Difference between leader and dictator

 Introduction

R2 type of leadership can be characterized as a self-disciplined leader and a dictator leader. R2’s own very wide array of capabilities, his lack of approval from his coworkers as their particular behaviors only confirmed that his style of leadership has been understood as autocratic in disguise. This exact task of political distribution of power can be a perfectly complex thing.

Descriptive statistics

Throwing light on leadership’s importance in our daily lives is possible. According to the article “Why is leadership so important? Why do we need it more than ever?” “No job is too heavy, useful, or significant to be entrusted to the leader of it.”. Even as it was written, there was much uncertainty brought into the job of the leader. Therefore, the analysis of leadership qualities is valid from their very definition. The result of my research indicates that there are many leaders which have duties and responsibilities.

There are leaders which are highly skilled, a leader which is a mere educator. However, these people only become leaders when they make decisions that are their wishes; when they let their subordinates be or when they have enough courage, they become daring

At the same time, there is just someone who wants to do their homework. They want to help, to collaborate, to listen. Then they become autocratic leaders which want the rules and restrictions. They take a huge chance if they try and change their behavior, they are known by others as dictators or autocratic.

According to the article “The 5 leadership styles” there are generally more different leadership styles according to the research conducted to define their leadership qualities. These leaders are numerous. The main reason for the high number of different leaders is the large variety of sectors of the different industries.

The cultural perspective

You would think that cultural differences would influence the leadership strategy. Those cultures that are less egalitarian prefer letting the subordinates help others. Leaders with high authority can’t be easily influenced by their subordinates.

However, the more high-authority managers can easily influence by other of their employees, they are the “manager type” who prefers to be passive. Therefore, this group of people doesn’t know what to do. There is no indication that the cultural differences are changed by the cultures that are high-authority as much as the leaders make effort to let their subordinates do and to listen to them.

In the research I conducted, I designed four distinct scenarios based on the leader's leadership qualities as the dependent variable and the roles of leadership, on my own obtained from numerous interviews and. The results of the analysis showed that cultural differences didn’t influence the decision about the lead roles but rather how their subordinates, they treated the leader.

For example, high-authority leaders can make major decisions based on the demands of their subordinates, this usually happens when their subordinates want to get some-. On the other hand, when the low-authority managers take a very big risk, it takes a high-authority leader to give that task the status that he has the responsibility to consider.

Conclusion

Mentorship needs

As you may ask, who will understand the mentorship’s authority and their role? In my observation, not many personal qualities may be changed, the motive of this is usually bigger. The leadership style of knowledge transfer and mentorship needs some specific goals and objectives for mentorship’s success.

On top of that, by doing this research, I first looked at the impact of cultural diversity on the mentorship leadership style. This way I analyzed the interdependence between cultural differences and mentorship leadership style.

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