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Autocratic or authoritarian styleUnder the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders.This is similar to the directive style from situational leadershipAutocratic managers do not entertain any suggestions or initiatives from subordinates. Using leadership style is a different way from leadership competencies of explaining leadership. The autocratic management can be successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and the manager keeps each decision to himself until he feels it is needed to be shared with the rest of the group.The autocrat tells others what to do but not necessarily the "why"It might be an appropriate model where the team has low experience and skills or there is a critical urgent situation with no time for debate.


The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them. Democratic doesn't mean everything is put to the vote and there may be times when the manager is participative but retains the right to make the final decision after consultation. In an emergency when there is little time to come to a consensus and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in a highly motivated and aligned team with a good level of expertise, a more democratic or laissez-faire style may be more effective. When you are completing this leadership style survey remember that the leadership style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members.


Also this leadership style survey is provided here not so that you get the right answer but you have the opportunities to ask the right questions about your leadership style now and in the future.




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