Original subtitles

‫Traditional leaders are very much transactional on the spectrum.

‫Their strengths are that they're decisive.

‫They have lots of common sense.

‫They follow through on commitments they dislike, waste of time, money, effort, etc. They pay great

‫attention to detail and they run very focused meetings.

‫But their weaknesses are that they find it hard to praise staff and they're stuck on closely following

‫the rules.

‫They're not out of the box thinkers.

‫Usually the next type of leader is the negotiating leader.

‫Their strengths are that they're adaptable, their negotiators, which means they're open minded and

‫able to change.

‫They find it easy to praise staff and they accept differences without being judgmental.

‫Their weaknesses can include forgetting commitments they've made, and they can be seen as unpredictable

‫towards staff and fickle about decisions.

‫The third type of leader is the charismatic leader.

‫Their strengths tend to be that they're democratic, they have excellent people skills, they're good

‫motivators, they're optimistic and hands on.

‫And of course, they have a lot of charisma and people want to be around them.

‫Some of their weaknesses can be that they need and seek praise for work done from their boss and others

‫around them.

‫They may run out of energy before everything is done and they may dislike formality and or authority.

‫There are four other leadership styles that aren't necessarily completely different from the three types

‫of leaders we just reviewed.

‫They tend to be integrated and can fall into more than one category.

‫And this is just another way to categorize leadership styles.

‫As they go through them, you'll see that they move from transactional to transformational as well.

‫So we have the towel style, the sell style, the style and the joint style of leader with the style

‫the leader identifies the problem, makes a decision and tells the team what to do.

‫There's no participation by the team in decision making.

‫It's a very directive style and can seem harsh in the wrong circumstances.

‫The sell style.

‫The leader makes the decision but tries to sell the benefits to the team to overcome any resistance.

‫So again, no participation by the team in the decision making.

‫But the approach is not so hard core in the consultative style.

‫The leader identifies the problem, but no decision is made until the teams consulted.

‫So the difference here is that the team gets to be heard and participate in coming to a decision.

‫The leaders ultimately still make the final decision, but not until everyone who has a contribution

‫has been heard.

‫With the participative or joint style, the leader defines the problem and the constraints for the solution.

‫The team then work together to make the decision on the solution.

‫So on this leadership style, the leader doesn't actually make the decision about what solution will

‫be followed.

‫The team is responsible for making that decision and the leader cares about the end result being the

‫best.