A not-as-colourful Powerpoint on Leadership covering topics such as leadership styles and their influences, factors of an effective leader, 'assumed' and 'negotiated' leadership and the differentiation of leadership and management. WARNING- It was done last-minute and shouldn't be heavily relied on!! Done (last-minute) for Year 11 CAFS class (June 2013)

1. 1. Assumed & Negotiated
Leadership
A person may be appointed as a leader in two ways:
1. Assumed leadership is when a person becomes a leader not by their own
efforts, but rather from outside forces such as authority or birthright. Some
examples of assumed leadership include business leaders granted leadership
by directors of a different group, and members of the royal family by the
passing down of leadership from relatives.
2. Negotiated leadership is when group members either elect or
agree upon another member appropriate enough for the position as
leader. Some examples of groups involved with negotiated leadership include
leaders of gangs and government leaders.
Negotiated Leaders are usually better in running their job than Assumed
Leaders as they possess the suitable skills in which they had been elected
leader for in the first place. A person without any knowledge in soccer may
become an Assumed Leader of a soccer group- they'd obviously turn out as a
less effective Head than if they were a Negotiated Leader.

2. 2. Leadership Styles
All leaders of the world emphasize on different values, and hold different approaches
towards their job. These adopted styles of leadership may include at least one of the
following:
Task-oriented
These leaders focus more accomplishing tasks, rather than dealing with the welfare
of those whom they are in control over. It‟s all about the work for them; structuring
it, preparing it and ensuring that it runs effectively. They‟re also pretty emotionally
distant from group members- the last person you‟d want to talk about your
personal problems with. Roles and standards are also of high priority for these
leaders, so don‟t be surprised if your 50-page essay doesn‟t reach their stringent
51-page expectation.
People-oriented
These leaders only want to support, assist and care for his/her group so they are
comfortable collaborating as a group. Very motherly. They are the „nice guy‟ who
motivates the group and does everything to build and maintain positive
relationships within it. The wellbeing of group members is their #1 priority, and
they are always waiting to help for when the time comes. They make sure group
member‟s self-esteems are maintained as well as that their achievements are
acknowledged. Not very close friends with the task-oriented leader.

3. Autocratic
These leaders are in complete control over his/her group. They don‟t request the rest of
the group‟s input when making any decisions- they do it all themselves.
It is said that Kevin Rudd lost his PM position from possessing an autocratic leadership
style. He made all the decisions himself and refused to at least partake in some
consensus decision-making nor receive advice from cabinet ministers and parliamentary
colleagues.
Collaborative/shared
This leader doesn‟t make any decisions themselves; they encourage group members to
participate in the decision-making process in order to achieve goals. When a problem
regarding teamwork arises, this leader would help you out. Collaborative/shared leaders
pay equal attention to group tasks and the wellbeing of group members, and assign
tasks by holding discussions. Group members with this kind of leader need to guarantee
that they have an sufficient amount of motivation as well as have the necessary skills to
complete tasks by themselves.
Laissez faire
These leaders tell their group members to „leave it be‟ in French. Basically, the group
does all the work while the only thing they, the leader, does is give advice and helpful
supplies as support for group members when it is required.
Ronald Reagan was a laissez faire leader. He wanted to lessen his people‟s reliance
towards the government and was a strong believer of individual freedom. He trusted
other leaders who were successful to do most of his work.

4. Transformational
These supportive leaders encourage their group to transform in a positive manner.
They‟re usually very passionate and devoted towards their group. They know what
they are required to accomplish and they do everything they possibly can to help
group members succeed. Due to this, they are known to be ideal role models who
want their group to adopt the qualities of their highly effective style of leadership in
the end.
Business magnate Bill Gates is a Transformational leader for having made a
contribution to transforming the computer industry. He‟s also very inspirational for
his dedication towards philanthropy and his vision of „a healthier world‟.
Cultural
These leaders have an extensive knowledge of the various customs, values and
traditions of group members. They bring the cultural groups of their persons
together as one while making sure they preserve the individual identity of these
groups. They also promote the sharing of differentiated aspects such as ideas and
beliefs between cultural groups to increase acceptance of different cultures. Political
leaders of multicultural nations such as Switzerland and Australia are ideal cultural
leaders.

