VARIOUS
TYPES OF LEADERSHIP
BY
SMART
LEARNING WAY
CONTENTS
INTRODUCTION
DEFINITION OF LEADERSHIP
VARIOUS TYPES
OF LEADERSHIP
CONCLUSION
BIBLIOGRAPHY
INTRODUCTION
Leadership is an indivisible part of
directing. Management and leadership are often thought of as one and the same
thing. But this is not true leadership is an important part of management but
not all of it.
FOR EXAMPLE : Managers are required to plan
and organize but the main role of a leader is to seek defined objective. This
means that a strong leader may be a poor manager if his poor planning causes
his group to move in wrong direction.
Leadership is a natural process and must
fulfilled whenever human beings are brought together for a common objectives
only a leader can guide his
subordinates.
Rightly opines that managers have manage to
business which means that they have to provide leadership.
DEFINITION OF LEADERSHIP
‘‘Leadership is influencing people to follow
in the achievement of common goal.’’ -KOONTZ AND O’DONNELL
“A
leader is one who guides and directs other people .A leader given the efforts
of his followers a direction and purpose by influencing their BEHAVIOUR”.
-LOUIS A.ALLEN
"The ability of a person to guide them in
their activities in a manner so as to secure actions from a group of followers
voluntarily without the use of threat or coercion”.
-THE STANDARD OXFORD DICTIONARY
TYPES
OF LEADERSHIP
1
AUTOCRATIC LEADERSHIP
2
DEMOCRATIC LEADERSHIP
3
LAISEZ-FAIRE LEADERSHIP
4
PARTICIPATIVE LEADERSHIP
5
CONSULTATIVE LEADERSHIP
6
PATERNALISTIC LEADERSHIP
7
BUREAUCRATIC LEADERSHIP
8
MANIPULATIVE LEADERSHIP
9
EXPERT LEADERSHIP
AUTOCRATIC
LEADERSHIP
·
An
autocratic leader is work centered or
leader –centered .He concentrates all the authority and all the decision-making
powers in himself.
·
His subordinates
fully depend upon him and are unaware of the goals of the organization. The leader takes and
assumes full responsibility for decision making ,for initiating action and for
directing,motivating and controlling his subordinates. Autocratic leader may
think that the he is the only competent and
·
Capable
individual and that his subordinates are incapable or unwilling to guide themselves,
or he may have other reasons for assuming a strong position of
guidance control.
ADVANTAGES
·
Since decision –
making power is centralized decisions are taken very quickly.
less competent
and skilled employees can be hired by management since they have to only carry
out instruction of the leaders and not
initiate any action in their own.
DRAWBACKS
·
workers do not
get job satisfaction and are not always ready to work under the negative style of leadership.
Frustration and
dissatisfaction can develop amongst the follower which may negatively
affect the productivity.
DEMOCRATIC
LEADERSHIP
·
AS the spirit of team work improves the leader
not only invite followers to participate in the decision – making process, they
also often start taking decisions according to the desires of the majority of the followers.
·
The decisions are
made in the group through group discussions by the formation of various
commttees.it is also called as ‘group
dynamics' approach to participation.
ADVANTAGE
·
There is the
development of the spirit of cooperation the innovative
capabilities of subordinates are explored. It can give management new ideas of
dealing with a particular problem.
·
IT leads to the overall development of the subordinates who become
capable of becoming the potential managers.
LIMITATIONS
·
Consultation with
subordinates every time a decision has
to be made is a time consuming process. Decisions may sometimes be delayed.
·
Suggestions given
by subordinates may sometimes be better than what the leaders could have
thought of leaders in such cases may not feel happy inviting suggestions.
·
Offering suggestions may be felt as an extra burden by
the employees and they may not always be willing to do so.
LAISSEZ-FAIRE
LEADERSHIP
·
The leaders
give the entire responsibility of
forming the goals and devising means to achieve those goals to the group members . The leaders remain indifferent to
the group activities and allow them to carry out their work in their own way.
· The role of a
leader is that of an on-looker who plays a
very minor role in affecting the group goals. This is not a very
acceptable style of leadership to be applied in business organizations unless
the leaders have a very strong referent and expert power whose influence itself
motivates the subordinates to set goals of the appropriate standard which are
capable of being effectively achieved.
ADVANTAGES
·
IT increases the
morale of the employees towards a higher job sartisfaction as they them selves
have to set and achieve the goals.
·
the subordinates
train their own group members and motivate them to work. The results are likely
to be more productive.
LIMITATION
·
The leaders do
not participate in the group’s way of working at the most they only answer the
questions that the group members ask them. The efficiency of such work
activities is likely to be low.
·
leaving
everything to subordinates may prove to be chaotic for the entire organisation.
PARTICIPATIVE
LEADERSHIP
·
These leaders do
not centralized the decision making authority with them rather they decent
rallies it to their followers though the ultimate responsibility continues to
vest with the leaders they take all
decisions in consultation with their followers.
·
The followers
thus develop a sense of involvement in the decision –making process and
contribute more positively towards the group goals.
·
They see themselves
as an important part of the organizasation and readily offer their services to
their leaders.
Participation has been defined as ‘Mental and emotional involvement of persons
in group situatious that encourage them to contribute to group goals and share
responsibility for them. --KEITH DAVIS
CONSULTATIVE
LEADERSHIP
· The consultative
method of leadership is more likely to succeed. The subordinates put their
heart in their work when their views and opinions are respected and their ego
is satisfied thereby.
