8 Different Leadership Styles
8 Different Leadership Styles
1. Democratic Leadership- Shared decision-
making
Ex. Before implementing a new patrol schedule,
the commander consults unit leaders and
officers for suggestions. The final plan gains
wide acceptance and reduces absenteeism.
2. Autocratic Leadership- Centralized
authority and control
Ex. During a hostage crisis, the incident
commander gives direct orders without
consultation to ensure fast decision-making. The
operation succeeds due to strict command and
control.
3. Bureaucratic Leadership – Rules, hierarchy, and strict
adherence to procedures.
Ex. In processing firearm license applications, a police
office strictly follows established protocols and
documentary requirements. The officer-in-charge refuses
to approve any application with incomplete records, even
when applicants request special consideration. All actions
are routed through the proper chain of command, and
decisions are based solely on written policies. This ensures
consistency, fairness, and compliance with national
regulations, though it may slow down processing time.
4. Laissez-Faire Leadership – Autonomy, minimal
supervision, and trust in subordinates
Ex. A police unit composed of highly experienced
investigators is assigned to handle complex cybercrime
cases. The unit commander provides the overall objective
but allows team members to decide on investigative
strategies, task distribution, and timelines. He intervenes
only when guidance is requested or when legal compliance
is at risk. As a result, investigators feel trusted and
empowered, leading to innovative approaches and
successful case resolutions.
5. Charismatic Leadership – Personal charm, strong
communication, and emotional influence.
Ex. A newly appointed city police chief faced low public
confidence after a series of controversial incidents. During
community forums and internal assemblies, the chief delivered
compelling speeches, spoke confidently about reform, and
personally engaged with both officers and community leaders.
His confidence, empathy, and persuasive communication inspired
officers to support new initiatives and encouraged community
members to cooperate with police programs. As a result, morale
improved and public trust gradually increased.
6. Transformational Leadership -Long-term
change and empowerment
Ex. A new police director introduces ethical
reforms, leadership training, and community
engagement programs. Officers become more
proactive and accountable, resulting in improved
public trust and organizational culture.
7. Transactional Leadership - Rewards and
penalties
Ex. Officers who meet arrest and case-solution
targets receive commendations, while those who
violate procedures face disciplinary action.
Performance improves due to clear expectations
and consequences.
8. Servant Leadership – Serving others, prioritizing the needs
of team and community.
Ex. In a rural police precinct, the chief noticed that officers
were struggling with heavy workloads and community
outreach programs were neglected. Instead of imposing top-
down directives, the chief actively assisted officers in routine
patrols, personally participated in barangay community
projects, and listened to their concerns about safety and
resources. By prioritizing both officer welfare and community
needs, the precinct improved response times, strengthened
community trust, and fostered a collaborative and supportive
work environment.
MANAGEMENT
• A set of principles relating to the functions of
planning, organizing, directing and controlling,
and the application of these principles in
harnessing physical, financial, human, and
informational resources efficiently and
effectively to achieve organizational goals.
“THREE DIFFERENT TYPES OF MANAGEMENT STYLES”
1. Autocratic Management Styles
➢ This type of management follows a
top-down approach, with one-way
communication from bosses to
employees.
➢ Employees are treated as drones, to
be monitored closely as they
perform within clearly defined
perimeters.
➢ Employees are not encouraged to
ask questions, submit ideas, or share
their thoughts on improving
processes, and are in some cases
actively discouraged from doing so.
2. Democratic Management Styles
• In this style, managers encourage employees
to give input during the decision-making
process, but are ultimately responsible for the
final decision. Communication goes both
ways, top-down and bottom-up, and team
cohesiveness is increased.
3. Laissez-Faire Management Styles
• In this style, management takes a hands-off approach
to leadership. Staff is trusted to do their work without
supervision, and they are left to control their decision
making and problem solving.
Fundamental Functions of
Management
• According to George & Jerry, “There are four
fundamental functions of management i.e.
planning, organizing, actuating and controlling”.
• According to Henry Fayol, “To manage is to
forecast and plan, to organize, to command, & to
control”.
• Luther Gullick has given a keyword ’POSDCORB’
where P stands for Planning, 0 for Organizing, S for
Staffing, D for Directing, Co for Co-ordination, R for
reporting & B for Budgeting.
1. Planning
It is the basic function of management.
✓is deciding in advance- what to do, when to do &
how to do. It bridges the gap from where we are &
where we want to be”.
✓A plan is a future course of actions. It is an exercise
in problem solving and decision making.
✓is determination of courses of action to achieve
desired goals.
2. Organizing
✓It is the process of bringing together physical,
financial and human resources and developing
productive relationship amongst them for
achievement of organizational goals.
✓It involves identification of activities, classification
of grouping of activities, assignment of duties,
✓delegation of authority and creation of
responsibility, and coordinating authority and
responsibility relationships.
3. Staffing
✓It is the function of manning the organization
structure and keeping it manned.
✓The main purpose of staffing is to put right
man on right job.
4. Directing
✓It is that part of managerial function which
actuates the organizational methods to work
efficiently for achievement of organizational
purposes.
✓deals directly with influencing, guiding,
supervising, motivating sub-ordinate for the
achievement of organizational goals.
Directing involves:
Supervision- implies overseeing the work of
subordinates by their superiors. It is the act of watching
&directing work & workers.
Motivation- means inspiring, stimulating or
encouraging the sub-ordinates with zeal to work
purpose. Positive, negative, monetary, non-monetary
incentives may be used for this purpose.
Leadership- may be defined as a process by which
manager guides and influences the work of
subordinates in desired direction.
Communications- is the process of passing information,
experience, opinion etc. from one person to another. It
is a bridge of understanding.
5. Controlling
✓ It implies measurement of accomplishment
against the standards and correction of deviation
if any to ensure achievement of organizational
goals.
✓ It ensures that everything occurs in conformities
with the standards.
✓ is the process of checking whether or not proper
progress is being made towards the objectives
and goals and acting if necessary, to correct any
deviation”.