The People Oriented Leadership

Published Date: 02 Nov 2017

As per my leadership survey which is given below:-

Autocratic leadership style 39

Democratic leadership style 43

Delegative leadership style 38

Leadership is a process by which a person influences others to accomplish an objective & direct the organization to make it more cohesive & coherent.

My survey analysis shows that I am a democratic leader.which suits my nature as well because its natural in me that I follow democratic leadership style.Being democratic has many advantages as the leader gets a lot of good decision from employees and they also get chance in decision making process. It is also a sign of strength as all agree with the decision made with which all contribute their best achieving the task.

As for example I work in a restaurant as a kitchen worker. my boss follows democratic leadership as he is boss of us all but he works very frankly and he have some work with us he gives respect and request the person. I also behave as democratic at my work place,as I am incharge of making the roaster of kitchen hand workers.I do not take advantage of this responsibility as before making roaster I talk to the workers that which timing is suitable for them because some of them are college students so have to give them work according to their college timings and also when someone new employee is hired I give him training. When the employee commits any mistake I never lose my temper but helps to improve his work.

"A Leader is one who conducts, acts as a guide to others. In action or opinion, one who takes the lead in any enterprise or movement, one who is ‘followed’ by disciples or adherents, the most eminent member of a profession, a person of eminent position & influence"?

LEADERSHIP THEORIES:

Just as management knowledge supported by various theories, the leadership function of management too is authenticated by various theories. While the behavioral theories of leadership focused on discovering the constant relationship between leadership behaviors & the group performance, the contemporary theories emphasized the significance of situational factor (such as stress level, job structure, leader’s intelligence, follower’s traits) as well. There is some specialist who developed some models for understanding leadership. Here I’m going to explain few of them. These are:

Democratic Leadership

Laissez – faire Leadership

The people oriented leadership

Democratic Leadership:

This style involves the leader and one or more employees in the decision-making process (determine what to do & how to do).However, the leader maintains the final decision making authority. Using this style is not a sign of weakness; rather it is a sign of strength that employees will respect.

This s normally used when leader have part of the information & employees have other parts. A leader is not expected to know everything; this is why he employs knowledgeable & skilful employees. Using this style is of mutual benefit-it allows them to become part of the team & allows the leader to make better decisions.

A good democratic leader encourages participation & delegates wisely, but never loses sight of the fact that he bears the crucial responsibility of leadership. He values group discussion & input from his team & draws from a pool of his team members’ strong points in order to obtain the best performance from his team. He motivates his team by empowering them to direct themselves & guides them with a loose reign. Democratic style of leadership has the following benefits:

Psychological Involvement: - The followers contribute to organizational goals not only because they are committed to do. So but also because they are mentally & psychologically involved in attainment of these goals.

Motivation: - When leader invites suggestions from followers, it increases their motivation to participate in the decision-making processes.

Responsibility: - Though the leader has ultimate responsibility for the task, he share it with his followers, followers assume personal responsibility for the activities assigned to them & feel motivated to perform them successfully.

Increase in power: - When followers bestow confidence in their leaders, leaders’ expert & referent power increase. Which further increases social interaction between them & their followers?

Increase in job satisfaction & cooperation with management: - Employees’ contribution to organizational goals makes them committed to their jobs & reduces inter-personal conflicts. This increases job satisfaction & cooperation of employees with the management.

Reduction in employees’ turnover & absenteeism: - On-the-job satisfaction makes the employees committed to their job and they enjoy working with the organization. This reduces the rate of employee turnover & absenteeism.

Improved communication: - Constant interaction & participation of leaders & followers in decision-making processes improves communication amongst them.

This style of leadership suffers from the following limitations:

Consulting subordinates every time a decision has to be made is time consuming. Decision may, therefore, be delayed.

Suggestions given by subordinates may sometime be better then what leaders can think of. Leaders, in such cases, do not frequently invite suggestions.