·
Where other
methods fail, this method can succeed in raising morale of the workers. Close
personal contacts are developed and clear understanding of the problems are
ensued. The departmental heads get opportunity to hear and see the president and
other top officials of the company. They listen to their viewpoints and
understand the forces which have worked
behind decisions.
ADVANTAGES
·
The participation
in management raises the productivity and job satisfaction among employees.
·
As their suggestion
and opinions are solicited and considered, the employees feel sense of status.
·
Morale and
discipline among employees are maintained at a high level.
·
Evils of
concentration of power are sought to be removed
LIMITATION
·
The method
generally succeeds when subordinates are educated, having a sense of
responsibility and organized. However, such is not always the case.
·
It results into
great waste of time. Decisions are taken after long deliberations and exchange
of ideas;hence the decision making is delayed.
·
Most of managers
become uneasy with this approach,thinking that they will lose control over the
subordinates.
PATERNALISTIC LEADERSHIP
·
Under this
management style the leader assumes that his function is fatherly or paternal.
Paternalism means papa know best .The relationship between the head of the
family with the members of the family.
· The leader guides
and protects his subordinates as members of his family. As the head of the
family he provides his subordinates with good working conditions and fringe
benefits.
·
It is assumed
that workers will work harder out of gratitude. This leadership style was
admirably successful in Japan with her peculiar social background.
·
This leadership
style has been widely prevalent in small firms in India. However this
paternalistic approach is unlikely to work with mature adult employees many of
whom do not like their interests to be looked after by a “good father” instead
of gratitude it might generate antagonism and resentment in the subordinates.
BUREAUCRATIC LEADERSHIP
·
The leader’s
behavior is characterized by a high degree of reliance on rules, regulations
and procedures to which both he and his subordinates subscribe. As a result the
process of administration is reduced to a series of routine actions.
·
The rules specify
the obligations of the subordinates and enjoin upon them to do particular
things in specific ways. There is no participation or initiative on their part.
·
This style of
leadership fosters worker apathy. The rules serve as a specification of the
minimum level of acceptable performance. It is possible for workers to remain
apathetic, for they know just now little they should do to remain secure in
their jobs.
·
·
This leads to
what is called bureaucratic sabotage a deliberate apathy fused with resentment so that every
act of conforming to the letter of the rule is accompanied by a conscious intention to violate it.
·
Rules make it
possible for workers to indulge in activity without participation, they
enable them to work without being
emotionally committed to work.
·
Rules also lead
to red tape and the buck, too much paper work and too great a desire to play
safe.
MANIPULATIVE
LEADERSHIP
·
This style of
leadership is based on the belief that employees are persons who should be
manipulated by the leader so that his
goal may be attained. It exploits the aspirations of the employees. Under this
style of leadership employees know that they are being manipulated and
therefore, become resentful and bitter.
·
A manipulative
leader, however, is very sensitive about the needs and desires of his employees
as individuals. But the information
·
Gathered as a
result of this sensitivity is not used for the benefit of the employees instead
it is utilized by him for his own personal profit.
The
main characteristics of this
style are
1 personal goals are reached by a manipulation
of the employees.
2 Employee needs and desires are viewed as
tools to extract performance.
This style of leadership is effective only in
specific situations.
For Example
When co-operation and co-
ordination have to be achieved on a project and previous leaders were unable to
motivate the group properly; or when highly motivated employees and needed for
short duration projects. They are often give the illusion of reward and are
thus motivated for short periods.
EXPERT LEADERSHIP
·
This is an
emerging style of leadership resulting in past from to complexity of modern
organizations. The basis for expert leadership is the individual leader’s
knowledge and ability; and he assumes the role of the leader regardless of his
age, sex, physical or other attributes.
It depends largely on the approximate
of skills and the needs of other in a situation with any change in a particular
situation, another person may become the leader who would meet the needs
arising out of
·
The change in
these circumstances, a person is
looked upon by group members as an expert who must continuously
demonstrate his expertise in order to maintain his position as a leader.
IN THIS STYLE OF LEADERSHIP
1. The
perception of group members ensures that the leader’s talent and expertise are
joined with the needs of the situations.
2.
Leadership skills are usually transferable. The expert leader is
effective in one situation may really be a ‘‘BOMB’’ in another.
Such expertise can be successful
in these situations
1. When
the group members are convinced that they can reach their goal by following the
advice and guidance of the expert
2. when
a situation develops in which specific expertise is necessary for the survival
or performance of group.
CONCLUSION
·
A leader is
guides and directs other people. A leader givens the efforts of his followers a
direction and purpose by influencing their behaviour.Leadership is different
from managisement.It is only a part of management .
·
A good leadership
is a must for the success of a business. Good motivates his subordinates
creates confidence in them sustains their enthusiasm increases their morale
ensures high productivity and stability in the organization helps in the use of
productivity and stability in the organization helps in the use of achieving
organization goals.
BIBLIOGRAPHY
1.PRINCIPLES
OF MANAGEMENT
BY PRIN T. Y. RANA , PROF A. B. SAVJANI, B. S. SHAH PARKASHAN
2 .
PERSONNEL OF MANAGEMENT
BY DR.C.B
MAMARIYA, PROF.S.V.GANKAR
HIMALAYA PUBLISHING
HOUSE
3. A NEW LOOK ORGANAISATIONAL BEHAVIOUR
BY BISWANATH GHOSH
HIMALAYA
PUBLISHING HOUSE
4 STODENTS’
GUIDE TO MANAGEMENT
BY
D.R. N.
VASISHTH
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