The Democratic Leadership Style

1483 Words6 Pages
The purpose of this paper is to discuss the democratic leadership style, the characteristics of a leader, work environment, and the different theories associated with this style leadership. Democratic leadership is a type of leadership style that incorporates the collaboration of the entire group, enforces interdisciplinary teamwork, and is relationship oriented (Huber, 2014). Practical leadership characteristics elaborated on include self-awareness and emotional stability, motivation, innovative, flexible and visible, workplace culture awareness, and collaboration (Huber, 2014). The theories discussed include transformational, Fiedler’s contingency, and Hersey and Blanchard’s tri-dimensional leader effectiveness model (Huber, 2014). Overall,…show more content…
Transformational leadership entails impacting the culture of the work group and environment which attains optimal production and potential for the group and the individuals involved (Huber, 2014). Fiedler’s contingency theory and Hersey and Blanchard’s tri-dimensional leader effectiveness model both consider the different variants that situations present (Huber, 2014). The contingency theory incorporates the varying levels of situations that arise and associates them to the level of leadership difficulty (Huber, 2014). The tri-dimensional leader effectiveness model correlates task behavior and relationship behavior fluctuations to correlate with the situation and readiness of the followers (Huber, 2014). Situational theories consider the originality of situations that arise and the effects they have on the organization and behaviors of the those involved which makes the leadership style choice dependent upon the situation presented (Huber,…show more content…
According to a study conducted by Masood and Afsar (2017) transformational leadership produces increased effort and satisfaction;
There is a positive relationship between transformational leadership and psychological empowerment, and this effect becomes stronger when nurses want to be empowered to seek new responsibilities and active roles. The psychological empowerment leads to an increase in a nurse’s intrinsic motivation as well as knowledge sharing. Moreover, a greater level of trust in the leader has been found to strengthen the relationship between knowledge sharing and innovative work behavior. Both intrinsic motivation and knowledge sharing, in turn, increase display of innovative work behavior by the nurses. (p.9)
This type of leadership uses collaboration, collective approaches, and is a multi-dimensional practice that promotes growth and development in a linear direction (Huber, 2014).
Fiedler’s Contingency
Open Document