aders should remember that several approaches to leadership are
available. No one style is satisfactory for all situations.

* * * * *

Leadership Styles.

Three basic leadership styles exist. They are the authoritarian model,
the teacher model, and the team work model.[1]

The authoritarian model is useful for situations requiring immediate
compliance by a subordinate. Soldiers occasionally use the
authoritarian style to demand instant obedience. It is most useful in
dangerous situations where hesitation in complying might be
disastrous; for instance, when a child is daydreaming and in danger of
walking off of a sidewalk curb into automobile traffic. In business
situations, this style is not often used because the authoritarian
leader is often destined to fail: "micro-management" often has a
belittling effect on subordinates, who subsequently rebel, and failure
follows for three reasons: the authoritarian leader often doesn't have
the expertise, time, or enough energy to do all of the jobs himself
job without other's help. The authoritarian leadership style is seldom
useful except in emergency situations.[2] (It has been said that a
raised voice with someone older than five is usually inappropriate.)

The teaching leadership model is more useful because the people doing
the job are contributors. The teacher offers advice and monitors
progress.[3]

The team work leadership model is sometimes the most useful. This
model works when the students become as knowledgeable as the teacher
and each can and will do the other's job. This model is often seen
when someone realizes a job needs doing, and does it without being
told to do it. These people are conscientious "self-starters."

* * * * *

Leadership Styles.

1. Tannenbaum, Robert and Warren H. Schmidt. "How to Choose a
Leadership Pattern." Harvard Business Review 36(March-April 1958):
95-101.

2. Fiedler, Fred E. "The Trouble With Leadership Training Is That it
Doesn't Train Leaders." Psychology Today 6(February 1973): 23-30.

3. Goodall, H. Lloyd, Jr. Small Group Communications in Organizations.
2nd ed. Dubuque, IA: Wm. C. Brown, 1990.

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Dealing With Interpersonal Conflict.

Western World values and ideas of dealing with interpersonal conflict
originate in the Code of Hammarabi and the Mosaic Code.

King Solomon in the Bible, following the Ten Commandments of Moses,
offers some practical suggestions for dea