Leadership Styles

Leadership styles are the patterns of behaviour which a leader adopts in influencing the behaviour of his subordinates. These styles are based on the traits attitudes and behavioural approaches of leadership.

Leadership style refers to a leader’s behaviour. The behavioral pattern exhibited by a leader while influencing the followers is described as style of leadership. Leadership style is the result of a leader’s philosophy, personality, and experience and value system.

Some of the leadership styles are:- 1. Autocratic Style 2. Directive Style 3. Supportive Style 4. Participative Style 5. Democratic Style 6. Laissez-Faire Style 7. Situational Style 8. Paternalistic Style

9. Bureaucratic Style 10. Sociocratic Style 11. Neurocratic Style 12. Free-Rein Style 13. Manipulative Style 14. Expert Style and a Few Others.

Leadership Styles

Leadership Styles – 4 Major Styles: Autocratic Style, Directive Style, Supportive Style and Participative Style

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Some of the important prescribing leadership styles are given below:

1. Autocratic Styles:

It is based on the concept of power orientation and in this style a manager or a leading person centralises all the authorities and decision making power in himself. He controls the complete situations for his employees and they do what they are told. Here, the leadership may be negative because followers are uninformed, insecure and afraid of the leader’s authority.

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2. Directive Style:

In this style the leaders gives subordinates specific orders and makes it clear what is expected of them. Their focus is on planning, organising, coordinating and controlling the activities of the subordinates. They provide some worthwhile parameters for direction. So, there is a positive effect on the working and performance of the subordinates.

3. Supportive Style:

The managers have the cooperative and supportive behaviour with their subordinates. They believes and shows the duly importance and develops the friendly behaviour with them. They want to recognise their needs and welfare and creates pleasant organisational climate.

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4. Participative Style:

The managers makes the decision with active participation of the employees and try to get their worthwhile suggestions in different aspects. It motivate the employees to get a perspective sharing in management and decision making process particularly in HR practices.

Leadership Styles – 3 Major Styles: Authoritarian, Democratic and Laissez-Faire

Psychologist Kurt Lewin developed his framework in the 1930s, and it provided the foundation of many of the approaches that followed afterwards.

He argued that there are three major styles of leadership:

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1. Authoritarian:

Authoritative leader mobilises the team toward a common vision and focuses on end goals, leaving the means up to each individual. If this style were summed up in one phrase, it would be “Come with me.” The authoritative style works best when the team needs a new vision because circumstances have changed, or when explicit guidance is not required.

Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. It is not the best fit when the leader is working with a team of experts who know more than him or her.

2. Democratic:

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The democratic leader builds consensus through participation. If this style were summed up in one phrase, it would be “What do you think?” The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if he or she is uncertain and needs fresh ideas from qualified teammates.

It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.

3. Laissez-Faire:

Leaders give their team members a lot of freedom in how they do their work, and how they set their deadlines. They provide support with resources and advice if needed, but otherwise they don’t get involved. This autonomy can lead to high job satisfaction, but it can be damaging if team members don’t manage their time well, or if they don’t have the knowledge, skills, or self-motivation to do their work effectively. (Laissez-faire leadership can also occur when managers don’t have control over their work and their people.)

Leadership Styles – 8 Important Styles: Autocratic, Democratic, Laissez-Faire, Situational, Paternalistic, Bureaucratic, Socicratic and Neurocratic Leadership Style

Leadership is one of the most important qualities for a manager. Hence, the manager needs to be effective in directing, controlling, communicating, influencing and motivating the employees. Effective leadership ensures smooth functioning of organizational activities. Every manager adopts a different style to manage his team of employees.

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The various style of leadership are:

1. Autocratic Leadership Style:

In this type of leadership, complete power and control is concentrated in hands of a single person i.e. the manager. The manager has the sole authority to take decisions. Subordinates follow his orders and instructions without questioning. He assumes complete control, authority and responsibility over his team. This is also known as authoritarian or dictatorial leadership.

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2. Democratic Leadership Style:

In this type, every team member has right to express his views in decision-making process. The manager assigns tasks only after consulting with his subordinates. Authority and responsibility is shared by everyone in the team. Employees remain motivated due to their involvement in discussions, decision making process and working of the team. This is also known as consultancy leadership style.

3. Laissez-Faire Leadership Style:

In this type, managers give freedom to employees to make decisions related to their work. Employees are free to plan, organize and set deadlines for their own work. He does not exercise strict control or supervision over work of employee. He plays the role of a guide and gives advice only when required. Such managers believe that employees perform better when they are given freedom and left alone.

4. Situational Leadership Style:

This style is based on the theory that a specific leadership style may not be appropriate for all conditions and situations prevailing in the organization. Hence, a combination of autocratic, democratic, laissez faire leadership is used by the manager. The manager studies the whole situation i.e. quality of the team, budget, time limit and task/job involved. He selects a style which is most suitable for the situation. It is a flexible form of leadership.

