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Referee Details:
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Work Performance and Responsibilities
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. This leadership style hinders the production of employees needing supervision. The laissez-faire style produces no leadership or supervision efforts from managers, which can lead to poor production, lack of control and increasing costs.
Autocratic: Manager/leader that is able to make decisions alone, without the input of others. Possesses total authority and imposes their will on employees. No one challenges the decisions of autocratic leaders. This leadership style benefits employees who require close supervision. Creative employees who thrive in group functions detest this leadership style.
Participative: Often called the democratic leadership style. Leader values the input of team members and peers, but the responsibility of making the final decision rests with the participative leader. Leader boosts employee morale by including employees in the decision-making process causing them to feel as their opinions matter. When 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. This style meets challenges when companies need to make a decision in a short period.
The democratic leader: Leader builds consensus through participation. Typical "What do you think?" approach. The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan or goal, or if he/she is uncertain and needs fresh ideas from qualified teammates. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.
The coercive leader: Leader demands immediate compliance. Typical "Do what I tell you" approach. Most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like a tornado or a fire. This style can also help control a problem teammate when everything else has failed. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.
Transactional: Leader/manager delegates certain tasks to perform and provide rewards (e.g. bonuses) or punishments to team members based on performance results. Predetermined goals are set together, and employees agree to follow the direction and leadership of the manager to accomplish those goals. The manager possesses power to review results and train or correct employees when team members fail to meet goals.
Transformational: Depends on high levels of communication from management to meet goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goal.
The coaching leader: Develops people for the future. Typical "Try this" approach. The coaching style works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall. It is least effective when teammates are defiant and unwilling to change or learn, or if the leader lacks proficiency.
The affiliative leader: Leader works to create emotional bonds that bring a feeling of bonding and belonging to the organization. Typical "People come first" approach. The affiliative style works best in times of stress, when teammates need to heal from a trauma or when the team needs to rebuild trust. This style should not be used exclusively, because a sole reliance on praise and nurturing can foster mediocre performance and a lack of direction.
The authoritative leader: Mobilizes the team toward a common vision and focuses on end goals, leaving the means up to each individual. Typical "Come with me" approach. The authoritative style works best when the team needs a new vision because circumstances have changed or when explicit guidance is not required. Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. It is not the best fit when the leader is working with a team of experts who know more than him/her.
The pacesetting leader: Expects and models excellence and self-direction. Typical "Do as I do, now" approach. The pacesetting style works best when the team is already motivated and skilled, and the leader needs quick results. Used extensively however, this style can overwhelm team members and squelch innovation.
Characteristics, Skills and Capabilities:
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