Characteristic

Advantages

Disadvantages

When to apply

Authoritarian leadership

It is characterized by the concentration of power in the same hands, assumes minimal collegiality in decision-making.

Leaders of this style are guided first of all on discipline and strict control over the activities of subordinates, which is mainly based on the power of government (coercive power).

The only advantage of this type of leadership is that it is most effective in emergency or confusing situations where there is very little time for discussion.

1) high probability of erroneous decisions;

2) suppression of initiative, creativity of subordinates, slowing down of innovations, stagnation, passivity of employees;

3) dissatisfaction of people with their work, their position in the team;

4) an unfavorable psychological climate that causes increased psychological stress and is harmful to mental and physical health.

This management style is expedient and justified only in critical situations (accidents, military operations, etc.).

Dependent leadership

The style, when the manager allows subordinates to be made a victim, does not encourage them to openly talk about their feelings, desires, thoughts or express them in an inappropriate way (insecure, apologetic, fading), which makes it easy to ignore them.

Avoiding any conflicts in the team.

Dependent behavior reflects a lack of respect for oneself, for one’s rights, and this, in turn, causes disrespect from employees. They perceive you as an unreliable partner who does not want to take responsibility and does not know how to solve problems.

Such people try to be pleasant to people and avoid all kinds of conflicts.

Friendly (benevolent) leadership

Characteristic of a manager who is concerned about both the successful completion of his tasks and the well-being of his subordinates. Bringing to the forefront the solution of certain tasks, he takes into account the wishes, feelings and needs of his subordinates.

The manager fully trusts his subordinates, listens to them, allows them to exchange information, and behaves equally with others. Employees freely express their opinions without fear of retaliation. Failures are divided in half by the manager and employees.

This style does not contribute to increasing the efficiency of the organization as a whole, weak control, low level of discipline, creates a duality under management: the manager formally has the authority; the team is actually managed by its leader (the emergence of an informal leader in creation).

These people are reliable and have good counseling skills.

Subordinate leadership

The leader tries to force acceptance of his point of view under any circumstances, he is not interested in the opinion of others.

The manager, in his desire to win a team role, shows maximum activity and assertiveness, which will necessarily lead to the resolution of the set goals.

This style is associated with the aggressive behavior of the leader, power based on coercion is used to influence other people.

This style can become effective if it is used in a situation that threatens the existence of the organization or prevents it from achieving its goals.

Selfish leadership

Focused on achieving one’s own goals.

Selfish aspirations of a self-interested leader can help to obtain material advantages and additional psychological benefits for the team.

Such people are not capable of constructive interaction, because they are endowed with personal traits that turn interpersonal contacts into destructive relationships, accompanied by humiliation, suffering, complications.

After some time, interpersonal contacts in the team turn into destructive relationships, accompanied by humiliation, suffering, complications for subordinates.

Aggressive leadership

Within this style, attempts to force acceptance of one’s point of view prevail at any price.

Possessing the strongest power, any conflict can be taken under control by oppressing your opponent, wresting from him a concession by the right of a superior.

This style suppresses the initiative of subordinates, creates a high probability that not all important factors will be taken into account, since only one point of view is presented.

For conflict resolution, this style can be effective in situations where the manager has significant power over subordinates.