programs the agency provides to

families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring

this year because of increased competition for federal grant funding. However, they have also suffered high

staff turnover. Two directors have left as well as three key research staff and one staff person from the finance

department. Laura has a demanding schedule that requires frequent travel; however, she supervises two

managers who in turn are responsible for five staff members each. Both managers have been appointed within

the lastsix months.

Manager 1: Kelly has a specific background in research. She manages staff who provide research support

to another department that delivers behavioral health services to youth. Kelly supports her staff and is very

organized; however, she often takes a very black and white view of issues. Upper level leadership values

Kelly’s latest research on the therapeutic division’s services. Kelly is very motivated and driven and expects

the same from her staff.

Manager 2: Linda has a strong background in social science research and evaluation. She manages staff that

work on different projects within the agency. She is known as a problem solver and is extremely supportive

of her staff. She is very organized and has a wealth of experience in evaluation of family services. Linda is

very capable and can sometimes take on too much.

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The managers are sensing that staff are becoming over worked as everyone takes on increased responsibilities

due to high staff turnover. Staff have also mentioned that Laura’s “glass half-empty” conversation style

leaves them feeling dejected. In addition, Laura has not shared budgets with her managers, so they are having

difficulty appropriately allocating work to staff. Laura said she has not received sufficient information from

the finance department to complete the budgets. The finance department said they have sent her all the

information they have available.

As staff become distressed, the managers are becoming frustrated. They feel like they are unable to advocate

for their staff or problem solve without key information like the departmental budget.

Discussion Questions:

1. How can Laura most effectively use both management and leadership skills in her role as associate

director? What combination of the two do you think would work best in this setting?

2. What steps could be taken to build staff confidence?

3. What advice would you give Laura on improving her leadership skills and to the managers on

improving their management skills?

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4. Which leadership style do you think a leader would need to be effective in this situation?

4 step Prepare the questionnaire to determine the x company’s manager leadership

style.

https://www.surveymonkey.com/mp/writing-survey-questions/

https://www.youtube.com/watch?v=SsZySkZ8bRo

https://www.youtube.com/watch?v=W86mfwrP_ZA

5 step Prepare for the presentation in the class. Every team will present their table of

leadership styles present the questionnaire. Presentation should take 7-10 minutes.

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OBSERVATION FORM:

After each completed practice, your teacher will give you a signature or sign confirming your

application.

Student Name: Date:

Class:

Step-1 Step-2 Step-3

Time

Sign

Info (Optional)

Student’s Notice (What have I learned?) :

Teacher’s Notice (Optional):

Signature

1