Page 297 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Unit 13: Motivation and Morale

The Manager presents a tentative decision subject to change: Herein the decision is tentatively taken Notes
by the manager but he is amenable to change and influence from the employees.
The Manager may present the problem, get the suggestions and then take his own decision: Herein
sufficient opportunity is given to the employees to make suggestions that are coolly considered
by the manager.
The Manager may define the limits and request the group to make a decision: A manager of this style
of management lets the group have the right to make the decision. The subordinates are able
to take the decision to the limits defined by the manager.

The Manager may permit full involvement of the subordinates in the decision-making process: It is
often designated as ‘Democratic’ leadership.
Leadership style refers to the behaviour pattern adopted by a leader to influence the behaviour
of his subordinates for attaining the organizational goals. As different leadership styles have
their own merits and demerits, it is difficult to prefer one leadership style to another. The
selection of a leadership style will depend on the consideration of a number of factors.
Tannenbaum and Schmidt have pointed out the important factors that affect the choice of a
style of leadership are:
• Forces in the manager, i.e. the manager’s personality, experience, and value system.
• Forces in the subordinates, i.e. the subordinates, readiness for making decisions,
knowledge, interest, need for independence etc.

• Forces in the situation, i.e. complexity of the problem, pressure of time etc.

Give steps for leadership styles and patterns

The term “leadership” had been used in most of the 20th century, in ways
that were synonymous with “management.”

13.3.2 Leadership Skill
The leader is expected to play many roles and, therefore, must be qualified to guide others to
organizational achievement. Although no set of absolute traits or skills may be identified, the
individuals who possess abilities to lead others must have certain attributes to help them in
performing their leadership roles. In a broad way the skills which 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.

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. He should know people; their needs,
sentiments, emotions, and also their actions and reactions to particular decisions, their

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