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5. Paternalistic Leadership Style:

In this type, owner/proprietor acts as the father figure for the organization. He directs, supervises and guides his subordinates on all work related matters. He has the complete control and power. However, it is different from autocratic style because the manager maintains friendly atmosphere in the organization. He considers the opinions and suggestions given by employees. However, the final decision remains with the owner.

6. Bureaucratic Leadership Style:

In this type, departmental heads and supervisors follow strict rules and regulations set up by the organization. They also ensure that rest of the employees also abide with these rules. There is no scope for discussions with employees in decision making process. Such leadership is often observed in governmental organizations, military units, manufacturing and factory establishments.

7. Sociocratic Leadership Style:

This type is employee oriented. The manager welcomes suggestions and opinions of employees in managing the organization. He takes a decision that is in best interest of his employees. The decisions are collectively taken by the manager and group members. It is suitable where there are fewer employees and one proprietor.

8. Neurocratic Leadership Style:

In this type, the manager focuses on completion of task no matter what. He may not be considerate towards the needs of employees. The control and power completely remains with the manager. He takes decision on his own without consulting employees. Sometimes, he makes decisions based on his emotions rather than judgment. However, he may not take responsibility for the decision and blame subordinates for failure.

Leadership Styles – Top 3 Styles: Autocratic Leadership Style, Democratic Leadership Style and Laissez-Faire Leadership Style

The behavioural pattern which a leader exhibits is known as his style of leadership. Different leadership styles exist among leaders in different times and in different situations. The leadership style in a particular situation is determined by the leader’s personality, experience and value system, nature of followers and nature of environment. There are three important leadership styles which are based on use of authority.

These are:

1. Autocratic leadership;

2. Participative or Democratic leadership; and

3. Laissez faire or Free rein leadership.

1. Autocratic Leadership Style:

It is also known as authoritarian or directive style of leadership. The autocratic leader gives orders which must be obeyed by the subordinates. He centralises decision-making power in himself. He takes decisions for the group without consulting the group members and simply tells the group what the members have to do. The autocratic leader gives personal praise or criticism to each member on his own initiative and remains aloof from the group for most of the time.

There are three categories of autocratic leaders as follows:

(a) Strict autocrat – He relies on negative influences and gives orders which the subordinates must accept. He follows negative motivational style to get the work done. Negative motivation includes imposing penalty, criticising subordinates, and so on.

(b) Benevolent autocrat – An autocratic leader may also follow positive style of using his power to disburse rewards to the subordinates. A benevolent autocrat is effective in getting higher productivity in many situations and developing effective human relationships.

(c) Manipulative autocrat – Such a leader makes the subordinates feel that they are participating in decision making, but he takes all the decisions himself.

Autocratic leaders have proved to be successful in many cases. In particular, subordinates who depend upon the boss and do not want to take any initiative get satisfaction from this style. Autocratic style has also proved successful in cases where there is a need of quick decisions. Autocratic style is not liked by the people who are enlightened and want to participate in decision-making. Autocratic style of leadership may jeopardise the organisational efficiency. Another drawback of autocratic leadership is that it does not help develop future leaders in the organisation.

2. Participative or Democratic Leadership Style:

A democratic leader is one who gives order after consulting the group. He sees to it that policies are worked out in group discussions and with the acceptance of the group. He never asks people to do things without sketching out the long- term plans on which they are working and makes it clear that praise or blame will be shared by all the group members. His decisions are not unilateral because they arise from consultation with followers and participation by them. Unlike an autocratic manager who controls through the official authority, a participative manager exercises control mostly by using forces within the group.

Participative leadership increases the acceptance of management’s ideas and reduces resistance to change. It increases their morale. It also leads to reduction in the number of grievances of the workers.

Participative leadership may lead to the following advantages:

(a) Active participation in decision-making by the employees ensures greater productivity and satisfaction.

(b) Workers develop a greater sense of self-esteem, due to importance given to their ideas and their contribution.

(c) Workers become more committed to changes that may be brought about by policy changes, since they themselves participated in bringing about these changes.

(d) The leadership induces confidence, cooperation and loyalty among the employees.

(e) The morale of the employees is increased.

3. Laissez faire or Free Rein Leadership Style:

A free rein leader does not lead, but leaves the group entirely to itself. He is represented by the chairman of the board who leaves all responsibility for most of the work to his subordinates. The free rein manager avoids using power. He depends largely upon the group to establish its own goals and work out its own problems. Group members work themselves and provide their own motivation. The manager serves as a contact man with the outsiders to bring for his group the information and resources it needs to accomplish its goals.

