Reading: Lesson 3 - Leadership Styles

2.3.A - Leadership Styles

1. MANAGEMENT VIEWS OF EMPLOYEES

1. Individual managers often deal with employees in very different ways. Managers’ attitudes about people and work affect the way they do their jobs and treat the people they supervise. Good managers are able to adjust their management style to the characteristics of the people they supervise and to the situation.
   
2. Some managers believe employees will not perform their work well unless they are closely managed. This attitude results from a feeling that employees are not very interested or motivated and work only because they have to. With this attitude, managers are likely to assume that employees will not work any harder than necessary and will try to avoid responsibility. These managers expect that they will have to find ways to force employees to put forth the effort necessary to complete the work assigned to them. They do not assume that employees will take individual initiative or have concern for the quality of their work. Managers with these beliefs closely supervise and control employees and make all important decisions. They are likely to use rewards and punishments regularly to try to influence worker performance. They spend much of their time in close supervision of employees rather than on other management responsibilities.
   
3. Managers who believe employees generally enjoy their work relate to people in a very different way. These managers believe that employees are interested in their work because the job meets many of their personal needs. Employees who enjoy their work are motivated to do a good job. With this set of beliefs, managers assume that employees like personal responsibility and will take the initiative to solve problems, help others, and perform quality work. Employees with those characteristics do not need close supervision and control.
   
4. Managers with this set of beliefs ask people for their ideas on how to perform the work. They allow employees a great deal of control over their own work and do not feel they need to apply immediate punishments or rewards. These managers spend more time on other management activities and less on close employee supervision.
   
5. Studies have found that neither of these management views is correct for all employees and all jobs. Although many managers tend to favor one view over the other, managers who adjust their approach as circumstances change are likely to be more effective. For example, if there is some work that employees strongly dislike, closer supervision may be required. When employees are doing work they enjoy, managers may not need to supervise as closely. Flexibility in managers’ views of employees permits flexibility in their treatment. Employees tend to prefer managers who are flexible enough to increase or decrease the amount of supervision as needed.
   
6. Managers can influence whether employees like or dislike their work. New employees are often nervous and unsure about some of their job assignments. However, they are usually excited about the work and want to do a good job. If they have a negative experience, decide they don’t like the work, or believe their manager does not care about them, they may be less motivated and enthused. New employees will feel better if their supervisor is available and willing to provide help and feedback until the employees are comfortable with the work.
   
7. Experienced employees who have demonstrated they can perform their jobs well may resent close supervision. They will believe their manager lacks confidence in them and expects them to make errors or work too slowly. Employees who have demonstrated they can perform their work well will have a positive view of their manager when they see their manager’s trust.
   
8. If the employees do not seem to enjoy the work they are doing, rather than increasing the amount of supervision, managers can try things to change their attitudes. Managers can work with the employees to determine the reasons for their feelings and to find out what they like and dislike about that type of work. The managers can develop ways to involve employees, encourage and respect their ideas, and offer opportunities to do more of the type of work they enjoy when possible.
   

2. LEADERSHIP STYLES

1. The general way a manager treats and supervises employees is called leadership style. It includes the way a manager gives directions, handles problems, and makes decisions. Leadership style is influenced by many factors, including the manager’s preparation, experience, and beliefs about whether employees like or dislike work. Every manager approaches leadership in a slightly different way. However, leadership styles fall into three general categories: autocratic, democratic, and open leadership.
   
2. The autocratic leader gives direct, clear, and precise orders with detailed instructions as to what, when, and how work is to be done. With an autocratic leader, employees usually do not make decisions about the work they perform. When questions or problems arise, employees look to the manager to handle them. The autocratic manager seldom consults with employees about what should be done or the decisions to be made.
   
3. Efficiency is one of the reasons for using the autocratic style. The employees are supposed to do the work exactly the way the manager says—no surprises. Employees generally know what the manager expects. If they are in doubt about what to do or how to do it, they consult the manager. The autocratic leader believes that managers are in the best position to determine how to achieve the goals of the organization. They also assume that workers cannot or do not want to make decisions about their work.
   