5. 3. Influences on Leadership Styles
The following are some other factors that may influence a) the type of leadership a leader adopts, and b) the
effectiveness of the person‟s leadership.
Nature of the Group
- Leaders who are more respected and admired by group members may have better relationships within the
group. They may also have more influence than leaders with less intimate relationships with group members.
Type of Task
- Tasks with clear directives allow a leader to exercise more control and influence than if working on a task that
is a lot more unstructured and imprecise.
- Task-oriented leadership for formal and more complex tasks (like undertaking a medical emergency), may be
ineffective for an informal situation (such as a volunteering task) that would require more of a people-oriented
leadership style.
Nature of Decisions
-
The type of decisions a leader may be required to undertake may determine how they play their role.
During a serious situation requiring an immediate response – such as a medical emergency - a leader may
not have enough time to consult with other group members and may need to be stronger and assertive in
their role.
Decisions that do not require an immediate response – such as choosing a new home to live in – allow the
time for a leader to collaborate with other group members in order to reach a decision.

6. • Gender Expectations
-
Despite agreeing that all leaders require intelligence, self-control, independence and other essential qualities,
certain studies show that males and females do not perceive leaders in the same way.
For example, female group members perceive female leaders are assertive and intuitive while they view male
leaders as sympathetic and persistent.
Male group members typically perceive female leaders as bitter and passive while viewing male leaders as
more aggressive and sociable.
- It has been said that male group members usually see female as less effective leaders.
• Experience of the Leader
-
-
Those who have held a leadership role before turn out to be more effective and experienced leaders. As
leaders retain more experience, they may gain a position of power higher and more favourable than those of
the inexperienced leaders.
Inexperienced leaders haven‟t learnt how to interact with nor direct group members, as well as how to be
aware of the needs of members.
• Culture
- Groups have their own individual culture, which may contain the group‟s history, occurrences and members;
past and present. This culture cannot be altered by a leader but can influence the thoughts and actions of the
leader.

7. 4. Effectiveness & Flexibility of
Leadership
Anyone can raise their hand to become a leader. But to be an effective leader, it is much more than simply indulging
in the fact that you get to boss everyone else around. The following are some qualities that make an effective (and
ineffective) leader:
An EFFECTIVE Leader…
Demonstrates
confidence that
he/she is able to
withstand what
stands in his/her
way without
panic.
Shares a
realistic vision
with his/her
team and can
briefly describe
the steps to
reaching it.
Controls a
productive
environment
thanks to
constructive
communication
with group
members outside
the working
environment.
Understands the
importance of
breaks from work
during times of
low morale.
Practices and
encourages
enthusiasm and
excitement
towards the hard
work he/she
undertakes.
Gives and
earns respect
due to their
honesty,
hardworking
commitment
to their role
and their
‘tough but fair’
approach.
Listens to
what others
have to say
and clearly
communicates
his/her own
ideas and
perspectives.
Willing to build
trust with
others to
partake in
assigned tasks
suited
specifically for
group
member’s
strengths.
Trusts
him/herself
enough to use
his/her
intuition
wisely,
ignoring the
pressures of
risk-taking,
and guide the
team through
uncertain
situations.
Laughs and
exercises a
sense of
humour when
facing stress.
Can crack a
joke here and
there with
group
members.
Understands the importance of
flexibility: unoblivious to the
normality of obstacles; can efficiently
react swiftly to changes to preserve
group survival; willing to hear and
consider other’s ideas and
suggestions; identifies different
methods of achieving goals if other
methods fail; recognizes when
other’s assistance may be required
and knows how to obtain this
assistance.

