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Autocratic style of leadership

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Reference no: EM133181866

  1. What are situations in which a more autocratic style of leadership may be motivating?  As a leader, how might you display this style? 
  2. What are situations in which a more democratic style of leadership may be motivating? As a leader, how might you display this style? 
  3. As a leader, what are the psychological costs of shifting from one style to the other?  For example, you might describe how it can feel inauthentic to enact autocratic leadership if you naturally prefer to listen and watch rather than act; or vice-versa, you may be very decisive and strategic, and feel the democratic style lets "too many cooks in the kitchen." 
  4. What are three examples of task-centered leadership behavior?
  5. What types of questions would an effective task-centered leader ask of his or her subordinates? 
  6. What are barriers or challenges to asking such questions? 
  7. What are three examples of people-centered leadership behavior?
  8. What types of questions would an effective people-centered leader ask of his or her subordinates? 
  9. What are barriers or challenges to asking such questions?
  10. Are there any unique needs that you, personally, would like met by your boss?
  11. How would you communicate those needs to your boss? 
  12. Imagine an ideal situation where you communicate your unique needs to your boss.  What does that situation look like from the vantage point of the boss?  In other words, as a leader, how can you make sure that your direct report can communicate clearly/effectively with you about your needs? 
  13. As a leader, how might you manage your own needs for work-life balance? 
  14. As a leader, do you have a responsibility to meet the work-life balance needs of your followers?  If so, how?  If not, why not?
  15. How might a leader manage perceptions of equity among direct reports?  Identify three priorities. 
  16. As a leader, how do you use goal-setting theory without micro-managing your followers? 
  17. As a leader, how do you use goal-setting theory when unit or organizational goals seem to shift too often?

Reference no: EM133181866

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