By reviewing literature on organisational behaviour and leadership related studies, one can find that there are generally four types of leadership styles (Bauer & Erdogan, 2009). The four types of leadership styles are mentioned herewith:
Directive leaders: This leadership style refers to leaders who provide some specific directions to their staff and employees. They lead their staff by clarifying the expectations of their roles, sorting their work schedules and finally making sure that the employees know what their tasks are and what sort of work is assigned for any given day. This sort of approach suggests that the directive type of leadership can facilitate workers who face ambiguity in their work. In addition, it can help the employees to look for particular directions and seek motivation in accomplishing their tasks. By using this sort of approach, leaders can provide clarity, job routines, and structuring the jobs and roles for the employees. Therefore, this approach can help to stimulate employees’ morale and improve the effectiveness of their work. However, this approach cannot be suitable for managing highly professional employees who have high levels of job-specific knowledge and experience. Any additional pressure can derail the motivation and create low-empowerment surroundings (Northouse, 2013; Bass, 1990).
Supportive leaders: This type of leadership refers to leaders who provide emotional support to the staff and employees. These types of leaders treat their employees properly, nurture them, encourage them and look after them on a very personal level. Supportive leaders are very effective in environments where employees are working in high pressure surroundings, stressful conditions, and doing repetitive tasks. This type of leadership works well in environments where employees are knowledgeable and experienced, but may seek support for accomplishing their jobs (Bass, 1990; Northouse, 2013; Bauer & Erdogan, 2009).
Participative leaders: This type of leadership often refers to leaders who seek not only the support from the staff and employees in decision making processes, but they offer them opportunities to take decisions for the best interest of the organisation as well. These types of leaders involve their employees for making crucial decision making process. Participative leaders are very effective in environments where employees are having high level of skills, abilities and knowledge. By involving employees with rich experiences and knowledge permits the leaders to achieve their desired goals and objectives of the company. Therefore, this type of leadership works well in environments where employees have high internal locus of control, which permits the leaders not only to indirectly influence the decision making mechanisms of an organisational setting, but these methods yields immense appreciation from the employees as well (Northouse, 2013; Bass, 1990).
Achievement oriented leaders: This type of leadership often refers to leaders who set goals and objectives to achieve a specific mission for the company or an organisation. These types of leaders get involved in the employees’ activities and offer their encouragements during the process. Achievement oriented leaders are very effective in environments where employees are having highly challenging tasks. By encouraging the employees, the leaders facilitate their staff to focus their attention to their tasks and respective roles in an organisational setting, and there by achieve the required goals and objectives set by establishment. Therefore, this type of leadership works well in environments where employees have high motivation and high levels of abilities to perform their jobs (Bauer & Erdogan, 2009; Northouse, 2013; Bass, 1990).