Leadership Styles – Autocratic Style, Participative Style and Free-Rein Style

A. Autocratic Style:

1. Decision-making – Leader is the sole decision-maker

2. Communication – One way communication

3. Motivational Techniques – Fear and punishment (negative incentives)

4. Needs of Subordinates – Physiological and safety needs

5. Initiative by Subordinates – No scope for initiative and creativity ‘I’ style

6. Focus – Task-oriented style

7. Mode of Discipline – Implicit obedience of orders and instructions

B. Participative Style:

1. Decision-making – Leader makes decisions in consultation with subordinates

2. Communication – Two-way communication

3. Motivational Techniques – Rewards and involvement (positive incentives)

4. Needs of Subordinates – Ego needs

5. Initiative by Subordinates – Scope for initiative and creativity ‘We’ style

6. Focus – People-oriented style

7. Mode of Discipline – Interchange of ideas and recognition of human values

C. Free-Rein Style:

1. Decision-making – Subordinates themselves make decisions

2. Communication – Free flow of communication

3. Motivational Techniques – Self-direction and self-control

4. Needs of Subordinates – Self-actualisation need

5. Initiative by Subordinates – Full scope for initiative and creativity ‘You’ style

6. Focus – People-oriented style

7. Mode of Discipline – Self-discipline or control

This type of leadership is evident in research laboratories where the scientists are fairly free to conduct their research and make their decisions. Similarly, in a college, the Principal does not interfere in the faculty teaching methods, but only assigns the courses to be taught. From then onwards, the faculty members are free to decide about the method of teaching, books to be recommended and various teaching aids to be used.

The possible advantages of free rein style of leadership are as under:

(a) It creates an environment of freedom, individuality as well as team spirit.

(b) With a free and informal work environment, it is highly conducive to creative work.

Leadership Styles – Autocratic Style, Free-Rein Style, Participative Style, Bureaucratic Style, Manipulative Style, Expert Style (With Reddin’s 3-D Style Theory)

Managers have to put the plans and the organisation into action. They do this by leading and controlling. Leading is a matter of dynamic man-to-man relationships between a manager and his/her subordinates. It is the process by which a manager directly and personally influences the behaviour of those people who work with him/her.

Hence, leadership styles have a great role in affecting the interpersonal behaviour of managers as well as those of managed. The leadership styles are also known as leadership techniques.

To define, leadership styles are the patterns of behaviour which a leader adopts in influencing the behaviour of his/her followers (subordinates) in the organisational context. Various styles adopted by leaders in relation to their followers are commonly classified on the location of decision-making into three distinct categories, namely autocratic style, free-rein style and participative style.

Their brief description is as follows:

1. The Autocratic Style:

Under this style of leadership, all decision-making power is centralised in the leader who allows a very nominal role, or does not allow at all, to his/her subordinates in the decision-making process. The leader adopting this style stresses his/her prerogative to decide and order and the subordinates’ obligation to do what they are told to carry out.

He/she does not give subordinates the freedom to influence his/her thinking, decisions or behaviour. He/she does not care to know the feelings of them. He/she does not respect their personality. He/she takes credit for accomplishment and blames his/her followers for failure.

It is but natural that this type of leadership mars employee motivation, morale and productivity. Hence, such leaders are generally disliked by their subordinates, but some employees prefer such superiors as many of them feel comfortable under conditions of strong dependence on their boss.

2. The Free-Rein Style:

This leadership style is just like laissez-faire policy. Such leaders completely surrender all decision-making powers to the group of their subordinates. The leader completely abdicates his/her leadership position and leaves all responsibility and most of the work entrusted to him/her to the group which he/she is supposed to lead.

Thus, it is a permissive style of leadership where there is the least intervention by the leader. The group operates entirely on its own under such leadership.

3. The Participative Style:

Such leadership style is also known as democratic consultative or ideographic style of leadership. Such leadership allows the active participation of the subordinates in the process of decision-making. The leader adopting this style does not abdicate his/ her authority and responsibility but actively participates and helps the group in coming to a decision. Such leaders believe in subordinate-centred leadership.

They are friendly to their subordinates, they get approval from them and they favour group decision-making.

This participative leadership is preferred by not only subordinates but also the progressive managers. In general, employee-oriented leadership style, giving due importance to the needs, motives and feelings of the employees, has a positive and satisfying impact on their behaviour towards work. Such group is very adaptive and responsive. They welcome any change in work situations and conditions and the like.

4. Bureaucratic or Rules-Centred Leadership Style:

In this type of leadership, rules, regulations and procedures guide the behaviour of both the leader and his/her subordinates. Thus, administration becomes just a routine work and due to this, the subordinates do not take any initiative and become indifferent and usually do the minimum required work.

5. Manipulative Leadership Style:

In this sort of leadership style, the leader manipulates his/her subordinates in such a way as may lead to his/her achievement of desired goals. It usually exploits the ambitions and aspirations of the employees. Since it is based on manipulation, nobody prefers this style of leadership.

6. Expert Leadership Style:

In this style of leadership, the leader is looked upon by the members of his/her group as an expert who is, therefore, supposed to be talented, master of his/her job and who possess necessary skill in order to maintain his/her supremacy over others. The basis of this leadership style is leader’s knowledge and ability.

7. Likert’s System:

Another universalist framework of leadership style was developed by Renis Likert.

