1.

INTRODUCTION

Leadership is one of the most favorite topics among psychologists, sociologists, political
scientists, and certainly management scientists. There is a still growing interest in leadership,
which has been defined in different ways. Leadership is a universal component of human
condition. It is a process by which and through which groups, organizations and societies seek to
achieve their perceived needs and objectives.

Napoleon expressed his feelings about the importance of leadership in his quip that he would
rather have an army of rabbits led by a lion than an army of lions led by a rabbit. It is the leaders
who make the difference in their subordinates‘ satisfaction and performance. Leaders also make
the difference in whether their organizations succeed or fail.

Over the last 50 years, leadership has been examined in terms of enduring traits, sets of
behaviors or styles, situational properties, and presumed cognitive processes. Despite numerous
theories and volumes of research, little cumulative knowledge has been gained.

Various camps are concerned with important but entirely difficult aspects of leadership. Each
camp, however, represents the dimension of leadership with which it is preoccupied as a
complete leadership theory. Many of researchers by adding little to leadership research, for the
most part, fail to embrace the complexity and the paradox inherent in human deliberation and
action.

 Leadership is an abstract quality in a human being to induce others to do whatever they are
directed to do with zeal and confidence. It is a quality or ability of an individual to persuade
others to seek defined objectives enthusiastically. The leader is a force of the organization that
designs, executes, coordinates, and controls all the functions of an organization, i.e. planning,
executing, organizing, directing, and controlling. Leadership inspires; creates confidence; helps
the team mates to give their maximum for the attainment of objectives. In a business
organization, managers at all levels, by whatever name called, are leaders because they all have
subordinates whose efforts are canalized in a definite direction. A leader gives a company the life
which creates the products and innovations that it sells. Effective leaders develop a team of
effective employees, subordinates or followers, and they together develop a more effective

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organization. In order to run the organizations effortlessly, effectively and efficiently, the most
important and valued factor organizations need are Human resources. The success of an
organization depends on the diligent, loyal and concerned managers and employees. Leadership
is required in every organization at every level, the success or failure of an organization depends
on the quality of leadership particularly on the part of top management. In this competitive era
where world has become a global village, firms are considered to be competitive on the basis of
competence of their human resources. Management of employees mostly depends on the quality
of leadership organizations have (Albioon & Gagliardi, 2007). Concept of leadership is not a
new concept in the field of social science studies. In the recent years, the area of leadership has
been widely studied more than any other aspect of human resource management. Peter. F.
Drucker considers leadership as a human characteristic which lifts a man’s vision to higher
sights; raises and builds his performance to higher standards, and builds man’s personality
beyond its normal limits. Leadership is an important abstract quality of the leader that sets apart
a successful organization from an unsuccessful one. Leadership is, therefore, regarded as the
process of influencing the activities of an individual towards goal achievement in a given
situation. Leadership is a function of leader the followers and other situational variables

Leadership is Inter-Personal influence exercised in a situation and directed through

communication process, towards the attainment of a specialized goal and goals. - Robert
Tannehbaum •Leadership is that combination of qualities by the possession of which one able to
get something done by others, chiefly because, through his influence, they become willing to do
so. - Ordway Tead •Leadership is the ability to secure desirable actions from a group of
followers voluntarily without the use of coercion. - Alford and Beatty

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2. LITERATURE REVIEW:

Burns (1978) similarly remarks that, "Leadership is one of the most observed and least
understood phenomena on earth." This problem arises not only in understanding the operation of
the theory but even in its definition.

Stogdill (1974) claims that, "There are almost as many definitions of leadership as those who
have attempted to define the concept." Indeed, seven decades of research on the subject has led
Stogdill to conclude that the ―endless accumulation of empirical data has not produced an
integrated understanding of leadership. Sometimes different terms have been used to refer to the
same type of behavior. At other times, the same terms has been defined differently by various
theorists. What is treated as a general behavior category by one theorist is viewed 10 as two or
three distinct categories by another theorist

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3. NEED FOR STUDY:

Leadership style concepts may be valuable in identifying strengths and weaknesses of current
and future leaders, and leadership style inventories and assessments are available. They can also
be used to identify what kind of leader is needed for a particular organization at a particular time
and assist in choosing someone who has the desired leadership approach. Finally, they can be
useful in increasing a leader’s self-awareness of his or her own leadership preferences and
approaches for the purpose of self -development.

