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'''This article is about different types of specific leadership styles. For futher information on aspects of leadership visit the Leadership page.

Authoritarian Leadership
The Authoritarian Leadership Style or autocratic leader keeps strict, close control over followers by keeping close regulation of policy's and procedures given to followers. To keep main emphasis on the distinction of the authoritarian leader and their followers, these types of leaders make sure to only create a distinct professional relationship. Direct supervision is what they believe to be key in maintaining a successful environment and follower ship. In fear of of followers being unproductive, authoritarian leaders keep close supervision and feel this is necessary in order for anything to be done.

Examples of authoritarian communicative behavior: a police officer directing traffic, a teacher ordering a student to do his or her assignment, and a supervisor instructing a subordinate to clean a workstation. All of these positions require a distinct set of characteristics that give the leader the position to get things in order or get a point across. Authoritarian Traits: sets goals individually, engages primarily in one-way, downward communication, controls discussion with followers, sets goals individually, engages primarily in one-way, downward communication and donates interaction.

Democratic Leadership
The Democratic Leadership Style consists of the leader sharing the decision-making abilities with group members by promoting the interests of the group members and by practicing social equality. . This style of leadership encompasses discussion, debate and sharing of ideas and encouragement of people to feel good about their involvement. The boundaries of democratic participation tend to be circumscribed by the organization or the group needs and the instrumental value of people's attributes (skills, attitudes, etc.). The democratic style encompasses the notion that everyone, by virtue of their human status, should play a part in the group's decisions. However, the democratic style of leadership still requires guidance and control by a specific leader. The democratic style demands the leader to make decisions on who should be called upon within the group and who is given the right to participate in, make and vote on decisions. Research has found that this leadership style is one of the most effective and creates higher productivity, better contributions from group members and increased group morale. Democratic leadership can lead to better ideas and more creative solutions to problems because group members are encouraged to share their thoughts and ideas. While democratic leadership is one of the most effective leadership styles, it does have some potential downsides. In situations where roles are unclear or time is of the essence, democratic leadership can lead to communication failures and uncompleted projects. Democratic leadership works best in situations where group members are skilled and eager to share their knowledge. It is also important to have plenty of time to allow people to contribute, develop a plan and then vote on the best course of action.

Laissez Fair Leadership
The Laissez Faire Leadership Style was first described by Lewin, Lippitt, and White in 1938, along with the autocratic leadership and the democratic leadership styles. The laissez faire style is sometimes described as a "hands off" leadership style because the leader delegates the tasks to their followers while providing little or no direction to the followers. If the leader withdraws too much from their followers it can sometimes result in a lack of productivity, cohesiveness, and satisfaction.

Lassiez Faire leaders allow followers to have complete freedom to make decisions concerning the completion of their work. It allows followers a high degree of autonomy and self-rule, while at the same time offering guidance and support when requested. The lassiez faire leader using guided freedom provides the followers with all materials necessary to accomplish their goals, but  does not directly participate in decision making unless the followers request their assistance.

This is an effective style to use when:

--Followers are highly skilled, experienced, and educated.

--Followers have pride in their work and the drive to do it successfully on their own.

--Outside experts, such as staff specialists or consultants are being used.

--Followers are trustworthy and experienced.

This style should NOT be used when:

--Followers feel insecure at the unavailability of a leader.

--The leader cannot or will not provide regular feedback to their followers.

Transactional Leadership
The Transactional Style of Leadership was first described by Max Weber in 1947 and then later described by Bernard Bass in 1981. Mainly used by management, transactional leaders focus their leadership on motivating followers through a system of rewards and punishments. There are two factors which form the basis for this system, Contingent Reward and management-by-exception.

--Contingent Reward Provides rewards, materialistic or psychological, for effort and recognizes good performance. --Management-by-Exception allows the leader to maintain the status quo. The leader intervenes when subordinates do not meet acceptable performance levels and initiates corrective action to improve performance.