8. An INEFFECTIVE Leader…
Doesn’t think ‘outside
the box’ nor owns the
courage to take risks and
create his/her own
innovative solutions.
Cannot keep spirits up
and doesn’t acknowledge
nor display appreciation
for the individual
strengths and
achievements of group
members.
Fails to see the ‘big
picture’ and cannot
Impatient with
perceive problems
undertaking the
before they
tedious period of
arise/become
working towards goal
harder to
achievement.
overcome.
Is incompetentunaware of what
he/she is supposed to
be doing.
Is too afraid to call
him/herself
responsible and be
blamed for any
circumstances.
Ignores the full
potential of others
and doesn’t
encourage group
members to reach
personal best by
not giving any
constant assistance
or praise.
Egotistical; believes
he/she is above
everyone else.
Worsens
circumstances by
avoiding setbacks
rather than have
them addressed.
Fails to motivate the
team to continue
moving ahead
through
complications.
Un-empathetic towards the personal emotions of group members, allowing unexpected issues to significantly
disrupt group progress.

9. 5. Leadership & Management Roles
‘Leadership‟ and „management‟ are not two identical twins, though it is a norm for all
the dictionary-haters out there in the world to mistake them for each other.
LEADERS
BOTH
Inspires group members to work
faster
MANAGERS
Tells group members to work faster
Keeps in contact with members whom they
are always available for
“What will I get from undertaking
this task?”
“How do I undertake this task to get it?”
Adapts team members to situations that may
obstruct goal achievement
Is the leader from possessing a
popular vision, not from organisation
skills (if they have any)
Is the manager from time spent with
company, not from leadership skills
Discovers and provides helpful supplies for
group members when required
Group members can choose if they
want to follow them
MUST be followed by group members
May be a newbie at a field without
any expertise in it at all
Experienced in field and adequate
methodological skills
Makes sure group members are working to

10. LEADERS
BOTH
Shows members how to perform
tasks through own performance
“So it‟s common to do this? Well I‟m
going to try doing that.”
Most likely to share a friendly
conversation over a coffee with.
MANAGERS
Informs members on how to perform
tasks
“If it‟s common to do this, might as well
do it as well.”
Least likely to share a friendly
conversation over a coffee with.
Certifies if goals have been accomplished or
not
Interdependence
Groups operate effectively if they include both of the beneficial roles of
leadership and management. The qualities of a leader are improved when
combined with some management qualities. It also works vice-versa.
In order to achieve goals, leaders must partake in the same things managers
regularly do. These include setting and planning how to achieve goals,
allocating roles to group members, observing group progress and forming
group rules.

11. Bibliography

Assumed & Negotiated Leadership
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•
•
•
Leadership Styles
http://www.mindtools.com/pages/article/newLDR_84.htm
http://psychology.about.com/od/leadership/a/transformational.htm
http://knowledge.sagepub.com/view/edleadership/n330.xml
•
•
http://www.guardian.co.uk/commentisfree/2010/jun/24/kevin-rudd-australia-labor
http://prezi.com/oeg7wplih0e8/copy-of-laissez-faire/
•
•
Influences on Leadership Styles
•
Weihen, L., Chapman, S., Duggan, B., & Wood, B. (2002). Community and family studies : stage 6 preliminary and HSC course:
Heinemann.
•
•
Effectiveness & Flexibility of Leadership
http://www.briantracy.com/blog/leadership-success/the-seven-leadership-qualities-of-great-leaders-strategic-planning/
http://web1.ungariec.schools.nsw.edu.au/internet/lap/Prelim/CAFS/Resources/CAFS%20%28Feet%29/Core%202/pdfs/c2_ch4.pd
f
•
•
•
•
•
http://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-qualities-that-make-a-great-leader/
http://www.ourcommunity.com.au/boards/boards_article.jsp?articleId=1356
http://smartblogs.com/leadership/2013/03/21/how-to-develop-a-flexible-leadership-style/
http://www.leadership-toolbox.com/characteristic-of-leadership.html
http://www.fastcompany.com/3004914/5-characteristics-great-leaders

•
•
Leadership & Management Roles
http://ideas.repec.org/a/cbu/jrnlec/y2012v2p126-135.html
http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html