Authority, Autocracy, Autonomy
Highly effective leaders develop styles that are clearly aligned with their team and organisational culture. Important differences between leadership styles are described, with case studies from across industries to highlight the benefits and drawbacks.
Technique Overview
Authority, Autocracy, Autonomy Definition
Kurt Lewin and his colleagues conducted research on different leadership styles, classifying them into three types: democratic, autocratic, and laissez-faire (Lewin et al., 1939). These styles can be placed on a continuum of control: Firstly, Autocratic where the leader tells people what to do, an authoritarian style. Democratic, where teams participate and collaborate in decision making, but the leader still has final say. Finally, laissez-faire - a hands off approach where employees choose for themselves what the best option is with little to no control from the leader (Robinson, 2010).
Authority, Autocracy, Autonomy Description *
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Business Evidence
Strengths, weaknesses and examples of Authority, Autocracy, Autonomy *
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Business Application
Implementation, success factors and measures of Authority, Autocracy, Autonomy *
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Professional Tools
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Further Reading
Authority, Autocracy, Autonomy web and print resources *
Authority, Autocracy, Autonomy references (4 of up to 20) *
- Anders S., Ståle E., Torbjørn T., Merethe S. A. & Hilde H. (2007) The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology (2007) Volume: 12, Issue: 1, Pages: 80-92.
- Bolton, G. E., Ockenfels, A. (2000) “ERC – A Theory of Equity, Reciprocity and Competition.” American Economic Review 90(1), pp. 166-193.
- Burnes, B., Hughes,M., By,R. (2016) Reimagining Organisational Change Leadership. Leadership. ISSN 1742-7169
- Charness, G. and M. Rabin (2002) “Understanding Social Preferences with Simple Tests.” Quarterly Journal of Economics, 117(3), pp. 817-869.
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