Laissez-Faire

A laissez-faire leader lacks direct supervision of

employees and fails to provide regular feedback to those
under his supervision. Highly experienced and trained
employees requiring little supervision fall under the
laissez-faire leadership style. However, not all employees
possess those characteristics. his leadership style
hinders the production of employees needing supervision.
he laissez-faire style produces no leadership or
supervision e!orts from managers, which can lead to
poor production, lack of control and increasing costs.
Autocratic
he autocratic leadership style allows managers to make
decisions alone without the input of others. "anagers
possess total authority and impose their will on
employees. #o one challenges the decisions of autocratic
leaders. $ountries such as $uba and #orth %orea operate
under the autocratic leadership style. his leadership
style bene&ts employees who require close supervision.
$reative employees who thrive in group functions detest
this leadership style.
Related Reading: 'eadership (tyles ) eam *uilding
Participative
+ften called the democratic leadership style, participative
leadership values the input of team members and peers,
but the responsibility of making the &nal decision rests
with the participative leader. ,articipative leadership
boosts employee morale because employees make
contributions to the decision-making process. -t causes
them to feel as if their opinions matter. .hen a company
needs to make changes within the organization, the
participative leadership style helps employees accept
changes easily because they play a role in the process.
his style meets challenges when companies need to
make a decision in a short period.
Transactional
"anagers using the transactional leadership style receive
certain tasks to perform and provide rewards or
punishments to team members based on performance
results. "anagers and team members set predetermined
goals together, and employees agree to follow the
direction and leadership of the manager to accomplish
those goals. he manager possesses power to review
results and train or correct employees when team
members fail to meet goals. /mployees receive rewards,
such as bonuses, when they accomplish goals.
Transformational
he transformational leadership style depends on high
levels of communication from management to meet
goals. 'eaders motivate employees and enhance
productivity and e0ciency through communication and
high visibility. his style of leadership requires the
involvement of management to meet goals. 'eaders
focus on the big picture within an organization and
delegate smaller tasks to the team to accomplish goals.
FORMATION OF VALUES We start forming values in our childhood.
First we learn to appreciate things that fulfll our basic needs, but we
value especially those people that provide them to us. Their behavior
towards us becomes the main reference of what is valuable. Thus, our
character and personality are molded through the attitudes and
behavior of the people who raise us, whether theyre our parents or
other relatives. Their behaviors determine in large part what will
subsequently become our most important beliefs and principles. We
learn to value the substance and the form of everything they say and
do, and what they dont say and dont do. Each gesture or comment
afects how we learn to make choices We also learn to diferentiate
between the theory and practice of values. The latter is what marks us
the most. So the consistency and coherence of our parents behavior
is what strengthens our formation. If they practice what they preach,
our personality will be stronger than if they dont. Values are often
confused with habits, and many parents hope that school will form the
values that were not instilled at home. This is not possible, because
school does not fulfll the basic needs of life that is the responsibility
of those who raise us. Teachers, leaders, and value models at school
can reinforce what was formed at home, but they cannot replace them.
If the convictions formed at home are not solid, they will soon be
exposed to an intense social competition against other beliefs. Why is
it so difcult to form values? Because, unlike norms, values are
convictions; they are behaviors we gladly decide to follow and produce
satisfaction. We can follow norms against our will, but values have the
support of our will. We have learned their importance due to the
benefts they produce, individually and collectively. However, to convey
something, we must frst possess it. Values are only conveyed through
the example of our daily attitudes and behaviors. They can seldom be
formed by explaining them or through a list of what is considered
correct or incorrect. Memorizing their theoretical meaning does not
guarantee their implementation