LeadersandtheirleadershipstyleOneofthepetmanagementtechniquestaughtinmostschoolsaretheleadershiptypesandstyles.Sohowmanytypesofleadershiparethere?Here'sanarticleonleadershiptypesandstyles.Leadersandtheirleadershipstyle1.Authoritarian

style2.Freereinstyle3.ParticipatestyleThere’sthreestylesofleadership:FIRSTIWANTBOTHOFYOUTO...authoritarianstyle權(quán)威專制式風(fēng)格Iwantbothofyouto...

Advantages:Autocraticleadershipstyleworkswelliftheleaderiscompetentandknowledgeableenoughtodecideabouteachandeverything.Authoritativeisconsideredoneofthemosteffectiveleadershipstylesincasethereissomeemergencyandquickdecisionsneedtobetaken.Disadvantages:nochancetogiveadvicenotallowedtogiveanyinputregardinghowtheyshoulddotheirworkorconductdailyactivitieseverydetailispre-decidedfollowtheleader’sarrangementHere’ssometypicalleadersofautocraticstyleSteveJobstheCEOofApple,Inc.whoishe?SteveJobsistheChairmanandCEOofAppleComputersInc.andarguably(可論證地）oneoftheworld’smostsuccessfulbusinessmentoday.

HefoundedAppleinthe1970s,gotchasedout（被趕出）byhisownboardofdirectors（董事會(huì)）,butreturnedeventuallyasApple’sCEO.Sincethen,hehasrevolutionizedtheITindustrywithhiscreationsliketheMacBook,theiPodandtheiPhone.Sincehisreturn,hehasbroughtAppleComputersInc.fromafledging(無經(jīng)驗(yàn)的)companytoaglobalforcetobereckonedwith.experiencefromEvangelistEvangelistwasoneoftheemployeesofApple.HestillrememberedoneofhisfirstmeetingwithJobs.Heandanotheremployeewenttoworkcreatingbeautifulmock-ups(模型）depicting(描繪)theperfectinterfaceforthenewprogram.Ontheappointedday,heandtherestoftheteamgatheredintheboardroom.They’dbroughtpageafterpageofprototype(原型)screenshotsshowingthenewprogram’svariouswindowsandmenuoptions,alongwithparagraphsofdocumentationdescribinghowtheappwouldwork.Conclusion：FromtheexperienceofEvangelist，wecanconcludethatSteveisanautocraticleader.Becauseofhisprofoundknowledgeandexperience,healmostmadeupdecisionbyhimself.Alltheemployeesjustfollowedwhathewantthemtomake.Apple’sengineersspend100%oftheirtimemakingproductsplannedbyasmallclubofseniormanagers—andsometimesentirelybyJobshimself.Inaddition,hisexplosivestylehasbeenimpressiveamongthestuff.Incaseofbeingfired,thestuffwerefrightenedtostaywithhim.Inaword,heisanotoriousmicromanagerduetohisautocraticleadershipstyle.However,

wecan’tnegatehiscontributions.Hechangedtheworldwithiphone,ipadandsoon.What’smore,underhisleadership,Applecompanybecomeaglobalforce.AnotherAutocraticLeader馬云,TheCEOoftheAlibabaMaYun(1964—）:manypeopleregardhimasagenius,becausehisforesightontheinternet.HefoundedAlibabain1999,developedtheelectroniccommercebusiness,especiallytheB2Cbusiness.Nowadays,Alibabaisthemostbiggestelectroniccommerceplatformintheworld.In2005,AlibabamergerYahoo!China,becauseofthismerger,Alibababecamethebiggestinternet

companyinChina.Undoubtedly,MaYunisasuccessfulleaderofacompany,buthe’salsoaautocrat.He’sthedecisionmakerinthecompany,hecandecideeverythingwhetherrightlyorwrongly.Thatmaycausesomeproblemofthecompanydevelopment,SuchastheargueofSoftBankandYahoo!aboutthestockrightsofAlipay.ThoughAlibabaisaverysuccessfulcompany,butitdidn’tgetridofsomeoldsystemofChinesecompany,justlikethestructure,andthesupervisormode.TheleadershipstyleofmostChinesecompaniesisstilltheautocraticstyle.Ithinkit’snotagoodstyleifthecompanywantstolivelonger.Abrilliantleadermayleadsthecompanytothesuccess.But,whentheleaderistoooldortoostubborntomanagethecompany,theyhavenomethodstosaveit.Secondisthe:Freereinstyle自由式領(lǐng)導(dǎo)風(fēng)格Strengths:Thisstylecatersfor(迎合)minimalcontrolbytheleaderormanagerandmaximumflexibilityfortheteammembers.Thefreereinleadershipstylemaybelikenedtotheroleplayedbyateacheroracoach.Thefreereinleader