4. OBJECTIVE:
 To study the style of leadership

5. RESEARCH METHODOLOGY
 Research type:
o Descriptive
 Method of data collection:
o Research is based on secondary data.

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6. TYPES OF LEADERSHIP STYLES

Leadership style can be defined as the technique and approach of providing direction,
implementing plans, and method of motivating people. It is an acquired attribute that begins in
early childhood and may evolve over time. An effective leader is not just aware that there are
different leadership styles but also mixes and matches them to influence followers in a desired
manner to achieve desired results. Different leadership styles can be developed through training
and practical experiences

1. Autocratic or Authoritarian Leadership:

Autocratic leadership, also known as authoritarian leadership, is a leadership style characterized

by individual control over all decisions and little input from group members. Autocratic leaders
typically make choices based on their ideas and judgments and rarely accept advice from
followers. Autocratic leadership involves absolute, authoritarian control over a group.

Like other leadership styles, the autocratic style has both some benefits and some weaknesses.
While those who rely on this approach to heavily are often seen as bossy or dictator-like, this
level of control can have benefits and be useful in certain situations. When and where the

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authoritarian style is most useful can depend on factors such as the situation, the type of task the
group is working on, and characteristics of the team members.

If you tend to utilize this type of leadership with a group, learning more about your style and the
situations in which this style is the most effective can be helpful.

When the leader is the most knowledgeable person in the group, the autocratic style can lead to
fast and effective decisions.

The PROS of autocratic leadership style :

It can be effective in small groups where leadership is lacking. Have you ever worked with a
group of students or co-workers on a project that got derailed by poor organization, a lack of
leadership and an inability to set deadlines? If so, the chances are that your grade or job
performance suffered as a result. In such situations, a strong leader who utilizes an autocratic
style can take charge of the group, assign tasks to different members, and establish solid
deadlines for projects to be finished.

These types of group projects tend to work better when one person is either assigned the role of
leader or simply takes on the job on their own. By setting clear roles, assigning tasks, and
establishing deadlines, the group is more likely to finish the project on time and with everyone
providing equal contributions.

It can also be used well in cases where a great deal of pressure is involved. In situations that are
particularly stressful, such as during military conflicts, group members may prefer an autocratic
style. This allows members of the group to focus on performing specific tasks without worrying
about making complex decisions. This also allows group members to become highly skilled at
performing certain duties, which is ultimately beneficial to the success of the entire group.

Manufacturing and construction work can also benefit from the autocratic style. In these
situations, it is essential that each person have a clearly assigned task, a deadline, and rules to
follow. Autocratic leaders tend to do well in these settings because they ensure that projects are
finished on time and that workers follow safety rules to prevent accidents and injuries.

CONS of Autocratic Leadership

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While autocratic leadership can be beneficial at times, there are also many instances where this
leadership style can be problematic.

People who abuse an autocratic leadership style are often viewed as bossy, controlling, and
dictatorial. This can sometimes result in resentment among group members.

Group members can end up feeling that they have no input or say in how things or done, and this
can be particularly problematic when skilled and capable members of a team are left feeling that
their knowledge and contributions are undermined.

Some common problems with autocratic leadership:

This style tends to discourage group input. Because autocratic leaders make decisions without
consulting the group, people in the group may dislike that they are unable to contribute ideas.
Researchers have also found that autocratic leadership often results in a lack of creative solutions
to problems, which can ultimately hurt the group from performing.

Autocratic leaders tend to overlook the knowledge and expertise that group members might bring
to the situation. Failing to consult with other team members in such situations hurts the overall
success of the group.

Autocratic leadership can also impair the morale of the group in some cases.People tend to feel
happier and perform better when they feel like they are making contributions to the future of the
group. Since autocratic leaders typically do not allow input from team members, followers start
to feel dissatisfied and stifled.

In this type of extreme leadership style, the leader possesses total authority and exercises
complete power over the people.This leadership style is usually employed by military
commanders. North Korean dictator Kim Jong-un exemplifies this leadership style.

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 2. Bureaucratic Leadership

Bureaucratic leaders apply great attention to detail and help to bring control and clarity to
situations. This can be of great benefit to the organisation or team as it ensures quality standards
are met and the welfare of the team is maintained.

This style of leadership is very similar to management rather than leadership as it focuses on the
control and performance or work. The key difference is that bureaucratic leadership is also
concerned with the people doing the work as well as the work itself. Put in another way, the
work that is achieved is a result of the leadership of the people doing it.

