Name of the members;-

1. Tushar kant swain (2182102)

2. Tanishq arora (2182100)
3. Viswa vijayani tripathi (2182107)
4. Suhani (2182095)
5. Vaishnavi singh (2182104)
Subject- organizational behaviour
Branch—bba llb (b)
Topic- what combination of leadership style ,
role and trait would be best for the following
business situation?
Submitted to- mr. jayanta bagchi

Introduction to leadership style, role and traits

People of many backgrounds and temperaments work in organisations and respond to various
leadership philosophies. The two techniques can be combined to help leaders involve
everyone in the organisation. Employee engagement and enthusiasm at work will increase as
a result of this increased commitment to the organisation.

Leadership style : -
Effective leaders are innovators, influencers, servants, and results-driven. However, a
leader’s personality determines their leadership style, which is how they decide to guide
people, give instructions, and carry out decisions. It is uncommon for someone to possess the
characteristics of just one leadership style; instead, a good leader will often combine the best
attributes from several distinct leadership philosophies, depending on their personality and
level of experience.
Leadership styles and the setting in which they would be most successful are listed below.
i- Transformational Leadership : -
Transformational leaders try to motivate people to give their all.They motivate staff to do
high-quality work and help them understand the value of the skills they bring to the
table.These people are aware of the human side of their workers and strive to be
sympathetic to their needs while also advancing them.They are mainly seen as coaches
who set an example for others.

ii- Charismatic Leadership

If there were only two words to characterise these people, they would be “great
communicators.”With their ideas, charismatic leaders may engender respect and loyalty.
Even when delivering a speech to a group, they know how to make people feel as though
they are listening to them directly.They have certain influence upon employees because
of their self-assurance and oratory prowess.Transformational leaders and charismatic
leaders have attributes including idealised influence and motivating inspirations.
iii- Visionary Leadership
To accomplish long-term objectives, visionary leaders are motivated, passionate, and
disciplined. Their goal is to encourage the company and its personnel to achieve a vision.
They inspire their teams to do the same by living in the future. Every action they take has
a reference to the final destination. They are skilled at fostering innovation and creativity
and building teams that can advance the business.
iv- Transactional Leadership
Transactional leaders are not motivated to create a relationship with their workforce the
way transformational, charismatic, and visionary leaders do. Their main objective is to
improve performance and productivity among employees. To keep staff members on task
and in line, transactional executives deploy policies and procedures. Transactional leaders
encourage people to perform at their best with money and benefits rather than fostering
relationships. These people are skilled at setting short-term objectives they want
employees to achieve and only get involved when goals are not being accomplished.
v- Autocratic Leadership
 Autocratic leaders rarely solicit feedback from others and frequently rely on their own
judgement. Autocratic leaders control what will be accomplished and how it will be
executed.
vi- Affiliative Leadership
Affiliate leaders value a workplace culture that emphasises cooperation and harmony.
They excel at injecting optimism into a company that has gone through difficult times.
They are also skilled at inspiring and uplifting groups under stressful or crisis situations.
Affiliative leaders care about the people who work for them, and they go above and
beyond to forge connections in order to unify teams. These people also give a lot of
encouraging remarks, which probably boosts staff spirits.
vii- Democratic Leadership
Democratic leaders are big proponents of cooperation and idea sharing. They base their
choices on the opinions of people who may or may not be at the same hierarchical level
as them. They inevitably increase involvement since workers are given the opportunity to
participate in decision-making. Due to the decentralised nature of leadership, many
people must approve decisions before the leader may make one in the end. Employees are
urged to think independently, creatively, and innovatively.
viii- Laissez-Faire leadership
Leaders who subscribe to this method intervene as little as possible in how employees
work or regulate themselves.
Laissez-Faire leaders are there to offer resources that workers might need, but they do not
concern themselves with the nuts and bolts of employee tasks. Workers are trusted to get
the job done.
This style of leadership apparently involves a lot of trust and confidence in employee
level of competency on the part of the leader.
ix- Strategic Leadership
Strategic executives enter an organisation with a “big picture” perspective. Their strategy
is to use the organisational structure as a tool to assist the business in achieving the
strategic vision tied to it. Their ultimate objective is to promote effective performance and
productivity. Every action they take has a plan, including fostering employee creativity, a
generalist attitude, self-control, and a propensity for delegation.
x- The Cross-Cultural Leader
Since the business world’s recent trend of globalisation, this idea is still relatively new. In
addition to managing and advancing the organisation, cross-cultural executives must also
be aware of how their actions and language may be perceived in various cultural
situations. Language hurdles, time zone difficulties, and the possibility that some
behaviours can have a different meaning in a foreign nation must all be taken into
consideration by cross-cultural leaders. The leader needs to do a lot of research and have
patience and compassion.

