Leadership Styles

Running head: LEADERSHIP STYLES
LEADERSHIP STYLES
Name of Student
Name of the University
Author Note

LEADERSHIP STYLES1
Executive Summary
The following report is based on the case study titled “The Parable of the Sadhu” and
comprises of the varied leadership styles followed by the team leaders of the case study. The
report begins with a description of the concept of leadership and the types of leadership that
exists in diverse literatures. The report then directly analyzes the type of leadership skills that
can be identified among the team leaders of the case study. Finally, a conclusion is provided
as an overview of the entire content and findings of the report.

LEADERSHIP STYLES2
Table of Contents
Introduction................................................................................................................................3
Discussion..................................................................................................................................3
Autocratic Leadership............................................................................................................3
Laissez Faire Leadership........................................................................................................6
Participative Leadership.........................................................................................................8
Conclusion................................................................................................................................10
References................................................................................................................................11

LEADERSHIP STYLES3
Introduction
Leadership can be considered as a research area as well as a practical skill that
comprises of the ability to guide common people, teams, organizations and so on by an
individual or organizations (Silva 2016). Leadership in the context of the chosen case study
can be described as the process through which an individual can influence the behaviour of
other individuals in order to accomplish certain objectives. Specialist literature focuses on
diverse leadership styles ranging from autocratic, laissez faire, transformational, visionary,
cross-cultural, facilitative, democratic and such others (Nanjundeswaraswamy and Swamy
2014). These styles have evolved from diverse experiences, philosophies and personalities
and are applied in accordance with the situations at hand. For instance, in case of an
emergency, autocratic or laissez faire or even a democratic leadership can help steer the
situation in the right direction.
Similarly, in the case study, the arrival of the Sadhu raises an emergency among the
varied trekkers. The team leaders involved had taken different approaches to deal with the
situation. The New Zealander assisted the Sadhu and brought him to the other team leaders so
that he might receive the required help, thereby ordering the other team leaders to act on the
situation. This shows traits of autocratic leadership. Stephen, the anthropologist
accompanying Bowen, portrays the qualities of a laissez faire leader, while the Sherpa,
Pasang depicts attributes of a participatory leader. The association of these leadership styles
to these characters of the case study is further elaborated in the report in relation to relevant
literature.