Bureaucratic leaders follow rules and regulations and are therefore less creative and innovative
in their approach to leadership. They have a job specification to follow and they deliver on it. For
some highly regulated industries with exposure to risk this style of leadership is crucial for
success. They lead by the book and do not stray from their chosen path meaning spontaneity and
flexibility can be counter-productive to a bureaucratic leader.

Bureaucratic leaders work upon official rules fixed as duties by higher authorities and go strictly
by the book to apply rules for management and taking decisions

PROS of Bureaucratic

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Through consistent routine, bureaucratic leadership ensures all staff know their roles and
responsibility and are highly focused on the task at hand. This can lead to great success in task-
focused work situations. Attention to detail and accountability can be very useful for an
organisation, particularly if health and safety, staff welfare and precise product specifications are
a priority.

When change is implemented the new processes and procedures will have been tested and
checked to ensure risk of failure is minimised and the chance of success is increased. This
precautionary approach to change can be very important in ensuring long-term success as well as
minimising short-term issues and associated declines in performance.

CONS OF Bureaucratic

One of the biggest criticisms of this style of leadership is that it does not encourage innovative
and creative thinking. This can be a huge limitation for the leader as it can prevent progress and
adaption. Staff clarity around roles and responsibilities is good however it can cause such clear
divides between staff that they will be less likely to work beyond their predetermined
boundaries. This means less thinking outside the box and less collaboration with colleagues.

Staff development is inhibited when working under this style of management. The majority of
work conducted is prescribed and instructional in nature meaning staff are not exposed to
problem solving and higher-order thinking. This will limit staff potential for progression within
their existing job roles..

This leadership style is mostly noticed in organisations where employees are involved in high-
risk routine tasks such as in a manufacturing plant. Bureaucratic leadership is also employed at
various levels in government agencies. In India, civil servants are a good example of
bureaucratic leaders.

While the British Prime Minister, Winston Churchill, showed a number of different leadership
qualities, bureaucratic leadership is definitely among the strongest models he used. Churchill had
charisma, which he used during the Second World War, but he also relied on a heavily structured
system to get things done.

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Churchill’s key bureaucratic leader traits were his decisive nature and persistency to follow the
plan.

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 3. Charismatic Leadership:

Charismatic leaders are individuals who use their personality and communication style to gain
the admiration of followers. Typically, they can communicate effectively, possess emotional
sensitivity, put a considerable emphasis on social ties, and can maintain emotional control in
numerous situations that may cause stress or troubling emotions.

It is not surprising that many political leaders and activist have been characterized as
charismatic. More so than any other leadership style, charismatic leadership depends on the
personality of the person who is fulfilling the leadership role.

Charismatic leaders have a unique talent for being “others-centered,” and paying attention to the
emotional needs of those around them. Many of them know how to use body language and social
cues to make others feel comfortable.

Charismatic leaders create a self-image so powerful that people are naturally drawn to them.

PROS of Charismatic Leadership

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Increased Employee Loyalty – Because charismatic leaders are adept at motivating and inspiring
employees, it is likely that leaders can encourage an increase employee loyalty and commitment.
Their goal is to make employees feel that their work and talents matter. Therefore, it is likely that
employee engagement will increase and turnover could decrease.

Leader Creation – Charismatic leaders and managers have an infectious personality that can spur
up-and-coming employees to become leaders eventually. The qualities of these leaders can take
on a trickle-down effect and become a part of an employee’s eventual management style.

Higher Productivity – These leaders are exceptionally skilled at gaining the trust and respect of
those who they manage. As a result, employees are more likely to adhere to the high expectations
of charismatic leaders. The effects of this have a high probability of spurring increased
productivity and better-quality work.

A Move Toward Innovation – Charismatic leaders are driven toward change and innovation that
makes sense. Therefore, these individuals will always look for opportunities to better the
organization and improve processes. This means the company can always stay up-to-date on the
latest trends and organizational practices.

Establish a Learning Culture – Major qualities of charismatic leadership are humility, effective

communication, and improvement. Because these leaders have focused more on growth then
punishment, mistakes are treated as learning opportunities. Employees are encouraged to find
another solution to problems when the original plan did not work. This could create a setting
where employees feel more comfortable taking a risk and finding better solutions.

CONS of Charismatic Leadership (Mistakes to Avoid)

Wrong Focus – The main difference between charismatic and transformational leadership is the

focus on ethics. Charismatic leadership can become more so about the personality and belief
system of the individual. Their power to influence others could drive them to become arrogant
and shun humility or compassion.

