m The managers makes decision and announces

it.(autocratic leadership)
m The manger sells his decisions.
m The managers presents his ideas and invites questions.
m The managers presents a tentative decision subject to
change.
m The manager may present the problem, get the situation
and then takes decision.
m The managers may define the limits and request the group
to make the decision.
m Full involvement of the subordinates in the decision making
process.
m Rutocratic:
{ ’eader makes decisions without reference to anyone
else
{ High degree of dependency on the leader
{ Can create de-motivation and alienation
of staff
{ May be valuable in some types of business where
decisions need to be made quickly and decisively
m —emocratic:
m Encourages decision making
from different perspectives ± leadership may be
emphasised throughout
the organisation
{ Consultative: process of consultation before decisions
are taken
{ Persuasive: ’eader takes decision and seeks to
persuade others that the decision
is correct
m —emocratic:
{ May help motivation and involvement
{ Workers feel ownership of the firm and its ideas
{ Improves the sharing of ideas
and experiences within the business
{ Can delay decision making
m ’aissez-Faire:
{ ½’et it be¶ ± the leadership responsibilities
are shared by all
{ Can be very useful in businesses
where creative ideas are important
{ Can be highly motivational,
as people have control over their working life
{ Can make coordination and decision making
time-consuming and lacking in overall direction
{ Relies on good team work
{ Relies on good interpersonal relations
m Paternalistic:
m ’eader acts as a ½father figure¶
m Paternalistic leader makes decision but may consult
m Believes in the need to support staff
m ’eadership style may be dependent
on various factors:
{ Risk - decision making and change initiatives
based on degree of risk involved
{ Type of business ± creative business
or supply driven?
{ How important change is ±
change for change¶s sake?
{ Organisational culture ± may be long embedded
and difficult to change
{ Nature of the task ± needing cooperation? —irection?
Structure?
m To take initiative.
m He identifies own group goals.
m He represents the organization.
m Rcts as an arbitrator.
m To assign reasons for his action.
m To interpret.
m To guide and direct.
m To encourage teamwork
m He manages the organization
m À
: a leader should have an understanding of
human behaviour. The human skill involves the
following:

1. Empathy
2. Objectivity
3. Communication skill
4. Teaching skill
5. Social skill
m × 
  includes:
1. Rn understanding of the organizational behaviour.
2. Understanding the competitors of the firm, and
3. Knowing the financial status of the firm.

- 6
 it involves specialized knowledge,
analytical skill and a facility in the use of the tool and
technique of a specific discipline. Technical
competence is an essential quality of leadership.
-J
 the most important task of leader
Is to get the best from other. This is possible only in he
possesses certain qualities.
1. Intelligence
2. Emotional maturity
3. Personal motivation
4. Integrity
5. Flexibility of mind
6