At the end of the extraordinary visitation of two provinces of a congregation where new vocations were scarce it was recommended that one provincial be changed before the completion of his term of office because he was a “prophet of doom.” He was very demanding, highly neg
ative about the members of his province and unable to inspire confidence. On the other hand, it was suggested that the other provincial, who was about to complete his term, be reappointed because he was an “angel of hope” although reappointment without a break was not ordinarily done. Asked about the members of his province, who were obviously ageing, his response was that they were “fragile but zealous.” He was able to inject enthusiasm into the ageing members, network with others, inspire new initiatives and attract some possible vocations. Two provincials—two leadership styles.
What are Leadership Styles?
Leadership styles refer to the methods and behaviours used by a person to direct, motivate and manage others.
In 1939 a group of researchers led by Kurt Lewin, a German-American psychologist identified three leadership styles: autocratic, democratic and laissez-faire (a French word meaning ‘allow to do’). In the autocratic style the leader decides everything and commands others. In the democratic style decisions are arrived at and carried out through the active participation of all assisted by the leader. In the laissez-faire style the leader hardly gives any direction and allows others to make the decisions. Later studies have identified more styles of leadership. Some authors mention between ten to fifteen styles but many of them can be combined.
Jose Kuttianimattathil, sdb
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