The Creation of “yes-men” – Because the personality of these leaders can turn admirers into
followers, it is easy for their big personalities to create “yes-men.” As a result, the ideas of a

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charismatic leader could go unchallenged leading to the implementation of plans that are less
than favorable.

The Company Suffers if They Leave – To no fault of their own, a good and effective charismatic
leader may have been the backbone of the business. Their tenacity, drive, and leadership could
have caused many to depend on their ability without developing their own. As a result, their
departure could leave a hole that no one has been trained to fill.

A Lack of Clarity – If a leader has delivered more successes than failures then they can start to
rest on their charismatic abilities and forget to employ tactics that are also responsible for
success: consulting the team, looking at previous performance data, and remembering the
mission and vision of the company.

The Indian Prime Minister, Narendra Modi, is often regarded as one of India’s most charismatic
leaders. His party fought the Uttar Pradesh Assembly elections in 2017 under his tutelage -
highlighting his personal appeal to voters and recorded the greatest win for any party ever.

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 4. Laissez- Faire Leadership

Laissez-faire leadership, also known as delegative leadership, is a type of leadership style in

which leaders are hands-off and allow group members to make the decisions. Researchers have
found that this is generally the leadership style that leads to the lowest productivity among group
members.

However, it is important to realize that this leadership style can have both benefits and possible
pitfalls. There are also certain settings and situations where a laissez-faire leadership style might
be the most appropriate.

Laissez- faire leadership is based on trust. The leader is available to provide guidance and furnish
the necessary resources only if the need arises.

There have been a number of well-known political and business leaders throughout history who
have exhibited characteristics of a laissez-faire leadership style. Steve Jobs was known for giving
instructions about what he would like to see to his team but then leaving them to their own
devices to figure out how to fulfill his wishes. Former U.S. President Herbert Hoover was
famous for taking a more laissez-faire approach to governing, often by allowing more
experienced advisors to take on tasks where he lacked knowledge and expertise.

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PROS of Laissez-Faire Leadership

Like other leadership styles, the delegative approach has both a number of benefits and
shortcomings. Sometimes this style can be effective, particularly if it is used appropriately in the
right settings and with groups that respond well.

Some examples of when this style of leadership works well:

When team members have the skills to succeed. Laissez-faire leadership can be effective in
situations where group members are highly skilled, motivated, and capable of working on their
own. Since these group members are experts and have the knowledge and skills to work
independently, they are capable of accomplishing tasks with very little guidance.

When group members are experts. The delegative style can be particularly effective in situations
where group members are actually more knowledgeable than the group's leader. Because team
members are the experts in a particular area, the laissez-faire style allows them to demonstrate
their deep knowledge and skill surrounding that particular subject.

When independence is valued. This autonomy can be freeing to some group members and help
them feel more satisfied with their work. The laissez-faire style can be used in situations where
followers have a high-level of passion and intrinsic motivation for their work.

While the conventional term for this style is 'laissez-faire' and implies a completely hands-off
approach, many leaders still remain open and available to group members for consultation and
feedback. They might provide direction at the beginning of a project, but then allow group
members to do their jobs with little oversight.

This approach to leadership requires a great deal of trust. Leaders need to feel confident that the
members of their group possess the skills, knowledge, and follow through to complete a project
without being micromanaged.

CONS of Laissez-Faire Leadership

Laissez-faire leadership is not ideal in situations where group members lack the knowledge or
experience they need to complete tasks and make decisions. This style of leadership has been

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linked to negative outcomes including poor job performance, low leader effectiveness, and less
group satisfaction.

Some people are not good at setting their own deadlines, managing their own projects and
solving problems on their own. In such situations, projects can go off-track and deadlines can be
missed when team members do not get enough guidance or feedback from leaders.

Some possible negative sides of the laissez-faire style:

Lack of role awareness. In some situations, the laissez-faire style leads to poorly defined roles
within the group. Since team members receive little to no guidance, they might not really be sure
about their role within the group and what they are supposed to be doing with their time.

Poor involvement with the group. Laissez-faire leaders are often seen as uninvolved and
withdrawn, which can lead to a lack of cohesiveness within the group. Since the leader seems
unconcerned with what is happening, followers sometimes pick up on this and express less care
and concern for the project.