4. Some workers prefer leaders with autocratic styles, but many do not. A major disadvantage of the autocratic style is that it discourages employees from thinking about better ways of doing their work. As a result, some employees become bored or frustrated. This type of leadership may lead to employee dissatisfaction and a decline in their work performance. Human relations problems arise, especially between managers and employees, when managers use an autocratic leadership style extensively. Finally, the autocratic style does not prepare employees for leadership opportunities or promotion, because they do not gain experience or confidence in decision making or problem solving.
   
5. The autocratic style is effective in some situations. For example, it is often the best style to use in emergencies. Getting out a large rush order, for example, may not allow time for a supervisor to discuss the necessary procedures with employees. It is much more efficient for a supervisor to give specific orders and expect a rapid response. Managers may also need to use an autocratic style with temporary employees, such as part-time workers hired for short periods of time. The effective leader is one who knows when a situation calls for an autocratic style of leadership and uses it only until that situation is over.
   
6. The democratic leader is one who encourages workers to share in making decisions about their work and work-related problems. When using the democratic style, managers communicate openly with employees and discuss problems and solutions with them rather than merely announcing decisions. The manager may still make the final decision, but only after discussing possible solutions with employees and seeking their advice. Even when a decision is not involved, the democratic manager provides workers assistance or encouragement and offers reasons about why certain work changes must occur. The principal characteristic of the democratic style, however, is that it encourages employees to participate in planning work, solving work problems, and making decisions.
   
7. Many people say they prefer a manager who uses a democratic style of leadership. Involvement in planning and decision making helps employees feel like active members of a team striving to reach common goals, rather than just workers putting in their time. They are more likely to carry out plans and decisions they helped to develop. Employees who see that managers have confidence in them are often highly motivated and, as a result, need not be as closely supervised.
   
8. As good as the democratic style may sound, however, it has limitations. Not all people like to participate in decisions. Some prefer to just do the work for which they were hired. Also, planning and discussing problems is time consuming. Furthermore, many jobs are fairly routine, with little opportunity for sharing in decision making. Employees will certainly be upset if managers ask them to help make only unimportant decisions or if they don’t see management carefully considering their ideas.
   
9. The democratic leadership style is effective in many situations, especially when employees are committed to their jobs and want more responsibility. It is also effective with experienced, well-trained workers. When special problems arise and the manager wants as many helpful ideas as possible, the democratic style is particularly effective.
   
10. The open leader gives little or no direction to employees. Employees are expected to understand the work that needs to be done. Methods, details, and decisions are left to individual employees or teams. Employees are generally allowed to do their work with little management oversight or involvement. Only when problems occur or major changes are implemented will the manager take a leadership role. Generally, employees concentrate on specific tasks and are not involved in the tasks of others.
    
11. The open style works best with experienced workers and in businesses where few major changes occur. If people have their own specialized jobs and are experts at them, the manager might use this style of leadership. If people work in many different locations, such as salespeople or home-based employees, the open style may work well. Managers will not be able to closely control employees’ work because of their location, and getting together to make decisions may not be feasible.
    
12. Managers should be careful when using the open style of leadership with inexperienced employees or employees who are not used to making their own decisions. When employees are not confident in their abilities or do not trust that managers will let them make their own decisions, they are likely to be ineffective with the open style. When effective teamwork is required, without training in team responsibilities, the open style can lead to confusion and lack of direction. Open leadership should be used very carefully and only after ensuring that employees are prepared for it and comfortable with the individual responsibility.
    
13. Effective managers understand the five management functions, demonstrate leadership, use human relations skills, and choose the most appropriate management style. The most effective managers use situational leadership. A situational leader understands employees and job requirements and matches actions and decisions to the circumstances. For example, if a situational leader forms a team of experienced employees to work on a task, the leader will use an open style. If the team were composed of new employees, the leader might be more involved and provide more direction, using a democratic or autocratic style.