When leading, two leadership styles are used. The style of leadership used depends on the situation. Mills (2007) stated “Goleman observes that leaders who achieved the best results used a variety of styles, which they adapted to the situation” (p. 129). Two styles of leadership that an effective leader may use includes:  democratic and affiliative. These styles of leadership are based on the transformational leadership theory.

Democratic Leadership Style

            The democratic style of leadership allows the employee to take part in goal setting and the decision making process. Information or suggestions received from employees is taken into consideration and used when feasible. The democratic leader although, allows for input from employees, the final decision is made by leader. However, when a particular area or topic is unfamiliar, the democratic leader is receptive to ideas and suggestions (Mills, 2007). The democratic leadership behaviors that enhance effectiveness includes:  encourages others to take part in the decision making process, develops skills of employees, allows the team members to be in control of their own work receiving the kudos deserved; this motivates members of the team to work harder (Krause, 2007).

Affiliative Leadership Style

      Mills (2007) stated “leaders put their people first. This leadership style is generally considered positive and is especially useful when attempting to build esprit de corps among team members, increase morale of rebuild broken trust” (p. 133). The behaviors associated with this style of leadership includes:  a positive approach to employees, passive and prefers not to anger team members, waxes and wanes when it comes to making a decision. The leadership behaviors of an affiliative leader may enhance or hinder team effective. Putting the team members first and taking into consideration that all assignments are completed on time and the team members are satisfied with the contribution of the leader is very important. As an affiliative leader, these behaviors may also hinder the team’s effectiveness. The negative behaviors include:  the leader’s desire to not anger team members. This passive behavior will inhibit the leader when it is time to correct employees who do not follow the instructions given them, or fear of critiquing an employee’s contributions. The affiliative leader will also find it difficult to make a decision or make a choice at a critical time.

Transformational Leadership Theory

      The transformational leadership theory is the basis for optimal leadership styles. Krause (2007) stated “the developmental nature of this style helps leaders achieve results by influencing, motivating, and inspiring employees over whom they may or may not have direct supervision” (p. 1). Both the democratic and affiliative leadership styles influence, motivates, and inspires employees. Following the transformational leadership theory and exhibiting the behaviors of both a democratic and affiliative leader will continue to allow for leadership effectiveness.

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