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Unit 13: Motivation and Morale

An autocratic leader operates on the following assumptions: Notes

• An average human being has inherent dislikes of work and will avoid it if he can.
• His assumption is that if his subordinate was intelligent enough, he would not be in that
subordinate position.

• He assumes that unintelligent subordinates are immature, unreliable and irresponsible
persons. Therefore, they should be constantly watched in the course of their work.
• As he has no regard for his subordinates, he gets the work done by his subordinates
through negative motivation, i.e. through threats of penalty and punishment.
Thus under this style all decision-making power is centralized in the leader. The autocratic
leader stresses his prerogative to decide and order and subordinates obligation to do
what they are told to carry out. He does not give subordinates the freedom to influence his
behaviour.

Types of autocratic leadership are:
Strict Autocratic Leaders: A strict autocratic relies on negative influence and gives orders which
the subordinates must accept. He may also use his power to disperse rewards to his group.

Benevolent Autocrat: The benevolent is effected in getting high productivity in many situations
and he can develop effective human relationship. His motivational style is usually positive.
Manipulative Autocrat: A manipulative autocratic leader is one who makes the subordinates
feel that they are participating in decision-making process even though he has already taken
the decision.

13.6.2 Participative or Democratic Leadership
A democratic leader is one who consults and invites his subordinates to participate in the
decision-making process. He gives orders only after consulting the group; sees to it that the
policies are worked out in group decisions and with the acceptance of the group. The manager
largely avoids the use of power to get a job done. He believes that a desired organizational
behaviour can be obtained if employees’ needs and wants are satisfied. Therefore, he not only
issues orders but interprets them and sees to it that the employees have the necessary skill and
tool to carry out their assignments. He assigns a fair work lead to his personel and recognizes
the job that is well done; there is a team approach to the attainment of organizational goals.
He recognizes human value for greater concern for his subordinates. A participative leader
operates on the following assumptions:
• Subordinates are capable of doing work and assuming the responsibility if they are given
opportunities and incentives.
• Subordinates are supervised, guided and aided rather then threatened and commanded
to work.
• Mistakes are not viewed seriously. The assumption is that disciplinary action
breeds discontent and frustration among employees and creates an unhealthy work
environment.

13.6.3 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 and there is complete freedom for the subordinates. Group of members work
them and provide their own motivation. The manager exists as a contact man with outsiders
to bring for his group the information and resources it needs to accomplish its job. A free-rein
leadership operates on the following assumption:

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