Role of leadership:-
A leadership position requires you to successfully and ethically manage a situation, a team, or
an entire organisation. Leaders are capable of influencing and directing their team toward a
common goal. Additionally, they are in charge of fostering and preserving employee morale,
assisting staff in realising their full potential, and encouraging loyalty.

Leadership Traits : -
Skills are character traits that distinguish effective leaders. The ability to lead people, teams,
or organisations toward the accomplishment of goals and objectives is referred to as
leadership. It serves a crucial role in management by enhancing productivity and facilitating
the accomplishment of organisational and strategic objectives. Leaders encourage others,
offer direction, boost morale, enhance the working atmosphere, and take the initiative. It’s a
prevalent misperception that people have leadership abilities by default as there skills. The
fact is that, like other abilities, leadership qualities can be learned with time and practise.
In situations where leaders use a combination of styles, the joining of styles was termed
mixing of styles. Lipley (2004) suggested that mixing different leadership styles, particularly
transformational and transactional, created enthusiasm and contributed positively to the
mental health of subordinates.

A company with routine and unskilled job

function

Autocratic leadership style

On the factory floor, an autocratic boss makes all the decisions without consulting the
workers. With unskilled people executing tasks that don't require teamwork, this style of
leadership works well. It's challenging to operate under autocratic leadership, and staff
members could get disgruntled. Skilled personnel who can complete their tasks independently
struggle under an autocratic supervisor.
A leadership style known as autocratic leadership, often referred to as authoritarian
leadership, is defined by individual control over all decisions and little participation from the
group. Autocratic leaders rarely take advice from their followers and frequently make
decisions based on their opinions and judgments. Absolute, authoritarian control over a group
is a hallmark of autocratic leadership.
The scenario, the kind of task the group is working on, and the team members' personalities
can all affect when and when the authoritarian style is most beneficial. Knowing more about
your leadership style and the circumstances in which it works best can be useful if you
frequently use this approach with a group.

Role of Autocratic leader in routine and unskilled job

function
Assigning and monitoring task
In this style of leadership, the leader has to give due attention to every employee as they are
unskilled and are advised by the company to work in a routine due to which they feel under-
motivated and can not gather the courage of participating in the working of the organization
and also in decision making. So the leader has to assign every single task to the employee by
making them understand the work and monitor or guide them at every stage of work when the
leader feels that the employee is making some mistake. The leader has the role to assist the
employee to maintain their confidence and get the work done by them with less wastage of
resources.
For example, an employee who has been freshly recruited in a company where the work is to
maintain the list of dealers who regularly deals in that company in the excel sheet but the
employee does not know how to use excel sheet. So, in this case, it becomes the duty of the
leader to assist the employee in doing that work, and later on, when the employee starts doing
the work by himself, the leader monitors his work and assigns some new work to the
employee by again assisting him. In this way, the leader helps the employee to gain skills.
This leadership has a dual benefit as the employee gains some new skills and the company
performs efficiently as the newly skilled employee works with full motivation to gain the
trust of the leader.

