Assignment

Questions
1. Highlight the features and characteristics of each of this identified traditional styles.

2. Likert (1961) developed 4 systems known as the system approach to leadership style as a
follow up to extend the understanding of the three traditionalist styles These are:
System I system II system III system IV.

Identify and explain the meaning, features,and, implications of each of this system approach
system EDM 101

Answers

1.features
A. Autocratic leaders
B. Democratic or participative Leadership
C. Laissez-faire Leadership

Autocratic Leaders:
This is a direct communication from the Manager to the subordinate without any cohesion with
the administrative. This approach results practically all the authority being centred on the
manager.The manager enforces decisions by the use of rewards and the fear of punishment l.
An advantage of autocratic leadership is the ease with which decisions can be made. The leader
does not to obtain group members approval before deciding. A potential disadvantage may be
effect of autocratic leadership upon morale. Members mayn resent the way decisions are made
and thus support them as little as ppssible.

B. Democratic or participative leadership:

In opposite to the autocratic style, democratic leadership takes into consideration the wishes and
suggestions of members as well as those of the leader. The contribution of the members matters
to them as they take decisions with a cohesive agreement. It's a human relations approach where
all members of the group are seen as important contributors to the final decision.
Participation is sought to encourage members commitment to the decision and to improve the
quality of the decision.

C. Laissez-faire Leadership:
This actually gives members the opportunity to showcase what they are capable of. All persons
are given the chance to Express themselves and to function relatively independently.This means,
ALLOW THEM TO DO STYLE. Here a member is given a goal and mostly left alone to decide
how to achieve it. The leader functions largely as a group member, providing only as much
direction as is requested. An advantage for individual development offered to group members. A
disadvantage that may result is lack of group cohesion and unity toward organisation objectives.
Without a leader, the group may have little direction and a lack of control resulting into
inefficiency or even worse l, chaos.

ANS. 2
The System Approach.
A. System I : Exploitative-authoritative
B. System II : Benevolent-authoritative
C. System III : Consultative-authoritative
D. System IV : Participative-authoritative

A. System I : Exploitative-authoritative:

a. . All decisions related to work are made by the leader,

b. . The leader sets rigid standards e.g. no work no pay, no entertainment of guest during offical
hours, three days absence without permission will lead to dismissal, no unionism allowed,
lateness to work attracts halfday pay, etc
c. . The leader orders subordinates to carry out in instructions on methods of performance
without consultation. Any act of resistance is considered as an act of rebellion and attracts
immediate termination of appointment.
d. . Little feeling of mutual trust and confidence between the leader and the subordinates exists.
His slogan is workers cannot be trusted! They are cheats! They need to be coerced to work!
e. . The subordinates work with fear and tremble. There is perpetual fear of if I should do it
wrong, what will the master say', etc.

The leaders claim monopoly and /or custodian of all the solutions to job problems.

IMPLICATIONS

I. High turnover rate of workers.

II. Flagrant disobedience that can lead to breakdown.
III. In the short run, productivity may be high due to coercion.
IV. Leaders overburdened themselves in a bid to meet organisational demands.

B System II : Benevolent-authoritative: a. Decisions related to work

System II : Benevolent-authoritative:

a. Decisions related to work are taken with little or more minimal contributions from the workers

b. Workers are made to feel that their input are being sought before final decisions e.g.
Babangida regime in Nigeria, and the IMF loan.

c. Subordinate under benevolent - authoritative leadership style are treated like babies because
they do not feel very free to discuss things about the job with their superiors

IMPLICATIONS

I. Workers have euphoric feeling of participating in the decision making process of the
organisation.

II. The subordinates are aware of the leaders' benevolence and are therefore very cautious when
dealing with the leader.

III. The relationship between the leader and the subordinates is master-servant relationship.

C. System III : Consultative-authoritative

a. All decisions related to work are made with due consultation with the subordinates.

b. The leader after consultation with workers sets the group goals and issues orders.

c. There is free flow of communication on decisions between the leader and the subordinates.
The subordinate are free to discuss work-related matters with the leader.

d. The leader uses rewards rather than the threat of punishment to motivate workers.

IMPLICATIONS

I. A high rate of confidence and trust is guaranteed between the leader and the subordinates
although not total.

II. The leader gets ideas and opinions from the subordinates and tries to make constructive use of
them.

III. The use of reward is good motivational strategy to enhance high productivity.

IV. Nevertheless, the leader still wishes to keep control of salient decisions.

D. System IV : Participative-authoritative
a. Here, work related decisions are made by work groups. The inputs, suggestions, ideas and
opinions of the subordinated are always sought before reaching any formal decisions.

b. There is a concern for rewards and personal growth as a motivational strategy for the workers.

c. The leader adopts a democratic style in the running of the affairs of the organisation.

IMPLICATIONS

I. Subordinates feel completely free to discuss matters about the job with their superiors.

II. There is room for agitation as workers' unions are allowed to exist freely l.

III. Because of the motivational strategy, productivity is very high.

IV. The workers show high level of commitment to carry out their duties, because of the
existence of the principle of supportive relationships.

V. There is a high level of confidence and trust in all matters.