Business > CASE STUDY > LDRCB535.Comp_2._Module3.docx LDRCB/535 Comparing Leadership Styles Competency 2/Module (All)

LDRCB535.Comp_2._Module3.docx LDRCB/535 Comparing Leadership Styles Competency 2/Module

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LDRCB535.Comp_2._Module3.docx LDRCB/535 Comparing Leadership Styles Competency 2/Module 3 LDRCB/535 Based on this week™s readings there are three leadership styles. The three styles of leadership are Servant Leadership, Participative Leadership and Situational Leadership. Servant Leader is serves first. They consider each individual and care about team dynamics. Power is not the goal for this leader. They are seeking for authority. The Participative Leader makes sure that all members of the team work together to make decisions. This is more of the democratic approach when considering leadership styles. The last style is the Situational Leader. This leader knowns how to adapt to their current work environment and is flexible depending on the needs of the team. When considering these types of leadership styles, the one that stands out the most if the Situational Leader. As a leader, you must always be able to adapt to the needs of the team. Any one thing can change the team dynamic and a leader who does not operate well in a changing environment would have a difficult time adjusting. For example, adding a new team member to a team creates a change in dynamics. The team may need to go through the four phases of team development (Forming, Storming, Norming and Performing). If the leader has a hard time adapting, this can disrupt the team™s overall performance. There is a manager in my office who embodies both the servant leadership style as well as the situational leadership style. Her name is . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .

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