Trait to be followed in autocratic leadership in routine

and unskilled job function
In a company with routine and unskilled job functions, the leader needs to be strict with rules
and regulations because the employees are unskilled and as the company is routine in nature,
it becomes the duty of the leader to be strict so that employees learn the skill required in the
work fast and finish the work assigned to them in a given period without making any delay. If
the leader becomes lenient and does not put any strict pressure on the employees then they
will start doing the work with less motivation and in a less efficient manner.
Strict rules and regulation does not mean that the leader has to put pressure on the employees
rather the leader has to make understand the employee the rules and regulation and the need
to obey those rules and regulation. Here both the leader and the employees have to maintain a
mutual understanding between themselves as the employees are dependent on their leader to
assist them and make them learn new skills and similarly the leader is dependent on the
employees to get the work efficiently from the employees without any delay and wastage of
resources of the company.
However, authoritarian leadership has several drawbacks. Overusing this leadership style
may make the leader appear tyrannical and iron-willed, which can incite hostility or
resentment among group members. Furthermore, when they are unable to offer their
knowledge or ideas throughout the decision-making process, followers may start to feel
resentful. A higher turnover rate could result from these variables. Furthermore, authoritarian
leaders frequently lack innovative problem-solving abilities, which can be detrimental to a
group's productivity.
When managers are instructing or controlling personnel that is inexperienced or lacking in
abilities, authoritarian leadership is most beneficial. In teams with more seasoned members,
motivational leadership philosophies like real leadership are more effective.

A Company with dangerous Job functions (toxic waste handling

or heavy equipment operation) –
Bureaucratic Leadership Style
“The term bureaucracy is referred to a group of non-elected officials within a government or
other institution that implements the rules, laws, ideas, and functions of their institution. The
term "bureaucracy" was created from the French word bureau, meaning desk or office.
Bureaucratic leadership is a leadership style in which the rules for management and decision-
making are set by a hierarchy of power. The entire hierarchy of authority is strictly adhered to
in a framework of bureaucratic leadership. It is based on a structure that must be supported
and channeled by a proper framework in order to function properly.
There are the toughest of rules and a lot of departments or individuals have adopted this
method. This is a traditional style of leadership that is frequently employed by executives
who may feel nervous or unsure of their job in organizations that discourage innovation and
change. This kind of leadership is typically slow-paced to ensure that the company's stated
ladders are approved, leaving no room for alternative problem-solving approaches. When a
leader tries to speed up the process, the team typically becomes frustrated and anxious. A
bureaucracy's followers and employees have relatively little say in how they carry out their
duties, and the great majority of their decisions are made for them.
A clear line of command, stringent regulations, and follower conformity are the foundations
of bureaucratic leadership. It is characterized by the implementation of a set of guidelines for
management and decision-making, in addition to established official roles within a power
structure.
This authority style might be gainful in profoundly directed businesses, establishments, and
government arrangement that consolidates an unbending construction working through
characterized inflexible standards. It tends to be a successful administration style in
organizations that don't request a lot of creativity or development from staff.
The philosophy that underpins bureaucratic leadership was created by Max Weber, a
sociologist who also developed transactional leadership.
As a result of his upbringing during the industrial revolution, he witnessed the development
of better institutions such as vast farms and factories.”

Role of Bureaucratic leader in dangerous Job functions

“This style of leadership is a very good working style for tasks that involve significant safety
concerns, such handling toxic substances or moving huge things.
Max Weber came up with this idea because there was a growing demand for a better way to
run these organizations, which had previously relied on favoritism.
His theory was linked to three different kinds of legitimate power:
 legal-rational authority,
 charismatic authority, and
 traditional authority.
Of these three kinds of legitimate power, bureaucratic leadership was the first, which was
legal-rational.
Subordinates are able to adhere to the authority of the leader in a clearly defined manner and
follow normative rules thanks to this system. This implies that the leader's position rather
than their leadership qualities or ability confer power.
A Bureaucratic leadership style works best in organizations where regulations and standards
are of great significance and each person has a clear and specialized role and scope of work.
Examples of Bureaucratic leader:
 The Former British Prime Minister Winston Churchill depended on structures and
systems to execute plans. As a leader, he had great charisma and had a structured
system to ensure that individuals carry out their tasks as planned.
 Collin Powell exhibited rare leadership qualities which earned him the position of
general in the US Army and Secretary of State. His leadership model is rooted deeply
in the military, a public establishment known for the steady use of the bureaucratic
system of leadership.”
“Some of the important functions performed in bureaucratic style of leadership are as
follows:
Bureaucratic Leader makes decision without knowing it is right for the organization.
So, the decisions are typically slow paced.
It ensures adherence to the principles of the organization.
It practices routine methods for problem solving.
It plays a formal role in the organization and authority.
It is effective in organizations where employees perform routine tasks.
It provides an apparent and strict leadership style that works to maintain the highest
level of compliance in these type of organizations.”