Employees may not always be willing to offer suggestions.

Laissez-faire or free rein leaders: -

Leaders give responsibility of setting goals and devising means to achieve them to the group members. They allow group members to carry out the work on their own. The leader plays minor role in affecting the group goals. The laissez-faire manager exercises little control over his group, leaving them to sort out their roles & tackle their work, without participating in this process himself. In general, this approach leaves the team floundering with little direction or motivation.

The Laissez-faire technique is usually appropriate when leaders lead a team of highly motivated and skilled people, who have produced excellent work in the past. Once a leader has established that his team is confident, capable and motivated, it is often best to step back and let them get on with the task, since interfering can generate resentment and detract from their effectiveness. By handing over ownership, a leader can empower his group to achieve their goals. There are some advantages: -

As employees are responsible for framing & achieving the group goals, it increases their morale and they strive for higher job satisfaction.

Employees’ potential is exploited to the fullest extent. Their innovative and creative capacities are, therefore, explored.

Subordinates train their group members and motivate them to work. This develops subordinates & increase productivity.

Some limitations are: -

Leaders do not participate in the group’s working. They only clear the doubts of group members. The efficiency of such work activities in generally low.

Leaving everything to subordinates may be detrimental to effective attainment of organizational goals.

The people oriented leader

it is type of leadership in which leader focuses on effectiveness and efficiency,supports,trains and develops his personnel so that it could satisfy himself and also interest is maintained in the job.it also energizes employees.as this leadership is like democratic leadership because staff feels meaningful as they have rights to participate in decision making process which makes job satisfactory levels rise of the employess .the people oriented leader always encourages feedback and ideas of employess which creates good atmosphere at work place as good understanding and enjoy some good fresh ideas for improvement.as being people oriented leader have some more positive impacts staff is always loyal and honest to the organization.This leaders knows how to accomplish the task in time in the organization where they work.

Different Leadership styles – At a glance: -

The following table highlights the important characteristics of different leadership styles:

THE PEOPLE ORIENTED LEADERSHIP

DEMOCRATIC STYLE

LAISSEZ-FAIRE STYLE

DECI SION MAKING

Decisions are made by the leader but every employee have right to speak.

Leaders invite followers to participate in decision-making process (decentralized decision-making)

Decisions are made by the subordinates (decentralized decision-making)

AUTHORITY

Equally delegated to the subordinates

It is partly delegated to subordinates’

It is completely delegated to subordinates

MOTIVATION

Positive motivation

Positive motivation (rewards and incentives)

Self-motivated to work

BEHAVIOUR-ORIENTATION

Relationship-oriented behavior

Relationship-oriented behavior

Relationship-oriented behavior

NEED SATISFACTION

Lower and higher order needs

Lower-order and partly higher-order needs

Higher-order needs

COMMUNICATION

Vertical, one way, top to bottom

Vertical, two way, top to bottom and bottom to top

Vertical & horizontal

SCOPE FOR DEVEOPMENT

Creative and skillful are developed

Employee’s innovative and creative skills are developed

Full scope for employees’ development

Researchers have revealed that performance of workers in terms of quantity of work is the least in laissez-faire leadership style & it is almost the same in the people oriented and democratic styles of leadership. So far as the quality is concerned, it is found better when democratic style of leadership is adopted. Between the people oriented and democratic styles of leadership, quantity of performance was sometimes higher in democratic style and sometimes in the people oriented style, but the quality (reflected in job satisfaction) was always higher in democratic style of leadership.

LEADERSHIP THEORIES:

TRANSACTIONAL LEADERSHIP THEORY:

Transactional leaders are those "who guide or motivate their followers in the direction of established goals by clarifying role & task requirements". They determine the goals for subordinates and guide them towards their achievement. Their focus is on task requirements and role of subordinates to achieve those tasks. They are committed to organizational goals and offer rewards to those who perform well. There are some characteristics of transactional leaders:

They motivate the followers to achieve organizational goals.