Low accountability. Some leaders might even take advantage of this style as a way to avoid
personal responsibility for the group's failures. When goals are not met, the leader can then
blame members of the team for not completing tasks or living up to expectations.

Passivity and avoidance. At its worst, laissez-faire leadership represents passivity or even an
outright avoidance of true leadership. In such cases, these leaders do nothing to try to motivate
followers, do not recognize the efforts of team members, and make no attempts at involvement
with the group.

If group members are unfamiliar with the task or the process needed to accomplish the task,
leaders are better off taking a more hands-on approach. Eventually, as followers acquire more
expertise, leaders might then switch back to a more delegative approach that gives group
members more freedom to work independently.

Mahatma Gandhi was a laissez- faire leader. Gandhi believed that people should lead by example
and be the change that they wish to see in the world so that others can follow.

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 5. Participative or Democratic Leadership:

Democratic Leadership, also known as Participative Leadership, is where individuals who would
typically be considered unequal by hierarchal standards have shared power in making decisions.

One of the most critical aspects of any leadership style is understanding the situations in which it
helps the company excel.

In a way, participative leadership is similar to affiliative leadership in that it promotes teamwork

and collaboration.

However, one of the fundamental differences is that a democratic leadership style does not
necessarily have a connection to a stressful or challenging event, it is a style that is established to
include as many voices as possible to make sound decisions.

One of the main benefits touted by those who favor democratic leadership is its impact on
employee engagement.

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Participative or democratic leaders give importance to the opinion of the team members and
engage them in the decision- making process. This is normally used when you have part of the
information, and your employees have other parts.

PROS of Democratic Leaders

Increased Staff Productivity – Participative leadership style encourages involved engagement

and input, two things that improve employee morale and performance. Employees are more
likely to be happier when they feel that their work and voice matters, and it increases their
quality of work.

A Diversity of Ideas – Leaders are not only made to seek views from those in similar positions as
them. They can receive valuable input from frontline employees or those who have a better grasp
on a decision then senior leaders. This increases the likelihood that democratic leaders can make
decisions that benefit as many people as possible.

Creative Environment – This free flow of ideas creates an environment where workers feel
comfortable sharing their thoughts and plans for the company. Democratic leaders would
increase the prevalence of this, and facilitate a workplace where workers are always seeking
ways to collaborate.

Strong Teams – Since groups will likely spend a lot of time together discussing decisions and
working with leaders, then it is likely that strong team units will form. Workers will understand
the importance of working with others, respecting the thoughts and ideas of co-workers, and
helping them reach their goals. This can increase trust and admiration among team members.

COSN of Democratic Leaders

Slow Decision-Making Process – Because a large number of people are involved in the decision-
making process, the choices will likely take a longer time to be made. This development can
hinder workflow or frustrate employees.

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Not Effective in a Crisis – Since these leaders are used to hearing opinions from others, it will be
difficult for them to make a decision that does not involve the input of employees or fellow
leaders. They might not feel confident in making an emergency decision that does not have time
to go through a process.

A Lack of Expertise – While the democratic leader might be equipped to make a final decision,
workers might not have the experience to make lasting decisions. The emphasis is on hearing as
many voices as possible, regardless if they are the right people to make the decisions. This can
lead to misguided choices that do not solve the problem.

Dealing with Rejection – Because workers have taken the time out to provide their input and
ideas, there is an expectation that their concept will be undertaken. This means that democratic
leaders will have to make some tough decisions about which approaches they use, and how they
will inform others that their ideas have been rejected. This can cause some intense feelings by
those who plans are not implemented.

Carlos Ghosn, the chairman, and CEO of Renault believes that change in the organisation’s
culture should not be forced by the top management but should come from the bottom level. He
believes in empowering employees to take decisions and is quite reasonable when dealing with
the subordinates.

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 6. Relationship- oriented Leadership:

Relationship-oriented leaders are primarily focused on supporting, motivating and developing

individuals and teams. They seek to establish meaningful relationships with their staff and aim to
utilise this emotional connection to maximise staff performance.

Advanced levels of emotional intelligence are required for effective relationship-oriented

leadership enabling them to easily empathise with their staff and understand their point of view
when making decisions. This style of leadership encourages effective teamwork and
collaboration through enhanced relationships that exist between team members. Understanding
the needs and requirements of each individual person is vital for relationship-oriented leadership
to be effective.