He envisaged four basic styles which are as follows:

a. System I—Exploitative Autocratic:

Management is seen as having no trust and confidence in its subordinates. Hence, goal-setting and decision-making are done by the top management. Control rests in the hands of top management. It works on the basis of power and positional authority and follows the philosophy of Theory X.

It is the fear complex, punishment, coercion and occasional rewards that make the subordinates work. Due to this type of environment, there generally develops an informal organisation which tries to resist formal organisational goals.

b. System II—Benevolent Autocratic:

In this system, management seems to have condescending confidence and trust in its subordinates. While majority of the decisions and goal-setting are done by the top management, many decisions are made at middle and lower levels also. Motivation is accomplished by rewards and punishments. There usually develops an informal organisation, but it does not always resist formal organisational goals.

c. System III—Consultative Leadership:

Although the management has substantial trust and confidence in its subordinates, still, broad policy and general decisions are made at the top management level. Subordinates are permitted to make specific decisions at lower level. This system moves from Theory X to Theory Y. Motivation is accomplished by rewards, occasional punishment and some involvement of the subordinates in the decision-making process.

d. System IV—Participative Group Leadership:

In this leadership style, management has full faith and confidence in its subordinates. There is a free flow of communication in all directions. Decision-making is widely dispersed throughout the organisation, although well integrated and coordinated. Motivation is accomplished by participation and involvement in setting goals, developing economic rewards and methods for appraising progress towards goals, and widespread responsibility for the control process, with full involvement of lower units. This system has a strong Theory Y philosophy.

Thus, System I is a task-oriented and System IV is a relationship-oriented leadership style based on team work, mutual trust and confidence. Systems II and III are in between the two extremes.

8. Managerial Grid:

Management grid of Robert Blake and Jane Mouton is a well-known style scheme. They propose a managerial grid based on the styles of—‘concern for people’ (employee-oriented), and ‘concern for production’ (production-oriented or task-oriented).

In Figure 14.7 of managerial grid that follows, five different types of leadership based on concern for production (task) and concern for people (relationship) are located in the four quadrants identified by the Ohio University Studies. ‘Concern for people’ is exhibited on the vertical axis.

People become more important to the leader as his/her rating advances up the vertical axis. A leader with a rating of 9 on the vertical axis has maximum concern for people. So far as ‘concern for production’ is concerned, it is exhibited on the horizontal axis. Production becomes more important to the leader as his/her rating advances on horizontal scale. A leader with a rating of 9 on horizontal axis has a maximum concern for production.

The following five types of leadership styles have been shown on this grid (see Figure 14.7):

i. Impoverished (1, 1) – This leadership style shows little concern for either people or output. Reddin calls it ‘deserter’ and is convinced about its ineffectiveness.

ii. Task (9, 1) – This style exhibits high concern for output and ignores concern for human element. Blake and Mouton call it ‘autocrat’.

iii. Country Club (1, 9) – Here, the manager shows little concern for production. Human factor is attached the maximum stress. Blake and Mouton have referred to this as ‘Country Club’ management. Reddin entitles it ‘missionary’. According to both, it is not effective.

iv. Middle Road (5, 5) – In it, the manager shows equal concern for people as well as task. Such a manager is called ‘compromiser’.

v. Team-based Style (9, 9) – In this style, the manager seeks high output through the medium of committed people. This commitment is due to mutual trust, respect and a feeling of interdependence. Reddin feels that this style is more effective than ‘Compromiser’, especially in situations calling for integration.

He calls it ‘executive’. Blake and Mouton also felt that only the (9, 9) style represents a successful integration of organisational and human values in all situations.

9. Reddin’s 3-D Theory:

In this 3-D management style theory, Reddin was the first to add an effectiveness dimension to the task and relationship dimensions of earlier models. He places styles and situations into a grid format, utilising the dimensions of ‘task orientation’ and ‘relationship orientation’. He uses ‘I’ for ineffective and ‘E’ for effective style. The total area has been divided into four cells as given in Figure 14.8.

In cell 1, the style is ineffective and, therefore, has been termed as ‘deserter’, implying that in such a situation, no one would like to be a leader.

In this situation, the more effective style is 1E, ‘bureaucrat’, stressing on enforcement of rules and procedures. In large organisations, we come across many such situations requiring bureaucratic leadership. In cell 2, the more effective is 2E ‘benevolent autocrat’ and less effective is 2I ‘autocrat’.

In cell 3, the less effective style is 3I ‘missionary’, showing a disproportionate concern for people, while the more effective is 3E ‘developer’, suggesting more concern for helping people develop skills that will be useful in task accomplishment. HR managers should like to use this type of style.

In cell 4, the inner position is not effective and the less effective style has been termed ‘compromiser’ involving integration. The more effective style is labelled ‘executive’, stressing teamwork, coordination and confrontation to discover the law of situation.

As per Reddin’s theory, there are four acceptable styles of leadership, the suitability of each of which will depend on situation, yet most high-level managers use the ‘executive’ style, though effectiveness of the style depends upon the leader, the followers and other situational variables.

