Style of leadership cannot be successful under any situations. Although a leader tends to have one dominant style, but he needs to make alterations depending upon the situation. By taking example of work in an organisation, different styles of leadership and different situations can be explained as follows:
Different leadership styles are:
1.Autocratic: leaders with this style centralise the power and decision making in themselves. The employees are expected to do what they are told. Autocratic styles mostly is negative, that is, it is based on threats and punishments, but sometimes it is positive as it also gives rewards to employees.
2.Consultative: a leader adopting this style makes decisions after consulting groups. He is supportive and accessible. However he retains the responsibility with himself.
3.Democratic: A leader making most use of this style shows that he has greater confidence in his employees. The decision-making is placed in the hands of the whole group. All members participate actively and the leader only supports.
The situation in the work environment can change based on the following parameters:
1.Employees’ task: it may be structured or unstructured, routine or new and challenging. Structured task requires less backing from a leader, but when task is highly unstructured, the employee will not be motivated to work if his leader does not guide him.
2.Leader-member relation: this shows how is how is the leader’s acceptance in the group and what is the attitude of the employees, i.e. whether they like to work independently or want more support.
The main aim behind finding all this is to evaluate whether the situation is favorable or unfavorable and accordingly he has to adjust his style to get the desired output. This is because, the situation (the external environment) cannot be changed, but the leadership style can be changed as per the demand of the situation.
For example, when an emergency order has to be completed, the decision cannot be left on the employees of how they will execute the order. The leader has to be quick, take decision on his own and has to have the capability that everyone follows his isstructions. Although, under normal circumstances he may be allowing group participation, but in that course of time he should develop such credibility that his authority is not challenged and accepted without resistance during emergency.
Similarly, if the situation demands creative thinking, he can get the best out of his employees if he allows group participation. To stimulate creative thinking, he has to give them more liberty even though otherwise he has always centralized the decision-making process.
The leader sets an example for his followers and his success depends on his ability to handle different situations. It can be noted that any leader has one style permanent that makes him a leader, that differentiates him from the others and that has made him the leader. But that cannot be so rigid that it becomes a hurdle in managing situations.
In the dynamic environment, where things change rapidly, one style of working cannot be an answer to all situations. However, one ting has to be permanent, the determinacy to get the work done from employees under all situations and to keep that unchanged, the styles need to be changed.
Different leadership styles are:
1.Autocratic: leaders with this style centralise the power and decision making in themselves. The employees are expected to do what they are told. Autocratic styles mostly is negative, that is, it is based on threats and punishments, but sometimes it is positive as it also gives rewards to employees.
2.Consultative: a leader adopting this style makes decisions after consulting groups. He is supportive and accessible. However he retains the responsibility with himself.
3.Democratic: A leader making most use of this style shows that he has greater confidence in his employees. The decision-making is placed in the hands of the whole group. All members participate actively and the leader only supports.
The situation in the work environment can change based on the following parameters:
1.Employees’ task: it may be structured or unstructured, routine or new and challenging. Structured task requires less backing from a leader, but when task is highly unstructured, the employee will not be motivated to work if his leader does not guide him.
2.Leader-member relation: this shows how is how is the leader’s acceptance in the group and what is the attitude of the employees, i.e. whether they like to work independently or want more support.
The main aim behind finding all this is to evaluate whether the situation is favorable or unfavorable and accordingly he has to adjust his style to get the desired output. This is because, the situation (the external environment) cannot be changed, but the leadership style can be changed as per the demand of the situation.
For example, when an emergency order has to be completed, the decision cannot be left on the employees of how they will execute the order. The leader has to be quick, take decision on his own and has to have the capability that everyone follows his isstructions. Although, under normal circumstances he may be allowing group participation, but in that course of time he should develop such credibility that his authority is not challenged and accepted without resistance during emergency.
Similarly, if the situation demands creative thinking, he can get the best out of his employees if he allows group participation. To stimulate creative thinking, he has to give them more liberty even though otherwise he has always centralized the decision-making process.
The leader sets an example for his followers and his success depends on his ability to handle different situations. It can be noted that any leader has one style permanent that makes him a leader, that differentiates him from the others and that has made him the leader. But that cannot be so rigid that it becomes a hurdle in managing situations.
In the dynamic environment, where things change rapidly, one style of working cannot be an answer to all situations. However, one ting has to be permanent, the determinacy to get the work done from employees under all situations and to keep that unchanged, the styles need to be changed.
