There are 3 types of leadership styles could see mainly, as traditional leadership styles. Autocratic Leadership - traits of this leadership style are mainly, dictate orders & determine all policies without getting involvement of group members in decision making. Democratic Leadership - traits of this leadership style are, setting policies through group discussions & decisions. Laissez-faire Leadership - laissez-faire leaders are does not participate in their group's decision making at all. In 1939, a group of researches led by psychologist Kurt Lewin set out to identify different styles of leadership. While further research has identified more specific types of leadership, this early study was very influential and established three major leadership styles. In the study, groups of school children were assigned to one of three groups with an authoritarian, demographic, or laissez-fair leader/ the children were then led in all arts and crafts projects. But in present days, majority of these leadership styles are short coming. These different styles are effective under different situations and conditions. Mix of these leadership styles could see around the world most of the times . This has been generated by Essay Freelance Writersversion!

Unlimited numbers of leadership styles may be identified, and some of them are mentioned at below. Two major leadership models are available to see in modern world. Those are - Hersay and Blanchard's Situational Model and Vroom-Jago Leadership Model. Hersay and Blanchard's Situational Model is based on the amount of relationship and task behavior that a leader provides to subordinates in a situation. Performance of the task needed is stimulate task behavior or relationship behavior in return(Organizational Behavior, Hellriegel & Slocum,10e). Task behavior is the extent to which a leader tells to subordinates, what to do, when to do, where to do and how to do. Relationship behavior is the extent to which the leaders listens, provide support and help, and encourage their subordinates. Vroom-Jago time driven leadership model is focuses on the leadership role in decision making situations. This leadership model recommend a leader choices among five leadership styles based on seven situational factors, come to know the time requirement and costs associate with each styles. The situational variable are - decision significance, importance of commitment, leader expertise, likelihood of commitment, team support, team expertise and team competence. The decisions may or may not depend on the subordinates suggestions. Role of leader is much as chairperson, coordinating and discussion, focusing on the problem. Leader should not adopt the team to leaders decision. Leader is willing to accept and implement any solution that has the support of the whole team.

Maybe Characteristics and Personality Traits of a Leader think it is not their cup of tea. Data Analysis requires analytical bent of mind. HR can use this golden opportunity to polish themselves, correct the data and learn from mistakes. By holding back, you do not achieve what you want. HR needs to shed its inhibition to stay relevant. HR are generally regarded as people-oriented people. Since people are different than products, raw materials, and production units, you have been brainwashed to feel that analytics of any type is an attempt to commodities human intellect. Another point of fear is that analytics can be manipulated to prove any point and may dehumanize the uniqueness of each individual. While it’s essential to measure work performance on an input and output basis. Though many HR professionals are fearful that they may lose their identity, they should also look at the advantages; those adding real value will soon have analytics to validate the efforts for higher compensation and benefits. There are a few bottlenecks for widely adopting HR analytics: You can't see where you're going, or how to get there, unless you know where you are; and the analysis of pertinent numbers are necessary to do that.

However, there are a few bottlenecks for widely adopting HR analytics: 1). HR professionals have not been trained in analytics. 2). Most companies don't have one CoE analytics, where all analytic data is pulled, so it's not at all uncommon for data to be all over the place and not accurate enough to be put on a dashboard, 3). HR needs to take a deep, hard look to see how well they understand the businesses they support and what is relevant data for them to report back. Ask your clients what's important to their business and give them the data they will need to be successful in the future. HR need a deep understanding of the organization, how it works and what analytics is relevant in an HR context. Analytics is the language that CXOs speak and HR has to learn to speak their language and also retain their softer side too.