Essays on The Bureaucratic Styles of Leadership Assignment

Download full paperFile format: .doc, available for editing

The following paper 'The Bureaucratic Styles of Leadership' is a perfect example of a human resources assignment. Currently, there are several styles of leadership as there are leaders. Psychologists and business people have established useful and simple ways of explaining the main leadership styles. These usually assist aspiring leaders to understand the leadership style to employ. According to Spillane et al. (2004), leadership is all about the requirements of individuals and organization an individual is leading. Leadership styles are not trial and error stuff but rather, they need to be implemented to particular needs of a situation.

Leaders need to consider certain needs of individuals involved and certain challenges facing an organization. So far, several styles of leadership have been discussed, thus the most effective leader needs to move among these styles and implement the ones that meet the requirements at the moment (Oates, 2011). Types of leadership styles Democratic leadership is a style of leadership that encourages the sharing of duties, delegation’ s exercise, and continual consultation. This leadership style can be characterized by leaders seeking consultation on every major issue and decision, leaders efficiently delegate duties to subordinates and provide them with full control and responsibility for those duties, leaders welcome feedback on the outcomes of initiatives and the environment of the work and finally, leaders promote others to become leaders and be entailed in the development of leadership (James, 2011). Autocratic leadership entails making personal decisions and then passing them to subordinates.

Sternberg et al. , (2002) argue that in the world of autocratic, managers are available to make decisions and employees are there to follow the decision made. Frey et al. (2009) note that autocratic leadership is a classical style of leadership that can be characterized by leaders seeking to make as many decisions as they could.

Business leaders also seek to possess the most power and control in making decisions. In this style of leadership, leaders seek to maintain responsibility instead of utilizing complete delegation. Consultation with other members at work is also minimal and the making of decision becomes a private process. Managers are always less concerned with advancing their leadership development and love to simply work on the task at hand (Frey, et al.

2009). The bureaucratic styles of leadership concerns with ensuring employees are following procedures and rules correctly and consistently. Bureaucratic leadership usually has several characteristics. Managers normally expect workers to display an official, business-like character in the place of work and among each other. Business leaders usually gain instant power with their position. This is because rules demand workers to pay them particular privileges, such as being capable of signing off on every major decision. Leaders as a result usually suffer from power positions. Leadership development thus becomes pointless since only titles and roles offer real management or power (Rowitz, 2009). In bureaucratic leadership, workers are always compensated for their capability to adhere to rules and following the procedures perfectly.

Systems of bureaucracy usually develop gradually over a long period of time, thus are more commonly obtained in large and old businesses. Bureaucratic leadership is always met with flinch from the leadership team. Almost everyone does not like bureaucracy’ s idea. Lorsch (1974) argues that by definition, bureaucracy entails time-intensive and time-wasting policies and procedures in a thorough and slow framework.

Employees working in a bureaucracy are always given very little option as to how work needs to be performed. A large part of employees’ daily activities is managed by the rule book.

References

Spillane, J. et al. 2004, Towards a theory of leadership practice, Journal of Curriculum Studies 36 (1): 3–34.

Sternberg, V. et al., 2002, Theoretical Letters: The person versus the situation in leadership. The Leadership Quarterly 13 (3): 301–323.

Frey, M., Kern, R., Snow, J., & Curlette, W., 2009, Lifestyle and Transformational Leadership Style. Journal of Individual Psychology, 65(3), 212-240.

Tittemore, J. A., 2003, Leadership at all Levels. Canada: Boskwa Publishing

Lorsch, J. W., 1974, Review of Leadership and Decision Making. Sloan Management Review.

Rowitz, L., 2009, Public health leadership: putting principles into practice, Edition2, New York: Jones & Bartlett Learning.

Daft, R. L., Lane P. G., 2007, The leadership experience, Edition4, London: Cengage Learning.

Montana, Patrick J.; Bruce H., 2008, Management. Hauppauge, New York: Barron's Educational Series

Webb, B., 2011, Leadership Styles Versus Motivation. Retrieved May 17, 2011 from

Oates, S. 2011, Leadership Styles – Autocratic vs Democratic vs Bureaucratic. Retrieved May 18 from

James, T. 2011, Democratic Leadership Style. Retrieved May 20, 2011 from

Lord, R. G., 1988, Executive leadership and organizational performance: suggestions for a new theory and methodology. Journal of Management, 14(3), 453-464.

Koopman, P. L., 2002, Leadership in organizations. Organizational psychology. (pp. 166–187): Sage Publications, Inc.

House, R. J. 2004, Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, SAGE Publications, Thousand Oaks

Hellriegel D., & Slocum W., J., 2007, Organizational behavior, Cengage Learning: New York

Schermerhorn R., J., 2010, Management, John Wiley and Sons: New York.

Rowe G., W., & Guerrero L., 2010, Cases in Leadership. SAGE: New York.

Download full paperFile format: .doc, available for editing
Contact Us