In 1939, a group of researchers led by psychologist Kurt
Lewin1 set out to identify different styles of
leadership. While further research has identified more specific
types of leadership, this early study was very influential and
established three major leadership styles. In the study, groups
of schoolchildren were assigned to one of three groups with an
authoritarian, democratic, or laissez-fair leader. The children
were then led in an arts and crafts project. Researchers then
observed the behavior of children in response to the different
styles of leadership.
Authoritarian Leadership (Autocratic)
Authoritarian leaders provide clear expectations for what
needs to be done, when it should be done, and how it should be
done. There is also a clear division between the leader and the
followers. Authoritarian leaders make decisions independently
with little or no input from the rest of the group.
Researchers
found that decision-making was less creative under authoritarian
leadership. Lewin also found that it is more difficult to move
from an authoritarian style to a democratic style than vice
versa. Abuse of this style is usually viewed as controlling,
bossy, and dictatorial.
Authoritarian leadership is best
applied to situations where there is little time for group
decision-making or where the leader is the most knowledgeable
member of the group.
Participative Leadership (Democratic)
Lewin’s study found that participative (democratic)
leadership is generally the most effective leadership style.
Democratic leaders offer guidance to group members, but they also
participate in the group and allow input from other group
members. In Lewin’s study, children in this group were less
productive than the members of the authoritarian group, but their
contributions were of a much higher quality.
Participative
leaders encourage group members to participate, but retain the
final say over the decision-making process. Group members feel
engaged in the process and are more motivated and creative.
Delegative (Laissez-Fair)
Researchers founds that children under delegative
(laissez-fair) leadership were the least productive of all three
groups. The children in this group also made more demands on the
leader, showed little cooperation, and were unable to work
independently.
Delegative leaders offer little or no
guidance to group members and leave decision-making up to group
members. While this style can be effective in situations where
group members are highly qualified in an area of expertise, it
often leads to poorly defined roles and a lack of motivation.
References:
Lewin, K., LIippit,
R. and White, R.K. (1939). Patterns of aggressive behavior in
experimentally created social climates. Journal of
Social Psychology, 10, 271-301