They reward the followers for good performance. Rewards are, thus, exchanged for efforts.

They lay standards of performance, evaluate subordinates’ performance, search for deviations and take corrective actions to minimize the deviations.

TRANSFORMATIONAL LEADERSHIP THEORY:

Transformational leaders are those "who provide individualized consideration, intellectual stimulation and possess charisma". Charisma is "a form of interpersonal attraction that inspires support and acceptance". A leader with charisma is more successful than non-charismatic leader. They instill a sense of mission in followers and teach them to subordinate their individual interests in the interest of organizations. They focus on organizational goals and developmental needs of followers. They develop in followers a vision to see old problems in new ways and arise in them the desire to achieve group goals.

Transformational leadership is akin to that of captaincy of a team, where the goal is to bring out the best from every team member.

It must be effective, efficient and excellent so that it does not waste human potential. It is not enough to be transformational in ones individual action alone. To be effective, efficient and excellent, four components of transformational leadership must be understood and developed:

PURPOSE: - The transformational leader reasons and acts with organizational purpose firmly I mind. This provides focus and consistency.

KNOWLEDGE: - He has the knowledge to judge and act prudently. This knowledge is found throughout the organization and its environment, but must he shared by those who hold it.

AUTHORITY: - He not only has the power to make decisions and act but also recognizes that all those involved and affected must have authority to contribute what they have, towards shared purpose.

TRUST: - He inspires – and is the beneficiary of – trust throughout the organization and its environment. Without trust and knowledge, people are afraid to exercise authority.

Transformational leaders "go beyond ordinary expectations by transmitting a sense of mission, stimulation learning experiences and inspiring new ways of thinking." A transformational leader has the following qualities:

They build confidence in followers and help them achieve their group goals.

They develop in followers a sense of mission, a desire to do something new.

They promote followers’ intelligence and rationality and help them in careful problem-solving.

They give personal attention to followers and advise each employee individually.

TRANSACTIONAL VS TRANSFORMATIONAL LEADERSHIP:

Transactional and transformational leadership are not opposing approaches to leadership. They hold different opinions about guiding the followers. Today, when markets have become globalised, leaders have to be transformational to inspire the followers to achieve group goals. They develop in followers the ability to question the view points of leaders and develop their analytical skills to improve the standards of behavior. Evidence proves that transformational leaders are more effective than transactional leaders. They exhibit leadership styles that result in low turnover rates, high productivity and high employee satisfaction.

The following table explains the points of difference between transactional and transformational leadership:

TRANSACTIONAL LEADERSHIP

TRANSFORMATIONAL LEADERSHIP

It is traditional leadership in nature.

It is ethical leadership in nature.

A transactional leader specifies what subordinates need to do achieve objectives, classifies task requirements and helps subordinates become confident to achieve their objectives.

A transformational leader inspires through vision and energy.

He has a vision of his own and subordinates follow to achieve the leader’s vision.

3. He creates a shared vision with his subordinate where every subordinate identifies that vision as his own.

He has to be approached to solve every problem.

4. He prepares subordinates to face the problems themselves.

He monitors people to achieve the expected targets, according to the plan.

5. He inspires people to do the unexpected, above and beyond the plan.

LEADERSHIP ROLE MODEL:

GRETCHEN SPEITZER, is a person who establish something of new Zealand retailer the store of goods and of the Bernard foundation. Bernard access the store in 1981 after 13 years with retailer DORFMAN BELLY & SONS as merchandise director. He remained the position of managing director till up to time that, 2000, when he becomes know as the founder in 2007 the warehouse. Group had 80 retail in new Zealand with sales of NZ$ 1.32 billion.

This is a type of transformer leader. It has gained academic attention as a new paradigm for under leadership. The notion of this was developed under the tutelage of Bryant boss(1997).it define the need of change, develop a vision for the future and mobilize follower commitment to achieve results beyond what normally be expected.

