Essays on Management Case Study

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IntroductionPeople confuse management with leadership since managers and leaders have much in common. However, they have some immense differences between the two. In contrast to the notion of 'management, ' which suggests maintenance or preservation, 'leadership' implies a process directed at shipping the behaviour of others. It is the act of inspiring subordinates to perform their duties willingly, competently and enthusiastically. A leader influences his followers and their behaviour in whatever direction he or her chooses. Effective leadership is the ability to successfully maximize and integrate available resource within the external and internal environment from the attainment of organizational goals, transforms potential into reality, triggers the power of motivation in people and guides them towards goals (Tannenbaum, & Schmidt, 2002).

This essay will focus on different types of leadership styles and identity which one’s John Terrill used in the case study. We will also focus on leadership approach that one can take in this situation and why. Leadership styles Leadership style is the approach and manner of providing direction, motivating subordinates and implementing plans. Lewin (2001) lead a group of researchers to identify different style of leadership.

The three major styles of leadership, namely: Authoritarian or autocratic, Participative or democratic, and Delegative or Free Reign. In the autocratic style, all authority and decision making is centre in the leader. The leader makes all decisions and exercise total control by use of reward and punishment. An autocratic leader requires conformity from subordinates and considers his decision to be superior. They tell their subordinates what they want done and how it should be accomplished, without getting the advice from them. . One may tend to think that this style as a way for yelling, leading by threats and abusing power and using demeaning language.

In urgent circumstances, people prefer to be told what to do next. According to Zine, “In fact, in times of stress or emergency, some subordinates may actually prefer an autocratic style; they prefer to be told exactly what to do. In many working environment, length debates has no place and this style of leadership limits arguments. It allows subordinates to have one task which is to work resulting to subordinates mastering their duties and becoming proficient enough to help grow the organization.

However, the communication style of an autocratic leader is viewed as one way. They tell their subordinates exactly what they want done. This can be very frustrating if the ‘boss’ talks with subordinates only when they make mistakes and a end of the day little praise is provided. Moreover, it can generate an organization of zombies with on fresh ideas. In addition, autocratic style can create an environment of resentment and fear, leading to absenteeism and high turnover which can hider progress.

Also, it may stifle creative ideas that can make the organization more competitive (Thaker 2009). Democratic style seeks to obtain corporation from workers by allowing them participating in decision making. Adopting this style is not a sign of weakness; rather it’s a sign of strength that your subordinates will respect. Democratic style is mostly used when a leader has part of information, and his subordinates have other part. The tension between the leader and the subordinates (team members) is reduces as a result of reduces denial and fear of rejection which will make all sorts of issues addressable.

On the other hand, the leader would have certain expectations and demands from his employees which make them fear the leader. A positive work environment is created since a culture of junior workers getting a fair amount of responsibility and challenges is encouraged. “Two minds are better than one! ” same applies here. Also, when creative ideas are put together, great benefits are reaped. Organizations run with this motive that each and every person has some characteristics that can fulfill the object of the company (Thaker 2009).

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