Relationship-oriented leaders are very personable, their door is always open and they have a
genuine interest in the wellbeing of their staff. People are supported and looked after in way that
enables them to perform to the best of their ability, free from distractions and emotional burdens.
Harmony within the workforce is often good as social cohesion is promoted.

PROS of Relationship-oriented leaders

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By focusing on the emotional needs of the staff, relationship-oriented leaders ensure they have a
positive and motivated workforce. Staff will be enthused and inspired to work and will feel
valued and appreciated.

In a well supported team of staff, personal conflicts, dissatisfaction and boredom will be
minimised resulting in a happy and productive team. Free from personal issues the staff will be
able to work more productively and at a higher standard.

Staff may also be more inclined to work creatively and innovatively, taking risks and challenging
key operations. Risks can be taken because staff are aware that the leader will provide support if
they are unsuccessful. This is essential for development and improvements in organisational
performance.

CONS of Relationship-oriented leaders

The major criticism to this style of leadership is that with a focus on the relationships between
the leader and the staff the actual task at hand can sometimes be overlooked. Not wanting to
work staff too hard, to much, in a way they don’t enjoy, etc. can risk not getting the job
completed in the timeframe that has been set.

Another key criticism of relationship-oriented leadership is that some employees may take
advantage of a people-focused leader. If staff see the leader accommodating their every need
they may start to take liberties to see how far they can push the leader with what they will get
away with.

While risk taking was a key strength it can also be considered a criticisms as well. While risk is
essential for progressing an organisation the risk also needs to be calculated. Too much risk
taking, at the wrong time and in the wrong place can result in irreversible errors which the leader
will find difficult to repair.

Such leadership is focused on skilled interaction with people. Relationship oriented leaders
inspire and motivate subordinates to achieve the team’s or organisation’s targets.

A good example of relationship-oriented leadership is Indian cricket team’s ex- captain,

Mahendra Singh Dhoni who is known for encouraging players and has led the team to many
unbelievable victories.

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 7. Servant Leadership:

While servant leadership is a timeless concept, the phrase “servant leadership” was coined by
Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that
essay, Greenleaf said:

“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to
serve first. Then conscious choice brings one to aspire to lead. That person is sharply different
from one who is leader first, perhaps because of the need to assuage an unusual power drive or to
acquire material possessions…The leader-first and the servant-first are two extreme types.
Between them there are shadings and blends that are part of the infinite variety of human nature.
A servant-leader focuses primarily on the growth and well-being of people and the communities
to which they belong. While traditional leadership generally involves the accumulation and
exercise of power by one at the “top of the pyramid,” servant leadership is different. The servant-
leader shares power, puts the needs of others first and helps people develop and perform as
highly as possible.

Servant leaders lead by example and work behind the stage. Servant leadership is best suited for
people who provide their services to non- governmental charity organisations or community
development programmes.

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Pros of Servant Leadership

1. Decisions are based on the benefit of all.

Instead of having corporate decisions made in a way that benefits the leadership team, servant
leadership includes the entire organization. A decision should be made in the best interest of
everyone working for the company.

2. It encourages empathy.
When leaders make decisions in this kind of environment, they do so by looking at the situation
in the shoes of others. That allows leaders to refuse requests if it doesn’t benefit everyone for
some reason.

3. People grow in a servant leadership environment.

This type of environment encourages people to work together for their mutual benefit. It creates
diversity within the workplace that helps everyone through the lens of different perspectives.

4. It serves the customer.

When people serve the organization over their own needs, the customer wins too.

Cons of Servant Leadership

1. Decisions take longer to be made.

Because a decision must benefit all instead of some, a corporation can get bogged down in
research or different perspectives. This slows down the implementation process and could be
costly from a revenue standpoint.

2. It may require retraining.

Servant leadership is not how many supervisors, managers, and executives learned how to think.
An organization wanting to implement this type of environment will often need to spend time
and money retraining their personnel in how to think in such a way.

3. The role of the leader is lessened.

As a servant leader, there is a required to do what your staff asks of you if it is for the benefit of
the company. The only time it is appropriate to refuse is when it is deemed that a request is self-
serving. That can cause many leaders to work harder and longer hours in a support role instead of
a leadership role.

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Mother Teresa is the perfect example of a servant leader. She invested her entire life to the
service of people and her motives behind her desire to help others is unquestionable. She
acquired mass- scale popularity over time, but she never strived to achieve personal recognition.

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 8. Transformational Leadership:

Transformational leadership inspires people to achieve unexpected or remarkable results. It gives

workers autonomy over specific jobs, as well as the authority to make decisions once they have
been trained.