KATHERINE XIN, a view of the literature demonstrates that research exploring the effectiveness of transformation leadership in an international context is more limited. Because the genesis of transformation leadership was in western culture.

Transformational leaders change the belief & attitude of followers so that they are willing to perform beyond the minimum levels specified by the organization.

It articulates a vision of the further of the organization provides a model that is consistent with that vision, faster the acceptance of group goals & provides individualized support.

Transformational leaders have a proactive approach. It helps to achieve higher employee confidence & too makes complete of a particular person & organizational aims (Hammed, 2004).

SELF-ASSESSMENT: -

BENCHMARKING:

To improve Operational Excellence capability Executive summary Of research report , This is a contiguous ongoing long-term systematic structured formal analytical organized process for evaluating understanding assessing measuring comparing the organizations , companies that are recognized acknowledged identified as best-in-class representing best practices for the purpose of organization comparisons , organization improvement. When project planning, organizations always initiate a step of progress or success

X1

X2

X4

B1

Separation into constituent parts

Certain (My Possess)

B2

Trust in one’s abilities with level at extending far upwards

B3

responsibilities to living in groups as social (awareness)

2

B4

constructive thoughts

2

B5

Workable approach

2

B6

RESULTS

7

It provides the maximum & assigns an ideal. We will definitely be more aware of our leadership role in the future based on the theories. The assessment and other insights from organizational theory will provide an excellent basis for us to understand that our leadership must be collaborative and adaptable to whatever situation that we are in. A4 is the actual measures of my own assessment in terms of Tests. A6 Deviation is the difference of comparison between benchmarked figure and the real figure

BENCH MARKING TOOL.

http://www.ibforum.com/wp-content/uploads/2012/11/Intranet_benchmarking_model-300x254.jpg

I would like to relate this benchmarking tool to myself as i am working in a restaurant so their a lot of employees working with me. I am working at most lowest level so I need to give my full usability so that I can go up for that need to form strategies like do clean work and take care of cleanliness of my work place and show my hardwork.after getting as I sometimes get chance to work in kitchen I need to do give best performance as their working speed is most important because a lot of people. For getting successful I need to have good communication with employees working their as all white people are working and I need to somewhat adopt their culture so that there is no difference between me and employees and I could communicate properly with them.

PERSONAL DEVELOPMENT PLAN 1

OPPORTUNITIES

Short term = I am doing national diploma in business management and currently working as parttime worker in restaurant I am looking for a job related to my studies and get experience for them so that I can good post in the organization so that I can secure my future.

Long term= as I get my studies related job I would like to show my talent and hardwork to the company so that I get good post and secure my future and have a good living.I want to be a manager in good company and work with full responsibilities.

RATIONALE

Short term

1 To complete my studies= I want to complete my diploma by the end of this year with good grades and at time, as studies is the base of starting the carrier of life.

To get job related to my studies = I am working in a restaurant as a parttime worker but it is not my field related job so looking for a good job from where I get my future secured.

To get driving licence= having personal vehicle is very important in this countries as expenses are less and travelling by buses is expensive and sometimes there is transport problem also as buses get late.

To get fluency in English= as to survive I need to have improve my English as it is most spoken language here and without good speaking language I can’t communicate properly with people working with me.

Long term

Good job=as I get my field related job I will try get a post as manager in that organization so that I can get further viza and get residency in new Zealand

Establish my own business= after I get resident I will own my business and I am thinking of establishing business in food industry as it is very profitable business.

STRATEGIES

SHORT TERM

I am working as a kitchen hand worker but want to learn kitchen work and learning this work .sometimes I get chance to learn kitchen work.it is difficult work as I am from india so don’t know about food of this country.

LONG TERM

I talked to my head chef for becoming a chef so after my studies I’ll start my training of being chef I would utilize my full time and do hard work for becoming a good chef as I want to establish my own business in food industry.