Categorisation of Leadership Styles:

These different styles of leadership are often treated as completely distinct from one another as if the distinction between them was clear-cut and water-tight. But such a situation does not exist in actual life; in actual practice, managers use a mixed leadership style. Such categorisation is neither practicable nor useful.

Categorisation of leadership has the following disadvantages:

1. It encourages the tendency to classify people under particular personality groups which is not practicable.

2. It builds up certain fixed expectations about the way a leader would be behaving and does not take into account either the need or the possibility of variations in the behavioural pattern at different times or under different circumstances.

Recent Development:

Another leadership style, namely organisational behaviour modification (OBM) technique, popularised by Fred Luthans, is a refined form of the time-worn ‘carrot and stick’ style of supervision. This approach promotes desirable behaviour by rewarding the good employees and eliminates undesirable behaviour by punishing them for wrong activities or wrong behaviour.

Leadership Styles – Leader Centered or Autocratic, Group Centered or Democratic, Individual Centered or Tree Rein Laissez Faire Leadership Style

Leadership style is different from the personality trait of the leader. Though the leadership behaviour will be influenced by the personality trait of the leader, it will be more conditioned by the situations obtaining around him. We may call these situations as external environment in organisational setting.

The important components of situational dynamics are:

i. Organisation

ii. Superiors

iii. Job demands

iv. Other situational variables not categorized in the scheme of setting

v. Followers or subordinates

vi. Associates

All these situational factors and the personality trait of a leader determine his style of functioning, which is known as leadership style.

Leadership style may be defined as the consistent behaviour pattern of the leader when he is working with and through other people as visualized by these people. The consistency of behaviour pattern will depend on the responsive behaviour of the group in a given situation.

Leadership styles may be classified under three heads:

Type # 1. Leader Centered or Autocratic:

The autocratic style is characterized by centralization of authority in the leader regarding decision-making. The leader more often makes decision and announces it. Sometimes, he presents tentative decisions, which may not be changed. Certain leaders give even detailed explanation for taking a decision, whereas a few do not feel the necessity for giving such explanation.

Some scholars characterize the autocratic style as benevolent and authoritative. The benevolent element will take into account the limitations of man and work situations whereas the exploitation may even cause hardship to subordinates.

A few leaders adopt a consultative style. They may consult the subordinates in respect of the problems and take their suggestions before announcing their decision.

The characteristic feature of autocratic style is that there is little or no participation of subordinates in decision-making.

The leader may even go to the extent of using force or depriving subordinates of their legitimate right of expression on work matters and genuine grievances and problems emanating from implementing that decision. He is only interested in the obedience of his orders even at the expense of individual or group harmony or solidarity.

The results of this style of functioning are sometimes disastrous. They are reflected in resentment, absenteeism and higher turnover rate among employees. When the level of discontentment reaches its pinnacle, it may result in group disobedience to provoke conflict between labour and management resulting in stoppage of work.

Inspite of these considerations, the autocratic style is justified on the following grounds:

a. There may be very little time for participation and every delay may vitiate the very object proposed to be achieved.

b. Participation is fraught with danger of leaking out information of a confidential nature; for instance, some moderator of a question paper may not directly associate some of his subordinates with the work of moderating a question paper of the university.

c. Sometimes the leader not only thinks but certainly, possesses more knowledge than the subordinates; hence he feels that consultation may only satisfy formally their instinct of participation rather than contributing anything towards decision making.

Autocratic style, by its very nature, invites lot of reaction from the subordinates, because men by nature want to be consulted by their superiors before they take any decision on matters relating to them. This is a psychological urge which has got to be satisfied in one form or the other. Under such circumstances the leadership style should be such that the subordinates get psychological satisfaction of participation even though they may not be possessing the ability to contribute anything.

Type # 2. Group Centered or Democratic:

The democratic style is premised on the basic principle of participation of subordinates in decision-making process. It is not necessary that the leader makes every subordinate a party to a decision but, by and large, a process is evolved in which the decision-making instinct of the subordinates is satisfied. In other words, there is free flow of communication between the superior and subordinates before any final decision is taken in the matter.

The manager or the leader may adopt any of the methods of participation by the subordinates. Sometimes the problem is openly discussed among all the members of the group with or without the presence of the leader. The leader under such a system shall have to bring about a sort of general consensus on specific issues. This may be an extreme form of democratic style in which the formation of a consensus to accommodate every shade of thinking is quite an uphill task for the manager.

To ward off such a contingency, the manager defines the limits and then asks the group to take decisions. There are greater chances of crystallization of issues to avoid irrelevant discussion and thus to arrive at meaningful decision. Though the manager may be criticized on the ground of curtailing the freedom of expression of the subordinates, such limits are placed with the intention of channelising discussion towards right direction.

The style is designed to enlist participation of subordinates. In the event of difference of opinion between the superior and subordinates, the superior will persuade and even convince his subordinates to his line of action on the basis of his ability, competence and leadership qualities rather than force, status or power enjoyed by him. This style has direction of leadership and liberty of expression and participation of democracy.

