Why different leadership styles are adopted by different Organization and leaders
Recommendations
References
Answer:
Be gentle and you can be bold; be frugal and you can be liberal; avoid putting yourself
before others and you can become a leader among men-Lao Tzu.)
and definitional link between leadership and team performance (Robert Hogan,
Gordon J. Curphy, & Joyce Hogan,1994).
AUTOCRATIC-
Such leaders run the whole show by themselves with no delegation of authority. He doesnt
explain decisions to the subordinates nor asks for their suggestion. There are structured set of
punishments and rewards.
Application:
Short on time
Criticism:
Used as vehicle for yelling, using demeaning language, and leading by threats and
abusing their power.
Fear of punishment causes employees to resent there work leading to absenteeism and
high turnover
2.
DEMOCRATIC-
Leader welcomes participation of the group in the formulation of policies and decision
making. He encourages initiative and seeks suggestion. He seeks self-regulating and selfdisciplining mechanism. Leader maintains the final decision making authority.
Application:
Normally used when leader has part of information, and employees have other parts.
Criticism:
Time consuming style. Some opportunities requires prompt action, where it can lead
to opportunity loss
Requires highly qualified and skilled employees who are competent to suggest and
understand situation.
3.
FREE REIN
Leader allows his subordinates free to decide things for themselves. It is called hand off
style. Leader doesnt provide any direction or guidance and leaves subordinates to make own
goals and decisions.
Application:
Not to be used to blame others when things go wrong, rather it is used when you fully
trust and have confidence in the people below you.
Criticism:
When the focus shifts from decision making to motivating, other styles evolve
1. TRANSACTIONAL
It's considered to be "by book" approach where person works within rules. It's seen in large,
bureaucratic organizations. These people are good at rearranging the deck chairs on the
Titanic", but they cant keep ship from sinking.
2. TRANSFORMATIONAL
Leader who inspires his team with shared vision of future, highly visible and spend a lot of
time communicating. They dont necessarily lead from front, as they tend to delegate
responsibility.
3. PATERNALISTIC
Leader is concerned with comforts of his subordinates. He is sentimental in approach. He is
always interested in protecting them. Pampering hampers growth and advancement of
subordinate.
Time available
Information availability
Internal conflicts
Type of task
Established procedures
Situation is catchword: Situational leaders are able to modify style to fit their followers
and situations in which they work.
Example, manager of a small factory trains new machine operatives using bureaucratic style
to ensure operatives know the procedures that achieve the right standards of product quality
and workplace safety. The same manager may adopt a more participative style of leadership
when working on production line improvement with team of supervisors.
that
set
of
mistakes
you
will
want
to
fire
me.
Watson
replied,
Not at all, young man, we have just spent a couple of million dollars educating you.
( Edgar Schein ,1992, Organisational Culture and Leadership)
Short sighted leader would have fired employee and recruited some one better but effective
leader sees mistake as investment and have confidence to start anew even in disaster.
business by setting up 2 more stores which provided customer with state-of-the-art solutions
and services. His focus towards garments sector reduced. Employees have been demanding
pay raise on and off but he didnt make any substantial move in this regard leading to a high
employee turnover. Four years down the line, business is still good but he has been having
trouble in keeping people on job for both computer and garment sector.
ANALYSIS
Saifuddin Sucessful and effective leader
He was closely related to his employees and maintained close relationship with them.
He inspired himself and others .
He followed the golden rule of Treat others as you yourself would like being treated
as
Not only did the business develop during his time it also developed people
What Asger ali is facing today is due to short sightedness and short term success
drive. Contrary to the belief of many, groups do not automatically accept a new "boss" as
leader. We see a number of ineffective managers who didn't know the behaviors to use
when one taking over a new group.
He started of with laying off people leading to loss of trust of employees even before
they could understand him. It created an atmosphere of fear and resentfulness.
Though business is thriving, people are not thriving to work for him because of lack
of motivation whether it be financial or non financial. Obviously the company is earning
profits because of the dedicated employees it has but it is more or less due to necessity of
work or reward.
CONCLUSION
The above example shows that there is a thin line between successful and effective leader.
Both the above leaders have attained financial success and developed the business far more
than expected. Saifuddin has the reputation of building a company from scratch and Asger ali
has ability for expansion and diversification. Both are influencing and successful leaders.
RECOMMENDATION
The company needs to be redefined in terms of its present and future business
propositions.
In small family run business , people expect to be well informed about each move
the company makes. Growth and development strategies should be discussed with
employees.
REFERENCES
Hogan,R. ,Curphy,G.J. & Hogan,J., June 1994, What We Know About Leadership:
Effectiveness and Personality, American Psychologist
Leadership Styles, Available at http://www.skagitwatershed.org/~donclark/leader/leadstl.html
Schein, E.H. 1985-2005,Organizational Culture and Leadership, 3rd Ed., Jossey-Bass Series
Tzu, L., Tao Te Ching (The Law of Virtue and it's Way)
U.S. Army Handbook 1973, Military Leadership.