Traits to be followed by a company with dangerous job functions (toxic

waste handling or heavy equipment)
“There may be confusion regarding the distinction between autocratic and bureaucratic
leadership, which may share some characteristics. The primary distinction between the two is
that in the former, the leader—who is in charge of making all major decisions—is the
primary focus. In contrast, bureaucratic leadership places a greater emphasis on the entire
hierarchy as opposed to a single leader.
 Weber’s theory around bureaucratic leadership is based on six core tenets: 
1. Hierarchy of authority - The roles and duties of each level of authority are clearly
defined in the chain of command.
 2.  Division of labor / task specialization - The goal of this style of leadership is to put
the right person in the right position.
3. Formal selection - Experience, performance, and compliance with regulations are all
taken into consideration when hiring, firing, and promoting employees.
4. Career orientation - Experience, performance, and compliance with regulations are
all taken into consideration when hiring, firing, and promoting employees.
5. Rules and regulations - As long as they follow the rules and perform well, every
employee has a chance at a long career.
6. Regulations and guidelines - In order to keep the organization's structure intact, the
system requires a clearly defined set of procedures, rules, and regulations.
7. Impersonality - The organization and its performance are the primary focus, not an
individual's contributions.”

“Bureaucratic leadership is another style that tends to draw mixed opinions.

There is a place for bureaucratic leadership, particularly in the public sector, according to
some people, who believe it has contributed to Western civilization's development. This style
is regarded as inefficient and out of date by others.
Every opinion has two sides. This type of leadership also has its benefits as well as
drawbacks. Some of the drawbacks are as follows:
 Not efficient because everything must go through a chain of command.
 Doesn't encourage an individual's personal or professional growth.
 Stifles creativity, innovation, and free thinking.
 Doesn't foster collaboration or relationship building within teams.
 Can make it difficult to respond to change.
Some of the benefits are:
 Stable in terms of job security and outcomes.
 Removes favoritism from the equation.
 Very clear roles, responsibilities, and expectations.
 A highly visible set of processes and regulations.
While this may not be the best leadership style for the majority of modern businesses,
bureaucratic leadership may be beneficial to some industries.
However, the bureaucratic system of leadership is very helpful for organizations searching
for stability, especially those that operate on a big scale. There are now laws and rules in
place. And because of this, it is even possible for multiple employees to do various duties
with the same level of success.”
A company preparing to disrupt an existing
market with ground-breaking technology.
TRANSFORMATIONAL LEADERSHIP
It is essential for leaders to manage or drive change to ensure corporate success because
disruption brought on by technology, competition, innovation, consumers, and other business
elements has always produced uncertainties and fluctuating business situations. I have always
thought and observed that a leader must disrupt their current style of leadership at any
"change point"—we refer to it as the "Tipping point"—in order to stay relevant to an
organization's changing demands and to successfully guide their followers through the
changes.
An autocratic manager takes all the decisions on the production floor without consulting the
workforce. This kind of leadership is effective when non-skilled workers are performing jobs
that don't call for cooperation.
Leadership that is transformational is invested in the success of each and every participant in
the process and generates positive changes in those that it leads. Energy, passion, and drive
are abundant in transformational leaders. It should come as no surprise that these
characteristics have the power to make or break an organisation. It is fairly common to
witness this kind of leadership in boardrooms, hospitals, classrooms, and the entertainment
sector. Suddenly, as we turn to face the world, transformation appears to be pervasive. The
time and effort needed to thoroughly comprehend and apply any leadership style, much less
one as dynamic and potent as transformational leadership, is something that most people
ignore.
Transformational leaders encourage their followers to go above and beyond their perceived
capabilities. Likewise, these changed members later progress to being leaders in their own
right. Personalized responses from transformational leaders enable people to realise their
potential. The results of transformational leadership are beneficial and enduring.