isneitheractivelyinvolvedininformationgatheringanddecisionmaking.Weakness:Evidently,suchaleadershipstylewouldbedisastrousifadministeredonahighlyinexperiencedorimmatureteam.Theteammaywellendupbickeringandcriticisingunconstructively,andnodecisionwouldbemadeeventually.Representative:EricE.SchmidtThemiddleoneisEricE.SchmidtPersonalexperience：

SincejoiningGooglein2001,EricSchmidt,helpGooglefromSiliconValleystart-upcompaniestogrowintoaglobaltechnologyleader.Asexecutivechairman,hewasresponsibleforGoogle'sExternalAffairs:establishpartnershipsanddevelopbusinessrelationships;governmentrelationsandcommunicationstechnologytoleadthecompany'sthinking;wellasinoperationalandpolicyissuesfortheCEOandseniormanagementteamadvice.

Underhisleadership,Googledramaticallyexpandedinfrastructure,anddevelopedavarietyofproductsandservices,whilemaintainingadistinctcorporatecultureandinnovation.Googleisn'tthetypicalcorporateworkenvironment.SchmidtstatesthatGoogleemployees'enjoysacompanydevotedtobenefits.Employeeshaveaccesstogyms,massages,poolandping-pongtables,wellstockedsnackroomsandotherrecreationalamenities.Alloftheseamenitiescanbeseenasmotivatingtheworkersthroughjobenrichmentwhichhelpscontributetothejobsatisfactioneachemployeefeels.AnotherwaythatErikSchmidtmotivateshisworkforceisusingademocraticapproachofsorts.

Heallowsallofhisfollowerstohaveanopinion,whetheritisthesameashisornot.“Youhavetohavedissent.Ifyoudon'thavedissentthenyouhaveaking.Andthenewmodelofgovernanceisverymuchcountertothat.Soopenmodels,beyondinputfromoutside,alsohavetobeinsidethecorporation.”Thisdemocraticapproachmotivatesallbecauseknowingthatyoucanspeakupandvoiceanopinion,withoutbeingignored,willallowincreaseddiscussionandinnovation.

SchmidtsaidinaspeechatStanfordUniversity:"Inourcase,weencourageouremployeestospend20%oftheirtimeworkinginwhateverthey'reinterestedin,notwhattheirbosswantsthemtodoworkon.Outofthat,mostofourgreatestnewproductshavecome."Manydifferentleadershipstyleswork.There'snotaleadershipstyle.Thatisthewayinwhichcorporations,institutionssucced.Whatreallymattersaboutaleaderistheircommitmenttogettingtotherightanswerandtodongitintherightway.Alongtheway,you'llhaveconflict.Andyoucanresolveitinmanydifferentways.Ifyoudon'tseekouttheconflict,youwon'texcel.TheThirdleadershipstyleis:Participatestyle參與型領(lǐng)導(dǎo)方式ThemeaningsofparticipateleadershipstyleThe

democratic

leadership

style

favors

decision-making

by

the

group.Such

a

leader

gives

instructions

after

consulting

the

group.Leaders

can

win

the

cooperation

of

their

group

and

can

motivate

them

effectively

and

positively.

The

decisions

of

the

democratic

leader

are

not

unilateral

aswith

the

autocrat

because

they

arise

from

consultation

with

the

group

members

and

participation

by

them.

participateBillGates(1955.10.28-),thechairmanofMicrosoftTheparticipateleaderIn

1973,

Bill

went

to

Harvard

University.

At

Harvard.

He

developed

the

BASIC

language

for

the

first

microcomputer.

In1975,billFoundedtheMicrosoftwithhisfriend,PaulAllenIN1994,hebecametheWorld’sRichestperson,andthewindowsoperatingsyste