Page 246 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Principles and Practices of Management

Notes (c) Mistakes are not viewed seriously. The assumption is that disciplinary action breeds
discontent and frustration among employees and creates an unhealthy work
environment.
3. Laissez-faire or Free-rein Leadership: A free-rein leader does not lead, but leaves the
group entirely to itself. The leader avoids using power and entrusts the decision-making
authority to his subordinates. He does not direct his subordinates, thereby giving them
complete freedom of operation. Groups of members work independently and provide
their own motivation. The manager exists as a facilitator and buffer contact man between
the team and outsiders, while bringing for his group the information and resources it
needs to accomplish its job. A free-rein leader operates in the following manner:
(a) He follows the rule of minimum exposure to accountability.
(b) He relieves himself of responsibilities and is ready to blame his subordinates if
something goes wrong.
(c) He has no clear idea of the goals to be attained.
(d) He is more security conscious than status conscious.

This mode of direction can produce good and quick results, if the subordinates are highly
educated and brilliant people who have a sincere need to go ahead and discharge their
responsibility.
4. Paternalistic Leadership: Under this type of leadership, the leader assumes that his function
is fatherly. His attitude is that of treating the relationship between the leader and his
groups as that of family, with the leader as the head of the family. The leader works to
help, guide, protect and keep his followers happily working together as members of a
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 sheer
gratitude as well as emotional bondage.

Task Critically analyse the type of your most favourite leader.

13.6 Leadership Skill

The leader is expected to play many roles and therefore, must be qualified to guide others to
organisational achievement. Although no set of absolute traits or skills may be identified,
individuals who would be leaders must possess abilities to lead others. They must have certain
attributes to help them in performing their leadership role. Broadly speaking, the skills that are
necessary for an industrial leader may be summarized under four heads:
1. Human skill
2. Conceptual skill
3. Technical skill, and

4. Personal skill.
1. Human Skill: A good leader is considerate towards his followers because his success
largely depends on the co-operation of his followers. He approaches various problems in
terms of people involved more than in terms of technical aspects involved. A leader
should have an understanding of human behaviour. He should know people, understand
their needs, sentiments, emotions, as also their actions and reactions to particular decisions,
their motivations, etc. Thus, A successful leader possesses the human relations attitude.

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