Some of the basic characteristics of transformational leadership are inspirational, in that the
leader can inspire workers to find better ways of achieving a goal; mobilization, because
leadership can mobilize people into groups that can get work done, and morale, in that
transformational leaders raise the well-being and motivation level of a group through excellent
rapport. They are also good at conflict resolution.

All of these traits make transformational leadership a good fit for many types of business.

It is usually considered the best leadership style to be used in business scenarios. They employ
empathy and rapport to engage followers.

Pros of Transformational Leadership

1. It allows for quick formulation of a vision.

This approach stands out from other leadership styles in its ability to quickly assess an
organization’s current situation and formulate a vision for its improvement and growth.
Transformational leaders communicate their visions properly to other leaders in their
organizations and to all the employees to get everyone on board. This would help them deal with
challenging situations, as all people can see the big picture.

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2. It promotes enthusiasm.
This leadership model is said to create an enthusiastic work environment and drives a company
with changes and innovations. As individuals are working through self-motivation, this approach
would particularly guarantee a higher level of efficiency and output.

3. It uses inspiration to motivate people.

Transformational leadership’s vision aligns with the ability to motivate and inspire. Basically,
passion is a common trait that enables transformational leaders to get their members to optimize
performance. When getting through difficult times, these leaders would depend on their passion
to help sell their vision and get employees headed to a common direction.

Cons of Transformational Leadership

1. It can face serious detail challenges.

While transformational leaders are known for their inspirations and big picture visions, they
would struggle with detail orientation at times. Experts say that these types of leaders would
need support from more detail-oriented and organized people, which means that other
executives, assistants or certain team members would be needed to help maintain a transactional
focus that can keep the vision of these leaders moving in the right direction.

2. It might overlook reality and truth.

It has been noted that that transformational leaders might fall in the trap of depending too much
on passion and emotion that they would tend to overlook reality and truth. This over-reliance can
also restrict their willingness to delve into research and logical reasoning to face harsh truths
about the situation of their companies.

3. It carries the potential for abuse.

Though this type of leadership is powerful, it is not always used morally and for the common
good. Actually, not all of those often associated with this approach fit the definition. As you can
see, Adolf Hitler and Osama bin Laden are also cited as examples of those using this type of
leadership.

Steve Jobs is widely regarded as an iconic transformational leader. He worked hard and always
challenged his employees to think bigger and better and inspired them to create extraordinarily
successful products.

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 9. Task- Oriented Leadership:

Task-oriented leadership is one of several predominant styles used by managers in a business

setting. Closely related to the autocratic style, task-oriented leadership is based on a strong
emphasis on task completion and deadlines. Managers that use this style tend to develop a
structured workplace with clearly defined schedules, task assignments and deadlines. ask-
oriented leaders have several characteristics that ensure projects are completed in an efficient and
timely manner. These managers typically create easy-to-follow schedules with clear
requirements and deadlines. This type of leadership style is great for employees who need
structure and struggle with time management. However, task oriented leadership can also lead to
a lack of worker autonomy and creativity. Rigid structure and excessive task management can
also diminish company culture and backfire for more self-motivated workers.

Task – oriented leadership is a behavioural approach that revolves around the proficiency of

getting tasks done within set deadlines.

PROS of Task – oriented leadership

The most obvious strength for this style of leadership is that it ensures deadlines are met and
tasks are completed. It can be highly effective for industries which need to meet strict deadlines
while simultaneously maintaining a high standard of quality. Media publications and newspapers

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may be a good example of this along with multiple assembly-line manufacturing. Work has to be
completed by a specific time, at a specific standard and there is often little room for error or
delay. A task-oriented leader will be well suited to this particular type of job role.

Another key strength of task-oriented leadership is that these leaders are excellent delegators and
know exactly how to divide up work and prioritise to get things done. Often they will have a
sound understanding of the resources required to complete a task and can be highly efficient in
their planning and delivery. This can result in improved productivity as well as efficiency
savings within the organisation.

CONS of Task – oriented leadership

A major criticism of task-oriented leadership is that it runs the risk of overlooking the welfare
and happiness of the staff. Being totally focused on the task can result in the leader ignoring key
issues which may arise within the team. Pushing the staff to complete the task without paying
attention to their personal needs can result in a team which feels undervalued and unappreciated.