ROLE OF TRANSFORMATIONAL LEADERSHIP

 Visionary
Leaders who are transformational lead with a vision. They provided the company with a
vision that was both practical and attainable. They then effectively convey the vision to their
followers and arouse a sense of dedication and purpose in them. They involve determining
the motivations of followers, meeting their wants, and treating them as complete human
beings. They are concerned with emotions, values, ethics, standards, and long-term goals.

Proactive
Proactive decision-makers are transformational leaders. They don't wait for other people to
decide before acting (Tichy & Devanna,1986). They are open to taking chances,
experimenting, and adopting novel strategies in order to advance the company. However,
they also know how to manage risk and make well-informed judgments that are supported by
research and a variety of insights.
Inspire a shared vision
Transformation leaders have a strong conviction that they can change things. They want to
alter the status quo, improve upon what already exists, and generate something that has never
been done before. Leaders who are transformational can only inspire commitment; they
cannot compel it. What can start as "my" vision eventually becomes "our" vision.
Encourage the heart
Creating an atmosphere of celebration and expressing gratitude for others' accomplishments
are both parts of the leader's responsibility. Encouragement can be given through grand
gestures or straightforward deeds. Encouragement is a serious business; recognising
individuals helps to build and maintain team spirit and keeps people's attention on the task at
hand by focusing celebrations on the achievement of important goals and milestones.
Authentic and heartfelt celebrations foster a strong sense of group identification and
communal spirit that can help a group get through challenging times, according to
transformational leaders. Leadership is centred on compassion.

TRAITS OF TRANSFORMATIONAL LEADERSHIP

1. Curiosity
It is not necessary for great leaders to be the most intelligent individuals inside a company.
They are motivated to come up with novel solutions to problems that have been known for a
long time by their curiosity rather than their brains. When it's time to put a plan into action,
they rely on the team's professionals to realise their vision.
2.  Communicative
One must practise leadership 24/7/365 and not only be a leader in title, similar to Dr.
Sample's contrarian leadership approach. Successful communicators are transformational
leaders. They are able to frame their decisions within the context of the team's shared success
vision, they are aware of how urgent dangers can affect progress, and they explicitly convey
answers.
3. Team First Attitude
All team members are involved in the execution of a shared vision by transformational
leaders. To comprehend interpersonal dynamics and to motivate both individual and group
performance, they use emotional intelligence. Transformational leaders get satisfaction from
seeing individuals do well and give the team credit when they achieve.
4. Tolerance for Risk
There is no ordinary path to innovation. There is no safe route leading through disruptive
change. Transformational leaders understand that calculated risk taking is a necessary and
integral part of their job. Transformational leaders lean on their innate curiosity to seek out
new approaches, they rely on research, seek counsel from experts, and act assertively when
opportunities are discovered. 
Whether you see yourself as a Vanguard leader, a Front-line leader, a Postmodern leader or
a Transformational leader, building your capacity for leadership, honing your business skills,
and enhancing your communication and relationship building competencies will prepare you
for an rewarding private, public, nonprofit, or emergency service career.

Conclusion: -

As different organisations require different types of leadership with unique

combination of style role and traits
combination of leadership style, role, and trait best for A company with routine
and unskilled job functions would demand a strong leader who can manage and
mentor unskilled employees while also ensuring that the business's values and
operations are upheld at all times.
A bureaucratic leadership style would be necessary for a company with risky
job functions (handling toxic waste or operating heavy equipment). This leader
always abides by the organization’s rules and policies. As a result, the boss will
ensure that everyone follows the laws and regulations to the letter.
For A company preparing to disrupt an existing market with ground-breaking
technology. A business prepared to use cutting-edge technology to disrupt an
existing market – Transformational leadership style: These managers inspire
their staff to be inventive and creative. Additionally, by communicating to their
staff a consistent vision and set of principles, leaders can inspire and drive their
team members. A corporation that exemplifies transformative leadership – CEO
of Apple Steve Jobs.
In summation, while playing different roles in the development of an
organisation, leadership and management are the same. Without creating a
management framework based on systems, leadership is worthless, and
management would be ineffective without leadership’s efforts serving as the
foundation for values.