Page 281 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Management Practices and Organisational Behaviour

Notes Thus, under this style, all decision-making power is centralized in the leader. The autocratic
leader stresses his prerogative to decide and order, and denies subordinates the freedom
to influence his behaviour.
Types of Autocratic Leadership
(a) Strictly autocratic leaders: A strictly autocratic leader relies on negative influence and
gives orders which the subordinates must accept. He may also use his power to
dispense rewards to his group.
(b) Benevolent Autocrat: The benevolently autocratic leader is effective in getting high
productivity in many situations and he can develop effective human relationships.
His motivational style is usually positive.

(c) Manipulative Autocrat: A manipulative autocratic leader is one who makes
subordinates feel that they are participating in decision making process even though
he has already taken the decision.

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 policies are worked out in group decisions
and with the acceptance of group. The manager largely avoids the use of power to get a job
done. He behaves that a desired organisational 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 skills and tools to carry out their
assignments. He assigns a fair work load to his personnel and accords due recognition to
jobs that are well done. There is a team approach to the attainment of organisational goals.
He recognizes the human value of showing greater concern for his subordinates.
A participative leader operates on the following assumptions:

(a) Subordinates are capable of doing work independently and assuming the
responsibility for proper execution if they are given opportunities and incentives.
(b) Subordinates are supervised, guided and aided rather than threatened and
commanded to work.
(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.

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