The leader channelises the discussion towards fruitful and meaningful direction. He stops when discussion goes stray or encourages subordinates to express their view independently in the fortnight manner, if need be.

Democratic style does not imply a complete anarchy or the absence of rule of law. The participation of subordinates under this style is sought with the purpose of thrashing out issues and taking meaningful decisions on specific issues. The subordinates have the capacity to contribute effectively which is systematically exploited by the effective and competent leader to help him take correct decision. Further, it encourages cooperative spirit and even the development of subordinates for doing their jobs better. It proves motivational also because it fulfills the basic urge of participation.

The democratic style is based on McGregor’s theory “Y” which envisages the following principles:

a. The fountainhead of authority is not only the position which the leader is occupying but also more importantly the power bestowed by the group to lead. If the group refuses to be led by him, what will be the fate of such power or position?

b. People are basically self-directed and creative at work if properly motivated. In other words, the subordinates have the needed competence to give their advice at least on many issues if not on all issues.

We cannot scratch out their work experience, their training and their ability to apply theory into practice, which many leaders may not be possessing. So the criticism of democratic style is unfounded. In fact, it is the democratic style, which has been generally preferred and practiced by leaders in every type of organisation.

Type # 3. Individual Centered or Tree Rein Laissez Faire:

The Lalissez Faire style may be stated as the system of least interference by the leader. He depends largely on the group and its members to establish their own goals and take the decisions. It implies absence of formal leadership.

The leader assumes a passive role as one of subordinate with the abdication of formal leadership role, the function leadership, whatever existing, may be informal or emergent. This style is generally not practicable unless practiced in a small group of a fairly intelligent and experienced people.

A manager cannot adopt a particular leadership style. Indiscreetly though democratic style is considered to be generally accepted. Sometimes he has to adopt autocratic and rarely laissez faire also. But the choice of style may generally depend on organisational setting on the one hand and the style and expectations of leaders, followers, supervisors and organisations on the other.

a. The leadership style is determined by the organisational setting comprising supervisors, followers, associates, job demands, organisation and other situational variables.

b. Styles and expectations of superior and subordinates: Whereas style is the consistent behaviour pattern, expectation may be defined as perceptions of appropriate behaviour for one’s own role or position of one’s perceptions of the roles of others within the organisation. Accordingly, there are leaders, followers, supervisors associates, organisation’s styles and expectations.

c. Skill, personality and the value system of the leader and the subordinates.

Relevant Conditions for Leadership Styles:

Following conditions are relevant in making a choice regarding the leadership style:

1. Personality:

The fundamental object of leadership style is to get response from the followers. The leadership style has to be adaptive to the personality traits of followers. N. Z. Medalia conducted a study in a military group. He came to the conclusion that people with authoritarian tendencies had a liking for formal military leadership with the traits of a good officer.

In other words, subordinates with authoritarian tendencies preferred authoritarian style of leadership. What is true of followers is also true of leaders. The leaders with certain personality traits may not be suitable for a certain leadership style. A person who has the suppressed personality is not expected to adopt the authorization leadership style and vice versa.

2. Task Characteristics:

The nature of the task accomplished also determines the leadership style.

Though no systematic research has been completed on classifying, the tasks but the tasks, according to Golcmbiewski, may be divided under two heads:

a. The problems whose solutions are obvious.

b. The problems of a complex nature requiring interpersonal cooperation of the group members.

Whatever studies, which have been made so far, suggests that the tasks which have more than one solution and require greater degree of interpersonal cooperation, may require democratic style of leadership. The autocratic style may be inappropriate as it is likely to vitiate the instinct of cooperation on one hand and may generate emotional flare up on the other to jeopardize the basic purpose of accomplishing the desired object. Even the tasks having obvious solution may best be accomplished through “group – centered” other than “leader centered” style.

It will also be relevant to remark that the level of intelligence and the style of leadership are intimately related to one another. The experiments show that intelligent people prefer democratic style while less intelligent or dullards are satisfied with autocratic style. The logic is simple.

Persons with higher level of intelligence prefer to exercise their own thinking, contribute to the decision arrived at and influence and be influenced with the interaction between themselves and the leader. On the contrary, the dullards will require greater command and direction to perform the task. Hence, they may prefer, not always so, generally the autocratic style.

3. Task Roles:

Leadership style is also influenced by the task roles. It implies what is to be done by the superior? What is to be done by the subordinates? Though the role perceptions of the leaders and subordinates are quite different, in certain areas they are more or less identical.

In the light of this fact, roles may be categorized under three heads:

a. Roles peculiar to superiors – These are the roles, which are beyond the comprehension and area of activity of the subordinates; such roles are setting general goals.

b. Roles peculiar to subordinates – These are the roles, which are generally not interfered with by the leaders; mention may be made in this regard of deciding how to use a tool.

c. Mixed roles – These are those activities, which may be performed by either of them or by both of them; example may be of reallocating machines on which individuals have worked for many years.

