Leadership Style
PROJECT REPORT ON
LEADERSHIP STYLE
SUBMITTED BY
SAYYAD ALIRAZA
M.COM -I.
2012-13
PROJECT GUIDE
PROF. HARDEEP KAUR
Submitted To
University of MumbaI
BUNTS SANGHA MUMBAI
ANNA LEELA COLLEGE OF COMMERCE & ECONOMICS
SHOBHA JAYARAM SHETTY COLLEGE FOR B.M.S
Shashi Manmohan Shetty Higher Education Complex,
Buntara Bhavana Marg, Kurla (East), Mumbai 400 070
LEADERSHIP STYLES
Every manager develops a style in managing the activities. Such styles vary from leader to leader, from situation to situation and from organisation to organisation.
In the words of Edwin Flippo, ““Leadership style is a pattern of behaviour designed to integrate organisational and personal interest in pursuit of some objective.”
The main types of leadership are as follows 1. AUTOCRATIC STYLE: An autocratic is the one who takes all decision by himself expects to be obeyed by his subordinates. The subordinates have no scope to question the superior. Certain points to be noted in this respect: * The superior makes the decision * The superior does not consult the subordinates in decision making. * The superior is responsible for the decision * The relationship between superior and subordinates are formal This style is suitable when: * Quick decision are to be made * Subordinates are inexperienced and it does not make any sense to consult them.
2.BUREAUCRATIC STYLE:
This type of leadership style is more followed in government departments. The bureaucratic often follow rules and regulations in totality. They do not use their direction, even to do away with more formalities. They strictly follow the scalar chain principle, even in the case of urgency. The following points to be noted: * The bureaucratic takes the decision by strickly following formalities, rules and regulations. * The subordinates are often not consulted * The bureaucrat may avoid responsibility. * The relationship between superior and
LEADERSHIP STYLE
SUBMITTED BY
SAYYAD ALIRAZA
M.COM -I.
2012-13
PROJECT GUIDE
PROF. HARDEEP KAUR
Submitted To
University of MumbaI
BUNTS SANGHA MUMBAI
ANNA LEELA COLLEGE OF COMMERCE & ECONOMICS
SHOBHA JAYARAM SHETTY COLLEGE FOR B.M.S
Shashi Manmohan Shetty Higher Education Complex,
Buntara Bhavana Marg, Kurla (East), Mumbai 400 070
LEADERSHIP STYLES
Every manager develops a style in managing the activities. Such styles vary from leader to leader, from situation to situation and from organisation to organisation.
In the words of Edwin Flippo, ““Leadership style is a pattern of behaviour designed to integrate organisational and personal interest in pursuit of some objective.”
The main types of leadership are as follows 1. AUTOCRATIC STYLE: An autocratic is the one who takes all decision by himself expects to be obeyed by his subordinates. The subordinates have no scope to question the superior. Certain points to be noted in this respect: * The superior makes the decision * The superior does not consult the subordinates in decision making. * The superior is responsible for the decision * The relationship between superior and subordinates are formal This style is suitable when: * Quick decision are to be made * Subordinates are inexperienced and it does not make any sense to consult them.
2.BUREAUCRATIC STYLE:
This type of leadership style is more followed in government departments. The bureaucratic often follow rules and regulations in totality. They do not use their direction, even to do away with more formalities. They strictly follow the scalar chain principle, even in the case of urgency. The following points to be noted: * The bureaucratic takes the decision by strickly following formalities, rules and regulations. * The subordinates are often not consulted * The bureaucrat may avoid responsibility. * The relationship between superior and
References: Grant, R.M. (2005): Contemporary Strategy Analysis, Blackwell Publishing Ltd., Oxford (U.K.) Hunger, J. and Wheelen, T (2003): Essentials of Strategic Management. New Jersey: Pearson Education Inc. McGahan, A. (2004): How Industries Evolve - Principles for Achieving and Sustaining Superior Performance. Harvard Business School Press, Boston, 2004. Porter, M.E. (1985): Competitive Advantage, The Free Press, New York. Thompson, A. and Strickland, J (2001): Crafting and Implementing Strategy. Irwin McGraw-Hill. http://www.nikebiz.com/environ/com_mission.shtml. Article Source: http://www.ArticleBlast.com * AKNOWLEDGEMENT I am thankful to my teacher and our friends who support me to complete my project and special thanks to my teacher Prof.SUBASHINI IYENGAR for helping me to develop my ideas and analysis from which I borrowed freely.