Task-oriented leadership does not allow staff to be innovative, creative or spontaneous in their
work. Instead they typically follow orders, have their own mini-tasks to complete and there is
little scope for flexibility. Staff working under this style of leadership can often lack enthusiasm,
inspiration and willingness to go above and beyond.

With few opportunities to explore new ideas staff will often find themselves limited in their
ability to develop into more complex job roles. Progression and training is more formal in this
environment which limits staff development opportunities.

Lenin, the Russian political leader and ideological figurehead behind Marxism- Leninism is
viewed by supporters as a task- oriented leader who championed socialism and the working
class.

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 10. Transactional Leadership:

A transactional leader is someone who values order and structure. They are likely to command
military operations, manage large corporations, or lead international projects that require rules
and regulations to complete objectives on time or move people and supplies in an organized way.
Transactional leaders are not a good fit for places where creativity and innovative ideas are
valued.

Transactional leadership is most often compared to transformational leadership. Transactional

leadership depends on self-motivated people who work well in a structured, directed
environment. By contrast, transformational leadership seeks to motivate and inspire workers,
choosing to influence rather than direct others

Transactional leadership focuses on results, conforms to the existing structure of an organization

and measures success according to that organization’s system of rewards and penalties.
Transactional leaders have formal authority and positions of responsibility in an organization.
This type of leader is responsible for maintaining routine by managing individual performance
and facilitating group performance.

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This type of leader sets the criteria for their workers according to previously defined
requirements. Performance reviews are the most common way to judge employee performance.
Transactional, or managerial, leaders work best with employees who know their jobs and are
motivated by the reward-penalty system. The status quo of an organization is maintained through
transactional leadership.

Transactional leadership is interchangeably called managerial leadership. It is based on the idea

of a transaction between the leader and the team members.

PROS of Transactional Leadership

Lower Training Costs – Since this leadership style has a simplistic style and goal, then there is
not a lot of costs needed to train employees to do it. There not as many nuances
like transformational or charismatic leadership that employees need to learn to employ this style.

Utilizes Powerful Motivators – External rewards like money or other tangible perks can be huge
motivators for employees. At least in the short term, this can drive performance and productivity.

A Short Surge in Performance – If a company or department needs fast results to deal with a
seasonal increase in activity or a problem, external “reward for performance,” agreements can
help produce quick help and support.

Clear Order – In transactional leadership styles, there is never a question about who is in the
leadership chair and what the organizational structure is. Transactional leaders are transparent
how things work and what their expectations are regarding rules and authority. Some employees
may appreciate this clarity.

Increase in Productivity – Since the ultimate goal is increased performance, an increase in

productivity is likely. Also, employees are being motivated by incentives that likely appeal to
them. It will make it feasible to meet goals a lot faster.

CONS of Transactional Leadership

Unbendable – Transactional leaders and the corporate structures that support them are not
flexible which can frustrate employees who enjoy an atmosphere that promotes individual
thought and innovative ideas.

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A Lack of Motivation – Transactional leaders are sometimes known as insensitive by those who
work for them because it may look like they are not concerned with the human element of the
workplace. If the personal lives or feelings of employees are not a priority, this attitude can come
off cold and uncaring, which can adversely impact the employee morale.

A Lack of Leadership Development – The most important thing that matters to leaders who use
this style is numbers and performance. This means there will not be opportunities for training
that promotes anything outside of this.

Creativity Will Suffer – Collaborative ideas that better the company, and opportunities to create
solutions for performance issues are not the main concern for transaction leaders. If employees
will not be given the freedom to bring creative solutions to problems, this can negatively impact
the organization.

Bill Gates is a transactional leader who aims at inspiring positive changes in his followers. He is
dedicated to his work, has a remarkable business vision. He expects the best from his
subordinates and incorporates the reward- punishment motivation strategy.

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7. FINDINGS & CONCLUSION
It was observed that transformational leadership style tend to create high subordinate extra effort,
effectiveness and satisfaction than that of other leadership styles. The study observed no
significant difference in laissez-faire and transactional leadership styles

In conclusion leadership style is depending up the roll of the particular system that a is willing to
follow.it depends up on the leader ideological nature.The successes are depend up on his/ her
planes and objective to achieve the goal. Leader should have a Long-term plane or short term
plane to achieve the objectives.It also depends upon the approaches that leaders are going to put
forward. The approaches have to choose according to the situation that the leadership is going to
take over.A quality leader should have a good charisma and quality characteristics

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