4. Group Characteristics:

Every group tries to develop group norms or group goals, which may be imposed on its members or the outside world. The formal acceptance of leadership is irrelevant to accomplish the desired object of group but there is the informal acceptance of formal leadership.

There cannot be informal acceptance of formal leadership under which the leader informally aligns himself with the goals of the group. For instance, if the group favoured low output, the leader shall have to align himself with this group’s object if he wants informal recognition of his formal leadership. This is also not very rational.

Under the circumstances, different leadership styles may be more suited to the characteristics of the group.

Leadership Styles – Autocratic, Paternal, Democratic, Free-Rein Leadership Style and Forces in the Situation

The term “Leadership style” refers to the behavioural pattern which a leader adopts in influencing the behaviour of group members. Leadership style reflects the degree of decision-making freedom allowed to the subordinates. They differ according to the relative proportions of authority and persuasion and there exists different leadership styles in different situations.

1. Autocratic and Authoritarian Leadership:

Autocratic leader is one who takes all the decisions himself without consulting his subordinates. He demands unquestioned obedience and insists that subordinates will do whatever they are told. Autocratic leadership is characterized by centralization of authority, close supervision, unilateral decision making one-way communication and rigid controls.

These are of 3 types:

(a) Strict Authority – Strict autocrat uses negative motivation like penalties, criticism of subordinates and coercion etc. to influence the behaviour of subordinates.

(b) Benevolent Autocrat – Centralises the decision making power in him and the uses, the positive motivation style which can be effective in achieving high performance and harmonious human relations in many situations.

2. Paternal Leadership:

A paternalistic leader is by nature authoritarian but he has considerate for his subordinates. He is heavily work-centered but looks after his followers, the way a father looks after his family. He encourages subordinates to work as a team for the sake of everyone and promises to fulfill their needs provided they work hard to achieve the common goals. He provides them with good working conditions and service and focuses attention on the task and the well-being of the subordinate.

3. Secretive and Democratic Leadership:

A participative leader permits his subordinates to participate actively in the decision-making process and the final decision is the end-product of combined efforts of all. A democratic leader leads by mutual consent than by use of authority and has a high concern for people and genuine respects for the individual and allows sufficient freedom to subordinates to communicate with him. Decentralization of authority group decision making and two way communication are the main features of democratic leadership.

4. Free-Rein Leadership:

The leader allows the group to establish its own goals and workout its own problems. The entire decision-making authority is entrusted to subordinates and the leader does not direct at all. This is also known as a permissive style of leadership where there is a least intervention by the leader identification with the organisational goals interests in problem at hand, knowledge and experience to deal with the problem and learning to expect share in decision making.

5. Forces in the Situation:

It includes the type of organisation, nature of objectives, group effectiveness, complexity of problem, pressure of time on situation etc.

Leadership Styles – Based on the Use of Power by the Leaders (With Advantages and Disadvantages)

It also depends upon the types of followers and the organisational atmosphere prevailing in the enterprise.

Leadership style can be grouped into three broad categories based on the use of power by the leaders:

I. Autocratic or Authoritarian Leadership:

An autocratic leader makes all policies and takes all decisions without consulting the subordinates. He dominates and drives the subordinates through coercion and command. He centralizes power in himself and never delegates authority.

He exercises complete control over the subordinates. He uses rewards and holds threat of penalties to direct the subordinates.

Advantages:

1. It enables quick-decision making.

2. It provides strong motivation and satisfaction to the leader who dictates terms.

3. It requires less competent subordinates at lower levels.

4. It yields positive results when great speed is required.

Disadvantages:

1. This style leads to frustration, low morale and conflict among subordinates.

2. The subordinates lack responsibility and initiative.

3. It does not utilise full potential of subordinates and their creative ideas.

4. Subordinates do not get any opportunity for development.

An autocratic leadership style may be appropriate when subordinates are uneducated, unskilled and submissive.

II. Democratic or Participative Leadership:

A democratic or consultative leader takes decisions in consultation and participation with the subordinates. He provides freedom of thinking and expression to the subordinates. He listens to their suggestions, grievances and opinions.

A democratic leader follows the majority opinion and delegates authority to subordinates. He keeps them informed about matters affecting them.

Advantages:

1. This style improves job satisfaction and morale of subordinates.

2. It cultivates the decision-making ability of subordinates.

3. It develops positive attitudes and reduces resistance to change.

4. It reduces labour absenteeism and labour turnover.

5. It enables the leader to multiply his ability through the contribution of his followers.

6. It increases the co-operation between management and employees.

Disadvantages:

1. This style is time-consuming and may result in delays in decision-making.

2. It may not yield expected results when subordinates do not interact with the leader.

3. Consultation may be interpreted as a sign of incompetence on the part of the leader to deal with problems.

4. It requires considerable communicating and persuasive skills on the part of the leader.

Democratic leadership is now considered to be the most effective one. It is more compatible with the prevailing value system which favors freedom of expression and independent thinking.

