Leadership and Management

The theory of leaders can be autocratic, a person who doesn’t consider the person undertaking the task only getting the results. A democratic leader takes opinions of the staff and understands how they believe the best results can be achieved, whereas Laissez-faire style leaves the experienced staff to implement the work processes.

Laissez-faire: the transactional leaders give a lot of chances followers for decisions making. So, leaders themselves give up their responsibilities and try to avoid decisions making, then organizations tend to have unclear direction.

I see myself as a potential asset to such companies who require meticulous adherence to rules and regulations. The hierarchical nature of such institutions will enable me to instill a sense of support and belonging to other employees within the organization. Since, I have dedicated the

There are four main leadership styles, the first being Autocratic style which the manager retains as much control and decision making authority as possible, the manager does not give employees any input or consultation. The next is Bureaucratic which is where the manager manages ‘by the book’ which is where everything must be completed according to procedure and protocol. Mangers using this style will only consult with those above them in the chain of command. They simple enforce the rules of the workplace. The next style of leadership is Laissez-Faire which is also known as the ‘hands off’ approach to management. The manager usually provides little or no direction and give employees as much freedom as possible. All power is given to employees and they are to dictate their own work ethics. The last leadership style is the Democratic style which is also known as the participative style and this is where employees are encouraged to be a part of the decision making process. The democratic manager keeps their employees informed about everything that affects

This is the type of leadership exhibits by dictators. A leader exerts high levels of power over his or her followers. An autocratic leader gives his or her idea which the team must follow. He or she has no time for deliberations on others ideas before chosing one. In autocracy, time wasting in long deliberations is reduced but most followers will not like being treated as bench warmers without having anything to contribute. For leading unskilled workers who do not have any skill about a job, this leadership style is appropriate.

The laissez-faire leadership style can be seen by some as lazy or a type of leadership style where the leader is non-existent. A leader who uses the laissez-faire leadership style is backing away from the traditional idea of a manager or leader, and allowing the employees to make decisions or tackle problems on their own. The laissez-faire leadership style was developed in 1938 in compilation with both autocratic and democratic leadership styles. This leadership style is best when the workforce is made up of very educated and highly skilled individuals who are capable of developing and meeting their own deadlines.

Laissez faire is the absence of effective leadership (Yukl G, 2010). Laissez faire leaders ignore problems and follower (Yukl G, 2010) and they do not contribute to the growth of the follower ( (Northouse, 2007). Feedback, rewards and leader involvement are totally absent in this type of leadership hence reduced organisational commitment.

When asking twenty different people, “What is the correct way to lead?”, you will get twenty different responses. Most importantly, no response is incorrect and the variation of responses is expected because there are many ways to lead; every leader has their own leadership style. In her article, Johnson (n.d.) discusses five leadership styles: Laissez-Faire, autocratic, transactional, transformational and participative. Laissez-Faire has a French origin and it means “a policy or attitude of letting things take their own course, without interfering” ("Oxford dictionaries", 2016). When leaders take total control, such as making all decisions alone and does not ask for the input of the employees, they are using the autocratic leadership style. This style is similar to a dictatorship. Exceptionally dissimilar from Laissez-Faire and autocratic styles, leaders sometime use the “give-take” system. The transactional style lets the manager and employee agree on a goal and when the mission is completed, the leader will reward the employee for the great accomplishment. The same rule applies if the employee does not reach a set goal; they will be discipline accordingly. A morale boosting style is the participative style. Whenever a leader includes their employees in the decision making process, the employees tend to feel needed and essential. Even though the final decision is made by the leader, the employees’ input and suggestions is considered and incorporated in the final

The nature of the workplace is evolving faster today than at any time in the past. Historically, employees were located in one business location and worked in defined work groups with the same individuals on a daily

Laissez-faire leadership gives expert to workers. According to AZ central, sections or subordinates are acceptable to work as they choose with nominal. According to research, this type of leadership has been dependably found to be the least satisfying and least active management style.

Trust and exposed communications are vital to nurture human relationships. Consequently, it is imperative that KM leadership understand and support the personal aspirations of the people and align them with the objectives of the organization (Dalkir, 2011). Morrisons have many Human Resource Motivational practices to retain staff, and the senior management often have bigger incentives. For example, these ‘resourced’ are offered six weeks’ paid holidays.

The first leader analyzed is the President of the Board of Directors of a nongovernmental organization (NGO) in the Virgin Islands. The President, who will be referred as leader No. 1, leadership style has been identified as one, which is prominently laissez-faire. This leadership style is recognized as a hand-off type of leadership, where the leader limit interaction with the follower and little or no feedback is given by the leader. Leader No 1 over the years has demonstrated to have little competencies to lead this type of organization. Allen, Smith and DaSilva (2013) stated that laissez-faire leadership has a negative relationship on

Ricardo Semler 's leadership style can be described as radical. This approach encourages followers to share their ideas and apply their creativity and ingenuity to reach the company 's goals. The employees have the opportunity to offer suggestions to improve the company. Also, every employee establishes their norms and their way of completing their job. They are free to choose their schedule, their level of salary, and who will be their boss. This model gives the employee a positive feedback since they are recognized for their good work and ideas.

Murphy (2005) maintains that leaders are accountable for helping their follower’s to become efficient and support them to develop their strengths and abilities. Distinguishing and categorising between different leadership styles can be done in several ways, (Gopee and Galloway, 2009). In this essay traditional classification of authoritian (autocratic), democratic, permissive (laissez-faire) and bureaucratic styles of leaders will be discussed.

The last style is called laissez-faire leadership. Here leader usually participates minimally and let team members find their own way out by allowing complete freedom in decision making (Simmons and Striley, 2014).