III. Free-Rein or Laissez-Faire Leadership:

Free-rein leadership involves complete delegation of authority so that subordinates themselves take decisions. The free-rein leader avoids power and position. He serves only as a ‘contact’ to bring the information and resources needed by the subordinates.

Advantages:

1. It ensures positive effect on job satisfaction and morale of subordinates.

2. It provides maximum possible scope for development of subordinates.

3. It makes full utilization of the potential of subordinates.

Disadvantages:

1. Subordinates do not get the guidance and support of the leader.

2. They may move in different directions and may work at cross purposes which may create chaos.

3. It ignores the leader’s contribution just as autocratic style ignores the contribution of the subordinates.

IV. Paternalistic Leadership:

Under this style of leadership, the leader assumes that his function is paternal or fatherly. The leader acts as the head of a family. He tries to help, guide, protect and keep his followers happy by working together as members of the family.

He provides them with good working conditions, fringe benefits and employee services. It is said that employees under such leadership will work harder out of gratitude. This style has been quite successful in Japan.

Managerial Grid by Blake and Mouton:

Robert R. Blake and Janes S. Mouton have demonstrated the two dimensions of leadership viz., concern for people and concern for production in the form of a grid. They point out that leadership style is a blend of task-oriented and relation – oriented behaviour.

In the managerial grid, the X-axis represents the ‘concern for production’ while Y-axis represents the ‘concern for people’. Concern for production means the managerial attitudes about volume of output, work procedures, work efficiency, etc. Concern for people implies degree of personal commitment, self-esteem of workers, responsibility based on trust and satisfying inter-personal relations. A manager is concerned with both the task and the people.

The managerial grid identifies five discrete combinations of these two factors:

a. Impoverished (1, 1):

The manager has low concern for both production and people. Under this style, minimum effort is required to get work done and sustain organisation membership. The leader avoids controversy.

b. Country Club (1, 9):

Under this style of management, work is done leisurely. The manager keeps his team in good humor and secures good relations. He has maximum concern for people and minimum concern for production. The aim is to achieve friendliness and harmony among the members of the organisation.

c. Middle Road (5, 5):

This style seeks to maintain a balance between ‘people’ and ‘production’. A basic assumption of this style is that people will work willingly provided the reasons for doing the work are explained to them. The leader balances tasks with concern for people through compromise. He has moderate concern for both production and people.

d. Task Management (9, 1):

This is an autocratic style of leadership involving suppression of conflicts. People are regarded as an instrument of production. It places a heavy emphasis on task and job requirement. The task is well- planned and authority is well-defined. Human relationships and inter- actions are minimized. The leader is mainly concerned with production and has little concern for people.

e. Team Management (9, 9):

This is team leader style in which the leader consults his team and harmonizes goals. The leader has maximum concern for both production and people. It is considered as the best leadership style. It is accepted that people-centered leaders are more successful than job- oriented leaders.

Managerial grid helps managers to identify their own leadership styles. It serves as a useful framework for assessing leadership styles. It is also a technique of organisation development.

Likert’s Four Level Model:

Rensis Likert and his associates of the University of Michigan, U.S.A. conducted an extensive survey of management and leadership styles in a large number of organisations. Likert developed a four level model of leadership styles.

These patterns of leadership were termed Systems of Management and were assigned numbers from 1 to 4. They indicate the stages of evolution in the patterns of management in organisations.

Likert’s Four Systems of Management are given below:

System 1 – Exploitative Autocratic:

Under this system, the manager makes all decisions and orders his subordinates to carry out the decisions. The subordinates have no say in the decision-making process. The communication between the manager and his subordinates is highly formal in nature and downward in direction.

Such managers are highly autocratic. They believe in threats and punishments to get things done. They exercise strict supervision and control over the subordinates.

System 2 – Benevolent Autocratic:

The managers under this system are also autocratic but they are not exploitative. They allow some freedom to subordinates to carry out their tasks within the limits. The subordinates who carry out their tasks may be rewarded. But, those who do not carry out their tasks are treated harshly.

System 3 – Consultative:

Under this system, the managers set goals and issue orders after discussing them with the subordinates. They take only major decisions and allow the subordinates to take the routine decisions.

Subordinates are free to discuss the work- related matters with their managers. Thus, there is a two-way communication in the organisation. Greater emphasis is placed on rewards than on punishments to motivate the subordinates.

System 4 – Democratic:

This is an ideal system towards which organisations should work. The relations between the managers and subordinates are cordial and friendly. The communication system is completely open. The goals are set and work-related decisions are taken by the subordinates.

Managers are friendly and supportive in their attitude towards the subordinates. In addition to economic rewards, subordinates are given a feeling of worth and importance.

Likert advocated system 4 as the best way to develop and utilise human resources. He found that organisations with system 4 outperformed those with the other systems. He suggested leadership training at all levels of management so as to move to system 4 management. A system 4 manager enjoys full trust and confidence of his subordinates. This system is likely to be most effective in the long run.